Crown Prince Lists Achievements of Vision 2030 in 5 Years

Saudi Crown Prince Mohammed bin Salman during his televised interview. (Reuters)
Saudi Crown Prince Mohammed bin Salman during his televised interview. (Reuters)
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Crown Prince Lists Achievements of Vision 2030 in 5 Years

Saudi Crown Prince Mohammed bin Salman during his televised interview. (Reuters)
Saudi Crown Prince Mohammed bin Salman during his televised interview. (Reuters)

Saudi Crown Prince Mohammed bin Salman, Deputy Prime Minister and Minister of Defense, listed on Tuesday the achievements of the Kingdom’s Vision 2030, saying so much has been accomplished in five years.

In an interview aired on Saudi TV to mark the fifth anniversary of the Vision, he said that the greatest challenge was housing.

“We had a housing problem for 20 years that we could not resolve, and citizens were waiting nearly 15 years to receive a loan or a housing subsidy,” he said, noting that the level of housing was always between 40-50 percent and before the Vision it was 47 percent.

“During the reign of King Abdullah about 250 billion riyals were allocated in 2011. In 2015, out of these 250 billion, only 2 billion were disbursed and it was not utilized, and the Ministry of Housing could not transfer them into existing projects because the state was quite weak,” he said, explaining that ministries were “scattered” and no public policy existed.

The Ministry of Housing could not succeed without a general policy for the state in coordination with the municipalities, the Central Bank the Ministry of Finance.

“So, these 250 billion were returned back to the treasury and an annual budget was disbursed but the outcome was that the percentage of housing increased from 47 percent to 60 percent within four years only and this is quite an indicator showing where we are heading,” Crown Prince Mohammed added.

In the fourth quarter in 2019 the non-oil economy grew about 4.5 percent, he noted. “If it weren’t for the pandemic in 2020, it would have exceeded 5 percent in the non-oil sector. We will return to those levels hopefully this year, the coming years and even more in the future.”

Unemployment at the beginning of the Vision was about 14 percent in the first quarter of 2020, he remarked, stressing that the aim is to reach 11 percent in 2021.

“I don’t want any Saudi to be without a job. We are in the forefront … in Q4 of 2020 we sat at 12 percent now. This year we will break the 11 percent barrier, and I think that the Vision’s target of 7 percent will be achieved way before that,” declared Crown Prince Mohammed.

“Once we achieve normal unemployment rates between 4 to 7 percent, which is a normal rate, we will want to work on the next step, which is improving jobs and job opportunities and increasing the income of the 50 percent holding poor jobs,” he continued.

“You will not be able to improve jobs until you improve the working force.”

He stated that commercial license used to take days to be issued, now it can be done in half an hour through an online process. Foreign investments have tripled up to 17 million a year.

“The Saudi market was stuck after the last crisis between 4,000 points to 7,000 points. Now we exceeded 10,000, which means that the private sector has started to grow,” continued Crown Prince Mohammed.

“If we have an opportunity, we should grab it whether it’s 10, 100, 1,000, or tens of thousands of opportunities. We will develop our human resources and abilities of the government to achieve these opportunities,” he said. “This will all open new horizons.”

He stressed that the Kingdom was surpassing its objective before the deadline set by the Vision.

He cited housing as an example. “For housing, the objective is 60 percent. We did reach 60 percent in 2020. So, 62 percent should be reached before 2025. So, we have gone beyond the said objectives.”

He noted that the Public Investment Fund sought a size of 7 trillion riyals in 2020. “We are going to amend it to 10 trillion riyals in 2030.”

“Numbers that we thought were huge and unachievable have been partially met in 2020 and we will break even more numbers in 2025, which means that we will achieve even higher numbers in 2030,” he continued.

“We started establishing strategic policies and commissions under my chair to translate the Vision covering every sector – housing, energy, industry, quality of life etc. and other strategies.”

“We have sought to establish the Budgeting Bureau, which aims to draft the state budget so that it would not be restricted to the Finance Ministry,” he continued.

The financial commission has been established that meets regularly to align the budget and we’re about to finish with the Policies Office,” revealed Crown Prince Mohammed.

“There is a wrongful perception that Saudi Arabia would like to dispose of the oil. Not at all. We want to exploit everything whether the oil sector or other sectors,” he went on to say.

