GENERAL INVESTMENT AUTHORITY

1. GENERAL INVESTMENT AUTHORITY August 2018

2. 01 Vision 2030 02 About SAGIA 03 Organizational Structure 04 Services

3. Vision 2030 01

4. “My First Objective Is For Our Country To Be A Pioneering and Successful Global Model Of Excellence, On All Fronts, And I Will Work With You To Achieve That.” was introduced in April 2016 by Crown Prince Mohammed bin Salman Al Saud to Custodian of the Two Holy Mosques King Salman Bin Abdulaziz Al-Saud achieve King Salman Ibn Abdulaziz Al Saud’s directions with the aim of diversifying and expanding the economy’s competitiveness.

5. is based on 3 main pillars The HEART of the Arab and Muslim World A HUB Connecting Three Continents INVESTMENT Powerhouse

6. … and Covers 3 Major Themes A Thriving Economy A Vibrant Society An Ambitious Nation

7. SAGIA’s contribution to the achievement of Vision 2030 30M 10 1T 25 75% 5.7% SOCIETY ECONOMY NATION 3.8% 163B 49 40% 8M 25 FDI’s Contribution to GDP Non-Oil Government Revenue Global Competitiveness Index Logistics Performance Index Capacity of Umrah/Hajj Visitors/Yearly Localization of Oil and Gas Sectors Direct contribution Indirect contribution

8. Vision realization programs have been designed to achieve Vision 2030 Enriching the Hajj and Umrah Experience National Transformation Program PIF Program National Industrial Development and Logistics Program Financial Sector Development Program Lifestyle Improvement Program National Companies Promotion Program Strategic Partnership Program The Housing Program Privatization Program Saudi Character Enrichment Program Fiscal Balance Program

9. About SAGIA 02

10. About SAGIA • Saudi Arabian General Investment Authority (SAGIA) is responsible for following up and assessing investment performance, alleviating the difficulties encountered by investors, conducting studies and research and drafting executive plans to stimulate local investments. • SAGIA aims to sustain inward investment in Saudi Arabia by helping attract foreign investments to serve the diversification of the Saudi economy. • SAGIA utilizes its capacities in order to improve the investment climate and enhance support structures. It also seeks to constantly elevate services through its human resources, effective partnerships and continuous interaction with investors.

11. Vision • To place Saudi Arabia among the top • performing markets for investments. • To promote Saudi Arabia as a world-class investment destination, attract and retain investors, and expand their investments; for the benefit of a sustainable national economic growth. • Mission • Trusted & credible • Impact-oriented • Partnership • Committed • Values

12. Aligned with our vision and mission, 5 strategic objectives have been developed Pursue institutional excellence Actively market "Invest Saudi" brand Play a leading role in improving the business environment Promote and develop a customer-centric ecosystem Attract and expand high-value investments • Promote customer-centricity in KSA’s investment ecosystem • Build and offer services tailored to each customer (investors and government stakeholders) • Develop a customer-centric operating model • Increase SAGIA’s operational efficiency and enhance its processes • Develop robust performance management capabilities • Build capabilities, set employees development plans and improve employees engagement • Monitor and evaluate national, regional and sectorial competitiveness • Set priorities for competitiveness & regulatory improvement • Coordinate national efforts to implement and deliver on competitiveness program • Attract high value investments supporting the development of Saudi economic growth, mainly across priority sectors (e.g., chemicals) • Retain and expand investments from existing investors • Market KSA as a world-class location for inward investment to foreign and local companies across high-value sectors • Improve stakeholders’ (mainly investors, but also intermediaries, media, etc) perceptions of the business climate awareness of business opportunities

13. … and every strategic objective has KPI’s to help us reach our targets Pursue institutional excellence Actively market "Invest Saudi" brand Play a leading role in improving the business environment Promote and develop a customer-centric ecosystem Attract and expand high-value investments • Investor satisfaction index from SAGIA services • Investor satisfaction index from “Investor Journey” • Investor satisfaction index from Investment Climate • Overall organizational excellence • Distance to frontier (Ease of Doing Business positioning) • Completion rate of reforms aimed at improving business environment1 • Value of FDI inflow • Aftercare contribution • Jobs created by FDI projects • FDI flows to KSA as a percentage of GDP • Feedback from business events conducted for investment promotion • Brand awareness

14. SAGIA’s target audience is divided into 2 groups Foreign investor Not present in KSA Foreign investor Present in KSA Domestic investor National developer Sectorial developer Regional developer Investors • Gov. Development Stakeholders

