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The Saudi Vision 2030 (PDF) Building Strategic Partnership The Kingdom of Saudi Arabia and Japan have In the spirit of mutual benefit and co- developed strong diplomatic relations since prosperity, both FRXQWULHV have recognized the 1955, when both countries first established importance to cooperate to realize their political ties. The two countries have gained respective visions. In September 1st, 2016, mutual benefits as Saudi Arabia has been the HRH Deputy Crown Prince Mohammed bin largest and stable oil supplier for Japan, and Salman and Prime Minister Shinzo Abe Japan has been one of the largest customers for decided to set up the Joint Group for Saudi Arabia. Similarly, strong mutual ties were “Saudi-Japan Vision 2030 (SJV 2030)”, developed through trade and transfer of high heralding a new era of partnership between quality products, technologies and projects. the two FRXQWULHV. Today, both FRXQWULHV are building on their mutual trust developed through understanding of each other’s culture to deepen and broaden the existing bilateral relations and establish a solid strategic partnership. ! " 6RXUFHV-DSDQ,PSHULDO+RXVHKROG$JHQF\ KWWSZZZNXQDLFKRJRMSSDJHJRQLWWHLSKRWR 0LQLVWU\RI)RUHLJQ$IIDLUVRI-DSDQ KWWSZZZPRIDJRMSPRIDMPHBDPHVDSDJHBKWPO The Joint Group is chaired by five ministries: Saudi Arabia’s Ministry of Economy and Planning (MEP), Ministry of Commerce and Investment (MCI), and Ministry of Energy, Industry and Mineral Resources (MEIM), and Japan’s Ministry of Economy, Trade and Industry (METI) and Investment and Eng. Khalid A. Al-Falih, Minister Ministry of Foreign Affairs (MOFA). The first of Energy, Industry and Mineral Resources from Joint Group meeting was held in Riyadh, on the Kingdom of Saudi Arabia and Mr. Hiroshige October 9th 2016, headed by Eng. Adel M. Fakeih, Seko, Minister of Economy, Trade and Industry Minister of Economy and Planning, Dr. Majid Bin and Mr. Kentaro Sonoura, State Minister for Abdullah Al Kassabi, Minister of Commerce and Foreign Affairs from Japan. 1 The Joint Group strives to serve as the platform for cooperation and exchange among subgroup representatives from the Kingdom of Saudi Arabia and Japan. While subgroups themselves display the national platforms for cooperation and exchange on projects, the individual subgroup leaders and project managers cooperate with their respective counterparts from the partner country to oversee the development of opportunities to be explored in both countries. During the first Joint Group meeting, it was decided that all cooperation opportunities shall be allocated to one of five theme-based subgroups (SG 1,2,3,4, and 5). An additional subgroup (Subgroup 0) was established to provide an enabling platform for the implementation of the partnership projects. Minister of Energy, Minister of Economy Minister of Commerce Minister of Economy, Minister of Foreign Industry and Mineral and Planning and Investment Trade and Industry Affairs Resources Sub-group 0: Sub-group 1: Sub-group 2: Sub-groupS 3: Sub-groupSb 4: Sub-group 5: Enablers Trade and Investment Investment and Finance Energy and Industry SME and Capacity Building Culture, Sports & Education MEP METI MCI METI PIF METI MEIM METI SME Auth. SMEA GSA MOFA MOFA MOFA SAGIA MHLW TADAWUL FSA ARAMCO ANRE MCI MOFA MOE MEXT MCI JCCME MEWA MLIT SIDF MOFMOF KACST JCCME MLSD JICA MLSD JICA MEIM JETRO MOH MAFF MOFMOF JBIC NICDP TVTC SCTH MOHO JCCME SAGIA INCJ KACARE HRDF MOT JETRO JPX SASO SDB MCIT SEC … ! … 2 6RXUFH0LQLVWU\RI)RUHLJQ$IIDLUVRI-DSDQ KWWSZZZPRIDJRMSPRIDMPHBDPHVDSDJHBKWPO Saudi Sub-group members Japan Sub-group members MEP: Ministry of Economy and Planning METI: Ministry of Economy, Trade and Industry MCI: Ministry of Commerce and Investment MOFA: Ministry of Foreign Affairs MEIM: Ministry of Energy, Industry and Mineral JCCME: Japan Cooperation Center for the Middle East Resources JETRO: Japan External Trade Organization MOFA: Ministry of Foreign Affairs MHLW: Ministry of Health, Labour and Welfare SME Auth.: SME Authority MLIT: Ministry of Land, Infrastructure, Transport and Tourism SAGIA: Saudi Arabian General Investment Authority MAFF: Ministry of Agriculture, Forestry and Fisheries MEWA: Ministry of Environment, Water and FSA: Financial Services Agency Agriculture MOF: Ministry of Finance MOHO: Ministry of Housing JBIC: Japan Bank for International Cooperation MOT: Ministry of Transport INCJ: Innovation Network Cooperation of Japan MCIT: Ministry of Communications and Information JPX: Japan Exchange Group, Inc. Technology ANRE: Agency for Natural Resources and Energy TADAWL: Saudi Stock Exchange SMEA: Small and Medium Enterprise Agency SIDF: Saudi Industrial Development Fund JICA: Japan International Cooperation Agency MOF: Ministry of Finance