It has been nine years since the Kingdom of Saudi Arabia launched Saudi Vision 2030, an ambitious programme of society-wide transformation – from diversifying the national economy away from its reliance on oil to making the local business ecosystem more welcoming for international investors. The initial five-year phase of the project was focused on society-wide reforms intended to lay the foundations for broader development, while the nearly complete second phase has involved more targeted strategic investment in specific sectors and projects, including healthcare. There has been a clear public relations angle to this second phase, with the Kingdom anxious to put its best foot forward and show the wider world that it is both open for – and attractive to – business.

The Health Sector Transformation Program has had a similar dual focus. On the one hand, a key aim has been to improve local healthcare provision and bring the benefits to citizens of the Kingdom, with seemingly positive results. The World Health Organization has noted that average life expectancy in Saudi Arabia has increased to 78.8 years, ahead of the Kingdom’s stated schedule, and access to healthcare coverage rose from 86% to 96.4% between 2019 and 2023, according to Vision 2030’s Annual Report 2024. These milestones have been attributed to improvements in preventative care, infrastructure and public health awareness, and expanded insurance coverage.

We have observed significant improvements in the Saudi healthcare system since the launch of Vision 2030

On the other hand, there has also been a notable push to make the Saudi healthcare system a more welcoming proposition for the global community, through the adoption of international best practices, increased openness to recruiting outside the Kingdom, and the leveraging of new technology. The Healthcare Services Quality Index cited in Vision 2030’s report shows improvements several percentage points ahead of forecasts for this stage in the process, and while it is always wise to take government-declared success stories with a pinch of salt – whichever government it happens to be – the outside stakeholders that ITIJ spoke to seem to agree that the Program has made notable strides towards its goals.

“We have observed significant improvements in the Saudi healthcare system since the launch of Vision 2030,” said Bilge Bora, CEO of Turkish assistance company Marm Assistance. “The expansion of hospital infrastructure and the increased use of digital tools in healthcare are two of the most visible outcomes. One clear example is the establishment of Seha Virtual Hospital, which connects over 130 hospitals and enables remote consultations, diagnostics, and intensive care support across the country. Many hospitals have improved their service quality and achieved international accreditation, [and] the Ministry of Health has also encouraged private sector involvement, which has helped improve both service standards and access to care. Several of our direct partner hospitals in Saudi Arabia have benefited from these improvements.”

A strong start to efforts to improve access and quality to healthcare services

Lara Helmi, Managing Director of CONNEX Assistance, which has an office in the Saudi capital Riyadh, echoed Bora’s words, describing the transformation of the Kingdom’s healthcare system as “remarkable”.

“Since the Program’s inception, we’ve witnessed significant infrastructural investment in healthcare with the development of numerous world-class medical facilities across the Kingdom,” Helmi told ITIJ. “This expansion has not only increased hospital bed capacity but also elevated the overall standard of care. In particular, the private healthcare sector has grown rapidly, with hospitals across the country embracing cutting-edge medical technologies and e-health innovations. Robotic surgery, advanced diagnostics, and fully digital patient pathways are increasingly becoming the norm, reflecting a broader commitment to global best practices. The emergence of several large hospital administration groups also reflects the sector’s maturation and readiness to meet the healthcare demands of a growing population – including the anticipated rise in international patients as the number of visitors to the Kingdom continues to increase.”

That rise in international patients is something that Saudi Arabia has been counting on, but it’s a goal that is itself fraught with potential hurdles. The desirability of a healthcare destination isn’t simply down to world-class infrastructure or even the most qualified doctors –people need to feel that they will be personally welcomed and catered for, wherever they happen to be coming from, and whatever their personal background. Such personal and cultural concerns are always a minefield when it comes to providing healthcare across borders, and Saudi Vision 2030 has been keen to publicise its efforts to relax long-standing conservative social restrictions, in the hope of attracting more liberally minded visitors.