15. We identified 9 priority sectors, which are derived from Vision 2030 Information & Technology Chemicals Energy & Water Industrial & Manufacturing Healthcare & Life Sciences Mining & Metals Tourism, Culture & Entertainment Transport & Logistics Emerging Sectors

16. To attract high-value investments, SAGIA is targeting 8 priority countries Information & Technology Energy & Water Transport and Logistics Mining & Metals Chemicals Machinery & Equipment Healthcare and Pharmaceutical Tourism, Culture & Entertainment

17. Chemicals Sector I/II The Chemicals industry is an essential part of the Kingdom’s economy diversification. In line with Vision 2030, we have the ambition to further double its value. Saudi Arabia has already embarked on a transformational program that will generate a significant industrial growth in various sectors, which will be the main driver for the development of the chemicals sector in all segments – basics, intermediates, and specialties. Furthermore, companies in the chemicals sector can rely on a solid ecosystem including but not limited to universities, research and development centers, suppliers, infrastructure and logistics.

18. Chemicals Sector II/II Facts & Figures 170Bn SAROperating revenues of the Chemicals sector for 2016 5%Production capacity growth for Chemicals for 2016 1Bn SARNew investments for Chemicals sector for 2016 97,267 KTChemical production capacity in KSA for 2017

19. Information & Technology Sector I/II A modern sector for information and communication technologies is integral to today’s advanced industrial activities. Saudi Vision 2030 aims to transform Saudi Arabia into a globally competitive ICT hub, with modern technologies and an empowered information society. The ambition envisages many investment themes, including the development of the digital content and media, the expansion of the telecommunication system, the digitization of the country, and the creation of new high-tech and smart industries. The government is working alongside the private sector to modernize the ICT infrastructure, enhancing the regulatory framework to enable new innovative investments, and building the most suitable ecosystem to support entrepreneurs and digital talents.

20. Information & Technology Sector II/II Facts & Figures $38BSaudi IT market by end of 2017 22% growthCloud market in MENA by end of 2017 35% growthConsumer data traffic expected from 2017 to 2022 21.4 MbpsInternet speed in next 5 years

21. Energy & Water Sector I/II Saudi Arabia has immense potential in solar and wind energy production, ranking as the sixth and 13th country respectively. In addition to this natural endowment, the government's goal to achieve environmental sustainability has led to the emergence of renewable energy as a key objective in Vision 2030. The Kingdom, who currently has the largest desalination market in the world, also aims to increase its water reuse market, with the goal to continue leading the water market. In addition, Saudi Arabia is a leading electricity producer and consumer globally. In fact, demand for electricity is expected to increase further due to the growing industrial base, which has prompted the government to launch initiatives to promote energy efficiency, paving the way for several investment opportunities. The projected growth in both renewable energy and water, together with the ongoing privatization, localization, and energy efficiency efforts, leads to attractive investment opportunities for private sector investors in the Energy and Water sector.

22. Energy & Water Sector II/II Facts & Figures 6th KSA ranks worldwide In solar energy potential 13th KSA ranks 13th worldwide In wind energy potential 9.5 GWCapacity of renewable energy by 2023 90B $ Over next 5 yearsInvestment needed to meet demand

23. Industrial & Manufacturing Sector I/II To achieve Vision 2030, Saudi Arabia is growing and diversifying its economy: the industrial and manufacturing sectors in particular has the ambition to drive this diversification. The development and growth of the industrial and manufacturing industry is being catalyzed by attractive ecosystem consisting of industrial cities, well-developed infrastructure, high quality utility supplies, and a well-established logistics network.

24. Industrial & Manufacturing Sector II/II Facts & Figures 60% Saudi market share of total GCC market consumption $45Bn expected growth of KSA Food & Beverage market by 2023 $6Bn KSA Halal market size $13Bn MENA region total import of energy wires

25. Healthcare & Life Sciences Sector I/II Healthcare Services: • The KSA healthcare services market is expected to grow significantly at a rate of 5.5%3 over the next 10. • A full transformation of the healthcare sector as the public sector role is being redefined, enablers and initiatives to unlock the sector are being launched. Medical Devices: • The Medical Devices sector has potential for development in KSA due to its large and growing market size. Medical Devices (cont.): • KSA players enjoy great cost advantage resulting from access to: • Secured & cheap raw materials • Low cost of labor • Low utility costs Pharmaceutical: • KSA is the largest pharmaceutical market in the MENA with a market size of USD 7.4 B. • KSA has identified the Pharmaceutical sector as one the strategic sectors under its National Transformation Plan. Several targets have been set to drive sector development.