MEXT: Ministry of Education, Culture, Sports, Science and ARAMCO: Saudi Aramco Technology KACST: King Abdulaziz City for Science and Technology NICDP: National Industrial Clusters Development KACARE: King Abdullah City for Atomic and Renewable Energy SASO: Saudi Standards, Metrology and Quality Organization SEC: Saudi Electricity Company MLSD: Ministry of Labour and Social Development TVTC: Technical and Vocational Training CorporationHRDF: Human Resource Development Fund SDB: Social Development Bank MOE: Ministry of Education SCTH: Saudi Commission for Tourism and National Heritage 3 Saudi-Japan Vision 2030 Statement, Pillars, Themes and Enablers Background A thriving economy – Overview of Saudi Vision 2030 By focusing on building an educational system aligned with market needs, providing opportun- Recently, the Kingdom of Saudi Arabia has unveiled ities for entrepreneurs and SMEs and developing Vision 2030, an economic and social blueprint promising economic sectors, the Kingdom seeks aiming to reinforce and leverage the Kingdom’s to ensure a thriving and diversified economy capabilities and unleashing its full strengths to build a diversified and sustainable economy. An ambitious nation – Building an effective, transparent, account- In Vision 2030, the Kingdom emphasizes its able, enabling and high-performing govern- objective to be the heart of Arab and Islamic ment helps develop the adequate environ- worlds, utilize its investment power to create a ment for all stakeholders in the Saudi society more diverse and sustainable economy and to capitalize on its strategic geographic location to be an integral driver of international trade Vision 2030 will shape the future of Saudi by connecting three continents. Saudi Arabia Arabia by transforming the Kingdom’s national aims to accomplish these strategic objectives economy through a multitude of implementation by focusing on three themes: progress initiatives across various economic sectors. Furthermore, the Kingdom aims to revitalize its socio-cultural landscape by A vibrant society – focusing on ambitious initiatives in education, Protected by caring families and supported tourism, sports and entertainment. by empowering social and healthcare systems, a vibrant society living in moderation and proud of its national identity is a strong foundation for economic prosperity Overview of Japanese Growth Strategy Overview of Japanese as the “Growth Strategy” 2)Boost employee productivity Growth Strategy In early including structural reforms to overcome supply 2013, the Government of to boost economic growth. regulations and workforce Japan unveiled a shortage resulting from a comprehensive economic When reaching the “Growth decrease in population policy package under the Strategy”, which targets name “Abenomics” to an annual GDP of JPY 600 sustainably revive the trillion per year, in 2016, Japanese economy while the country defined three 3) “Enhancing the capabilities maintaining fiscal discipline. requirements to achieve of individuals” to facilitate The program is centered on its ambitious growth: a transformation of the the three “policy arrows”; industrial structure Japan introduced an 1)Strategic expansion into Ten strategic public-private aggressive monetary policy, a additional “promising markets” flexible fiscal policy as well 4 projects are defined as Facilitating productivity The Japanese government “promising markets” increase in the in parallel aims at providing by the Japanese service industries a favorable environment government, namely: for the realization of these Modernizing. SMEs to strategic projects by: 1.Facilitating the comply with global standards transition towards the 4th a)Introducing the Industrial Revolution .Fostering expansion necessary regulatory and into and export from the institutional reforms 2.Moving towards a world local agricultural, forestry leader in healthcare and fishery sectors b)Fostering innovation and research and development promoting the development .Reinforcing tourism of human resources; and 3.Overcoming environmental as the centerpiece of and energy-related regional revitalization c)Supporting the economic constraints while boosting expansion into growing sector-related investments .Fostering public-private markets outside the country. cooperation to stimulate 4.Developing the domestic consumption. sports sector into a prospering industry 5.Introducing reforms to revitalize the local real estate market Leveraging Synergies through the Saudi- Japan Vision 2030 Both countries are currently undergoing a competitiveness. Similarily, the Saudi-Japanese paradigm shift to realize robust cooperation would help the Japanese economy economic growth under the banner of identify and develop
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