However, “cultural differences can affect many parts of the healthcare process”, according to Bora. “Language barriers, expectations around family involvement, and preferences regarding gender of the medical staff are common issues,”

“Vision 2030 has been a catalyst for transformative change in the Saudi healthcare sector,” said a spokesperson for Bupa Arabia. “The focus on privatisation, digitisation, preventive care, and improved access has redefined the way healthcare is delivered. From the rise of public-private partnerships to the integration of advanced technologies and increased healthcare infrastructure, the sector is now more efficient, patient-centric, and sustainable.”

However, “cultural differences can affect many parts of the healthcare process”, according to Bora. “Language barriers, expectations around family involvement, and preferences regarding gender of the medical staff are common issues,” she said.

Helmi also emphasised the importance of cultural sensitivity when navigating healthcare in Saudi Arabia and the broader Middle East: “Challenges often arise around communication styles, gender dynamics, and the central role of families in medical decision-making. For instance, gender-segregated facilities, gender-designated visiting hours, and family consent requirements can significantly influence the timelines and processes involved in treatment and patient repatriation – factors that may be unfamiliar to many international insurers. Additionally, shifting religious holidays and customary shorter working hours can lead to delays that international clients may not be accustomed to.”

“Saudi Arabia has made significant strides in this area,” said the Bupa Arabia spokesperson. “There is now a broader understanding of culturally appropriate care, greater linguistic and gender diversity among healthcare professionals, and improved training.”  

The best way for such issues to be mediated is the prioritisation of clear communication from the outset, so that all parties are aware of what is expected. The more accommodations that can be made from the beginning of the process, the more efficient the care pathway will be throughout – cultural expectations and clinical requirements are not mutually exclusive, but intertwined elements, and a proactive approach to one will improve the other. The Kingdom does appear to be cognisant of this, which bodes well.

But what other strides have been made with regard to accommodating international patients?

Looking outward

Assistance companies, due to the nature of their work, have a unique view of the day-to-day situation on the ground, and, according to Helmi, both standards of care and the responsiveness of healthcare providers have consistently improved since the Program launched.

“Many hospitals, particularly in the private sector, are now establishing dedicated international patient departments, which are increasingly equipped to meet the demands of global insurers and assistance companies,” she told ITIJ. “These units play a critical role in facilitating communication for the swift, coordinated care required for seamless case management
and optimal patient outcomes.”

Both Bora and Helmi also noted that cooperation and coordination between neighbouring countries has improved considerably in recent years. Bora pointed out that hospital networks and healthcare professionals in Turkey are increasingly involved in partnerships and training activities with their counterparts in Saudi Arabia, while Helmi said that CONNEX had welcomed increased alignment between Saudi Arabia and Egypt. This has taken the form of shared international goals surrounding medical tourism, exchange of knowledge and adoption of cutting-edge healthcare technology, all of which are driving improved collaboration. Cross-border patient movement has also increased, and Saudi Arabia’s push to incorporate international best practices has reportedly set a standard that has not gone unnoticed by other countries in the region, which are in turn seeking to emulate the Kingdom.

Another interesting shift that Helmi noted has been the phenomenon of Saudi nationals living abroad choosing to return to their home country for medical procedures, to take advantage of the improved facilities

“The international orientation of the Transformation Program has elevated expectations and standards,” said the spokesperson for Bupa Arabia. “As part of Bupa Global, we have embraced this shift by strengthening partnerships with global healthcare providers, enhancing clinical governance, and aligning our care models with international best practices. This has helped us better navigate regulatory changes, address a more diverse customer base, and introduce more sophisticated health solutions tailored for a globalised Saudi population.”

Another interesting shift that Helmi noted has been the phenomenon of Saudi nationals living abroad choosing to return to their home country for medical procedures, to take advantage of the improved facilities. This is a decisive change compared to how the land lay a decade ago, when Saudi citizens were far more likely to head off to international destinations for medical treatment, and this increased attractiveness will no doubt bolster the Kingdom’s hopes of becoming a major hub for medical tourism.