“We want to increase the benefit we reap from the oil to manufacturing industries and others and then to produce other opportunities away from the oil sector to diversify our economy.”



Oil Stocks in US Strategic Petroleum Reserve Fall to Lowest Level since 1982

Crude oil, gasoline, and diesel storage tanks at Kinder Morgan's facility in Los Angeles (Reuters)
Crude oil, gasoline, and diesel storage tanks at Kinder Morgan's facility in Los Angeles (Reuters)
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Oil Stocks in US Strategic Petroleum Reserve Fall to Lowest Level since 1982

Crude oil, gasoline, and diesel storage tanks at Kinder Morgan's facility in Los Angeles (Reuters)
Crude oil, gasoline, and diesel storage tanks at Kinder Morgan's facility in Los Angeles (Reuters)

Stocks of crude oil in the US Strategic Petroleum Reserve fell to 283 million barrels last week, the lowest level since October 1982, according to data from the Department of Energy, Reuters reported.

The drawdowns are part of a US agreement to release 172 million barrels from the facility.

Additionally, the Trump administration last week said it is offering to loan energy companies 40 million barrels of oil from the Strategic Petroleum Reserve.


Saudi Market Resumes Decline Under Pressure from Banking Sector

A man monitors trading screens in the Saudi market (Saudi Exchange)
A man monitors trading screens in the Saudi market (Saudi Exchange)
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Saudi Market Resumes Decline Under Pressure from Banking Sector

A man monitors trading screens in the Saudi market (Saudi Exchange)
A man monitors trading screens in the Saudi market (Saudi Exchange)

The Saudi Exchange's main index, TASI, resumed its decline at the close of Monday's trading, falling 0.25 percent to 10,479 points.

The decline was driven by losses in a number of stocks. On Sunday, the index had ended a losing streak, rising about 1 percent.

Riyadh Development Company (Ridan) led the decliners, falling 4.43 percent to SAR18.13, followed by SNB, which dropped 2.77 percent to SAR38.60, and BSF, which fell 2.75 percent to SAR19.80.

On the other hand, Saudi Fisheries Company led the gainers, rising 9.96 percent to SAR51.90, followed by East Pipes Integrated Company, which gained 7.70 percent to SAR184.70, and Leden, which rose 6.98 percent to SAR1.84.


Saudi Arabia's SAL Expands Logistics Options as Global Trade Map Shifts

A SAL booth at the Saudi Warehousing & Logistics Expo (Asharq Al-Awsat)
A SAL booth at the Saudi Warehousing & Logistics Expo (Asharq Al-Awsat)
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Saudi Arabia's SAL Expands Logistics Options as Global Trade Map Shifts

A SAL booth at the Saudi Warehousing & Logistics Expo (Asharq Al-Awsat)
A SAL booth at the Saudi Warehousing & Logistics Expo (Asharq Al-Awsat)

The speed and cost of transporting shipments are no longer the only factors determining companies' choices in the logistics services market. Geopolitical disruptions and changes in global trade routes have redefined the concept of supply chain efficiency. Securing transportation alternatives, the ability to shift quickly between routes and modes of transport, and ensuring the uninterrupted flow of goods have become more prominent factors in customer decisions.

In Saudi Arabia, this shift is reflected in growing demand for integrated logistics services, alongside the expansion of industrial activity, imports, and infrastructure investment. Companies operating in the sector are taking advantage of this trend to expand their operational capabilities and develop solutions that combine air, land, and sea transport, providing greater flexibility in response to changes in global trade.

SAL is among the leading beneficiaries of this demand, having recorded its highest quarterly revenue in its history during the second quarter of this year, at SAR512.1 million ($136.6 million), up 30 percent year on year. Net profit rose 18 percent to about SAR191 million ($50.9 million). In the first half of the year, revenue increased 23.1 percent to SAR957.9 million ($255.4 million).

Rayan Al-Bakri, CEO of SAL's logistics business, said that "reliability and flexibility have become among the most important factors influencing customer decisions and global supply chains." He noted that when certain trade routes or transportation channels face operational challenges or unexpected changes, customers turn to solutions that ensure business continuity and speed of access to markets.

He added in an exclusive statement to Asharq Al-Awsat that SAL is seeing growing interest in integrated logistics solutions that combine more than one mode of transport according to each customer's needs. He explained that the company does not view air or land freight as direct alternatives to sea transport, but rather as complementary elements within a single system designed to achieve efficiency and flexibility in the movement of goods.