26. Healthcare & Life Sciences Sector II/II Facts & Figures $11Bn Cumulative spend on Medical devices over 2017-2021 $42Bn Cumulative spend on Pharmaceuticalsover 2017-2021 $4.1Spend on patented drugs in 2016 $2.3Bn Spend on generic drugs in 2016

27. Mining & Metals Sector I/II The Mining and Metals processing sector has grown significantly over the last few years. Going forward, it has tremendous growth opportunities in line with Saudi Vision 2030's goal to have "a mining sector contributing to the national economy at full potential". In addition, the country is going through a large industrial and economic diversification that will grow resource-heavy manufacturing sectors such as industrial machinery, electrical equipment, automotive, etc., and thus lead to an increase in demand for metal and mineral products. Moreover, Saudi Arabia's proximity to other MENA countries puts local manufacturers in a great position to export to those countries. This large demand, coupled with the abundance of resources in Saudi soil, creates significant investment opportunities for private sector investors.

28. Mining & Metals Sector II/II Facts & Figures 40+ Number of mineral/metal resources 1050-1100 USD/ton Cost of aluminum production 320 USD/tonHRC operating cost 26Bn $Mining sector GDP contribution by 2020

29. Transport & Logistics Sector I/II Being at the crossroads of important international trade routes, amidst three continents: Asia, Europe and Africa, Saudi Arabia’s Vision 2030 aims at maximizing the benefits of its exceptional and strategic geographic position by building a unique transport & logistics hub in the region. KSA government has already invested heavily in the construction of several transport & logistics infrastructure such as ports, railways, roads and airports. To take full advantage of these investments, Saudi Arabia is entering into a new series of international partnerships and working with the private sector to complete, improve and link its infrastructure internally and across borders. Transport and logistic infrastructure is also being unlocked with systems that can drive higher performance, including more rigorous governance, leaner processes and a more efficient customs system.

30. Transport & Logistics Sector II/II Facts & Figures 70Bn SAR Logistic market size 240 Mn/ton Cargo handled by sea ports in 2017 1.2Mn/ton Volume of air cargo in 2015 85Mn passengersNumber of air passengers in 2016

31. Tourism, Culture, & Entertainment Sector I/II For Entertainment, Vision 2030 aspires to grow household spending on entertainment from 2.9% to 6.0%, which in turn is expected to develop a SAR 30 B market. Realizing this aspiration requires developing cutting-edge entertainment experiences, launching new entertainment attractions and hosting world-class events and festivals. For Tourism, Vision 2030 aims to create attractions that are of the highest international standards, improve visa issuance procedures for visitors, and develop Saudi historical and heritage sites. Saudi Arabia aims to more than double the number of Saudi heritage sites registered with UNESCO.

32. Tourism, Culture, & Entertainment Sector II/II Facts & Figures 18Mn Trips to/inter Saudi 50%Approx. Percentage of population under 30 $66Bn Spend on tourism $37Bn Saudis spend on entertainment

33. Emerging Sectors I/II Several sectors in Saudi Arabia are emerging as attractive goals for local and foreign investors, as they are key contributors and as enablers to achieving the country's Vision 2030. The education system is being reshaped in an effort to improve its quality and outcome. The country is focusing on developing early childhood education, refining national curriculum and training its teachers and educational leaders. In addition, it is reforming the regulations paving the way for investors and the private sectors. The government recognizes the importance of Housing sector to its citizens and took completely different approach to realize its commitments: by adopting new technologies like 3D printing, using more prefabricated buildings, leveraging robots for construction, providing incentives for private sector players. The Kingdom's financial sector comprises banking, capital markets, insurance, fin-tech and others. The newly introduced capital markets law allows for brokerages, asset managers, and other non-bank financial intermediaries to operate in the country. 

34. Emerging Sectors II/II Facts & Figures 5.5MnNumber of students in K12 1Mnunit Number of units to be built in next 5 years $440Mn marketcapitalizationSaudi Stock exchange $600Bn Approx. total balance sheetBanking system asset

35. Organizational Structure 03

36. SAGIA organization structure Board of Directors Finance Auditor Internal Audit Governor Ibrahim Al Omar Governor Office Legal Affairs and Board Secretary Investor Services and Advisory Ibrahim S. AlSuwail Investment Climate Ayedh H. Al-Otaibi Marketing and Communications Basem A. AlSallom Shared Services Faraj S. AlManajem Strategy Ahmad O. Arab Investment Attraction and Development Sultan B. Mofti Sultan Mufti Service and Advisory Development Finance Projects Investment Policies and Regulations Marketing Strategy Sectors International Partnerships Marketing Communications HR Service and Delivery Operations Strategy and Performance International Attraction IT Inv. Climate Research and Intelligence Corporate Communications Investor Advisory and Relations Processes and Excellence Financial Appraisal and Mega Deals Procurement Investor Licensing and Follow-up Vision Implementation Office Business Intelligence Technical and Admin Services Strategic Partnerships Documentation and Archiving