No expense has been spared in that respect, with the Health Sector Transformation Program including several strategies intended to boost medical tourism. These include the 36,115-square-metre Clinique La Prairie wellness resort, running on 100% renewable energy; five comprehensive ‘medical cities’ in key destinations like Riyadh, Makkah and Dammam; and plans to capitalise on the millions of visitors who come to Saudi Arabia for religious reasons, with the Knowledge Economic City Hub project seeking to combine religious and medical tourism. And all signs point to these efforts being successful, with a recent Research and Markets report suggesting that the value of the Kingdom’s medical tourism market could grow from US$200 million in 2024 to $680 million in 2030, a compound annual growth rate (CAGR) of 22.5%.

An ongoing process

Looking at the broader business view, there is plenty of cause for optimism. Bora told ITIJ that, as well as benefiting citizens of the Kingdom, moves towards a more regulated, insurance-based model have made it significantly easier for Marm Assistance to apply its cost containment models.

However, there is still room for improvement, as Helmi pointed out: “The development of specialised international patient departments in more Saudi healthcare facilities – particularly within public hospitals – would significantly enhance the experience for foreign patients by creating clear, efficient care pathways. While the Kingdom has made notable strides in cross-border healthcare and assistance, opportunities for further improvement remain, especially in streamlining communication and coordination among providers, patients, and insurers. Language barriers, cultural nuances, and differing regulatory frameworks often contribute to delays and misunderstandings.”

Key technologies transforming healthcare delivery include AI for diagnostics and claims management, and telemedicine for global care access

The Program’s focus on technological solutions does seems to be paying dividends, with observers praising the impact of telemedicine and artificial intelligence (AI) supported case management. The widespread rollout and adoption of telemedicine has notably improved access to specialist consultations, instantly bridging formerly problematic geographical distances – workers in remote oil and gas sites have been beneficiaries – and contributing to a general reduction in response times. Enhanced digital infrastructure has also made it much easier for patients to book appointments, access their own medical records and communicate meaningfully with healthcare providers.

“Key technologies transforming healthcare delivery include AI for diagnostics and claims management, and telemedicine for global care access,” said the Bupa Arabia spokesperson. “We have invested heavily in digital health platforms, remote consultations, and predictive analytics to drive personalised care and operational efficiency. These innovations are redefining the standard for international healthcare in the Kingdom.”

“In parallel,” added Helmi, “substantial investments in robotics and cutting-edge medical equipment have elevated the quality and precision of care across the Kingdom. This ongoing digital transformation is creating a more connected, efficient, and patient-focused healthcare ecosystem – one that increasingly meets the expectations of both local and international patients.”

“Expatriates and tourists often require more flexible, accessible, and internationally linked healthcare services,” the Bupa Arabia spokesperson said. “We have responded by offering tiered insurance products tailored to diverse population segments, multilingual support, and access to international networks for medical referrals and evacuations when needed. Our strategy also includes digital self-service platforms that make healthcare navigation easier for non-Arabic speakers, ensuring a seamless experience from arrival to care.”

This ongoing digital transformation is creating a more connected, efficient, and patient-focused healthcare ecosystem – one that increasingly meets the expectations of both local and international patients

Looking forward

When it comes to initiatives as complex and ambitious as Saudi Vision 2030 – of which the Health Sector Transformation Program is just one strand – there will almost inevitably be a gap between what is promised and what is delivered.

“While progress has been substantial, challenges remain in data interoperability, regulatory alignment between countries, and maintaining care continuity across systems,” noted the Bupa Arabia spokesperson. Improving international patient referrals, enhancing digital integration, and standardising clinical protocols are key focus areas, its spokesperson said.

The Program has not been without its controversies, and these will no doubt continue to rear their heads as the project moves into its final five-year phase. However, with global healthcare one of the key battlegrounds of the new century, progress in this area is to be celebrated. And while scepticism is always prudent when it comes to official narratives, the word from those on the front line seems to be that things are moving in broadly the right direction.

The world will no doubt be watching.