Al-Bakri said that "goods always find a way to reach the end customer, with the means varying," noting that the company continues to leverage strategic partnerships to expand logistics connectivity options for customers.

In this context, he pointed to SAL's cooperation with SPARK Logistics to activate a new land corridor between the Port of Sohar in Oman and the dry port at King Salman Energy Park (SPARK). He said the route strengthens regional trade flows and increases the flexibility and reliability of supply chains.

He also pointed to increased operating capacity at airports and the provision of solutions to receive and accommodate demand from customers and partners in the domestic and Gulf markets, alongside connecting airports through an integrated operating network to enhance supply chain flexibility.

Positive Demand Outlook

Al-Bakri views the outlook for demand for SAL's services positively in the coming period, amid continued growth in inbound shipments and expanding imports of spare parts and equipment related to industrial activities, as well as rising demand for more integrated and flexible logistics solutions across the region.

According to Al-Bakri, this outlook is based on several factors, including the diversity of the customer base, the expansion of specialized logistics services, and the investments the company is making to strengthen its operational capabilities and infrastructure.

Domestic consumption and the building of strategic inventories for most products are also creating opportunities for sustainable growth across the sector as a whole.

At the same time, the sector is dealing with a range of global variables that could affect profitability and operating costs, including transportation, insurance, and energy costs, as well as geopolitical developments that could affect international trade flows.

Al-Bakri said SAL is focusing instead on improving operational efficiency, increasing productivity, leveraging modern technologies, and diversifying revenue sources to support sustainable performance over the long term.

He added that the ability to adapt quickly to changes, along with operational discipline and continued investment in value-added services, would remain among the key factors supporting the company's performance in the coming period, ensuring business continuity and maintaining service levels for partners and customers across different sectors and services.

Infrastructure Expansion

Investment in infrastructure and operational capabilities is a key part of SAL's growth strategy. The company is working on a range of parallel initiatives aimed at increasing operational readiness, enabling the logistics sector, and strengthening the Kingdom's position as a global logistics hub.

Al-Bakri said the company's current priorities include expanding operational capabilities at airports across the Kingdom, developing SAL logistics zones, and investing in digital solutions and smart technologies that improve operational efficiency and accelerate the flow of shipments through the various stages of the supply chain.

SAL is also focusing on developing infrastructure that supports specialized services and integrated logistics solutions in line with the needs of the Kingdom's vital and growing sectors.

In this context, Al-Bakri said the company is continuing to expand its international presence through the acquisition of Aviapartner Liège, strengthening connections between its customers and one of Europe's air cargo hubs and supporting SAL's reach across global trade routes.

At the same time, the company is expanding its network of global partnerships supporting the development of advanced infrastructure and logistics services. These include two memorandums of understanding signed with CIMC Middle East to explore cooperation opportunities in cargo handling systems, automation, robotics, and autonomous vehicles.

The areas of cooperation include developing facilities and warehouses within SAL's logistics zones and attracting global investments and companies to the Kingdom, strengthening its position as a regional hub for manufacturing, logistics services, and international trade.

Automation and Specialized Services

As part of its digital transformation, SAL continues to invest in modern technologies and smart solutions, including cooperation with Huawei Tech Investment Saudi Arabia to explore applications of artificial intelligence, 5G, and cloud computing in the logistics sector.

Al-Bakri said these efforts support the development of smarter logistics zones, improve operational efficiency, and enhance the customer experience across the various stages of the supply chain.

At the same time, specialized logistics services, particularly pharmaceutical, medical, and temperature-controlled shipments, continue to grow amid the high levels of precision and reliability required by these sectors.

He said these services are becoming increasingly important within SAL's strategy because they require advanced operational capabilities, specialized infrastructure, and specialized expertise, in addition to the value they provide to customers.

According to Al-Bakri, the company continues to accelerate its automation and digital transformation efforts through investment in smart technologies and solutions that improve operational efficiency, handling accuracy, and decision-making speed.

SAL is also focused on sustainability by adopting practices and solutions that contribute to more efficient use of resources and support the objectives of the logistics sector in the Kingdom.

Al-Bakri said the company's direction is to expand specialized and integrated services, support them with modern technologies, and develop more sustainable logistics solutions that meet customer expectations and keep pace with the transformation taking place in the sector at both the regional and global levels.