37. Investment Climate Initiatives About Increase the efficiency of the services provided to investors Decrease investors’ obstacles and ease their procedures Develop sector studies Create programs and plans for long-term investments Build a sustainable technology solutions to manage reforms (e.g., CRM) Build a competitiveness reporting dashboard Analyze and assess competitiveness reports (WEF, EDB, IMD) Define the annual reforms plan with relevant committees Launch sector and regional competitiveness analysis Execute a comprehensive communication plan

38. Tayseer has been established by the Council of Economic Development and Affairs (CEDA), No. 9/36, on Sept. 2, 2015. The government of Saudi Arabia has brought together over 35 government entities to work together towards the singular mission of enabling and growing the private sector. Tayseer is tasked with continuously improving the way business is conducted in the Kingdom, in an effort to create a conducive, mature and stable environment for doing business. 19 Government Sub-Committees Leading the Change Objectives Implement regulations aimed at stimulating the private sector growth Position Saudi Arabia among the top 20 countries globally for doing business Increase the efficiency of government services Increase the engagement of the private sector with direct involvement in decision-making

39. Investor Services and Advisory About Initiatives Develop systems and procedures Improve the investment environment Provide transparent communication with investors Answer investors’ inquiries and complaints Launch post-investment high value-added services (i.e., set-up assistance) Develop a multi-channel and multi-function contact center Ensure vendor quality (e.g., set requirements, develop SLAs) Enhance offered services (e.g., instant service “Renewal for clearance” and other digitalization services) with the support of IT and e-transformation program) Explore eliminating registration and inspection Streamline and modernize licensing services (e.g., universal license, Yesser services)

40. Investment Attraction and Development About Initiatives Identify and develop investment opportunities and create competitive incentives to attract investors Market the investment opportunities using Atlas through participation in exhibitions, summits, meetings, and official visits Direct communication with global companies to learn about investment barriers in the Kingdom and suggest best solutions to solve them Collaborate with major national companies to help execute their programs to increase percentage of local content and nationalize technologies Establish investment Atlas Launch individual outreach efforts Establish international presence (i.e., overseas offices) Establish market information databases Establish Business Intelligence program Establish sector strategy and priorities Establish pre-approved incentive packages Open international offices

41. Marketing and Communication Initiatives About The Deputyship is responsible for protecting SAGIA’s identity and its brand “Invest Saudi”, showcasing its services, creating marketing campaigns, and promoting the Kingdom as a world-class investment destination through the “Invest Saudi” brand. Develop Invest Saudi brand strategy, identity, and launch Invest Saudi communication platform and portal Develop Invest Saudi roadshow plan and calendar Develop internal communication program (e.g., town hall, newsletters)

42. Shared Services Initiatives About The main responsibilities of the Shared Services Deputyship include providing an attractive workplace, attract high-value employees, and build advanced information systems to support the Authority's objectives. Shared Services Administrations: Finance Human Resources Information Technology Technical and Administrative Services Procurement HR Transformation Project (e.g., Organizational structure, reward framework, talent management framework, hiring strategy) SAGIA Transformation Pioneers (STP) Program for building capabilities (e.g., training program, rotation, etc.) Establish and promote SAGIA’s culture Ecosystems implementation: implement IT infrastructure for SAP, ERP, CRM, etc. System integration: implement IT infrastructure for integration with other entities and databases Revamp the finance department (e.g., review strategic planning, budget planning, governance, authority matrix, processes, etc.)

43. Strategy About Initiatives Aligned with Vision 2030, SAGIA’s strategy is found to increase the ease of doing business in the Kingdom, attract FDIs, and keep up with regional and international economical changes and improvements. Performance Management System (e.g., define monitoring process and approach, generate performance report, etc.) Enhance organization efficiency (review, develop, and document all SAGIA services and processes) E-Transformation (e.g., CAP, ERP, CRM, etc.) Enhance and automate SAGIA’s services and processes Increase the efficiency of SAGIA’s e-Services Strengthen SAGIA’s collaboration efforts in transforming into e-government transactions Excellence journey (program to assess and enhance corporate excellence using EFQM model) Internal/external satisfaction survey

44. Services 04

45. SAGIA’s journey starts with creating a competitive investment environment and continues to aftercare services 1 Competitiveness 4 Lead Generation 5 Lead Conversion 2 Identification of investment opportunities 6 3 7 Servicing Marketing Aftercare