Interview: Nasser Al Huqbani, CEO, Health Holding Company, on how the sector is contributing to Vision 2030 goals
How do you see the current transformations in the health care industry contributing to the fulfilment of wider Vision 2030 objectives?
NASSER AL HUQBANI: The ongoing transformation of the health care sector is playing a pivotal role in advancing the themes of Vision 2030, particularly in fostering a vibrant society. A significant objective under this pillar is to increase average life expectancy from 74 to 80 years by 2030. The sector is already showing substantial progress: life expectancy reached 80 years in 2025, ahead of schedule. This achievement is mainly due to two main developments. First, the corporatisation of the sector has led to the restructuring of the Ministry of Health facilities into 20 autonomous health clusters, overseen by five regional boards. This shift has strengthened accountability and operational efficiency while improving transparency and performance monitoring. Second, the introduction of the Saudi Model of Care has improved accessibility and quality of care. As a result, satisfaction with health services rose to more than 85% in 2025. Health coverage also expanded to 97.4%, reaching over 33m beneficiaries, including those in remote areas, underscoring the sector’s progress towards national health objectives.
In what ways will digital health care programmes and services shape the future of health care?
AL HUQBANI: Digital health is key to the Kingdom’s digital transformation strategy. With Saudi Arabia ranking sixth out of 193 countries in the 2024 UN E-Government Development Index, health sector initiatives have contributed substantially to this progress. Platforms like Sehhaty and Seha Virtual Hospital illustrate how digital solutions are reshaping service delivery. Seha Virtual Hospital, for instance, offers an array of remote services integrated across all 20 health clusters. Meanwhile, Sehhaty allows users to manage appointments, access prescriptions and consult virtually with doctors from a mobile app. These tools are crucial in Saudi Arabia, where digital solutions help overcome regional disparities and improve equitable access to care.
What are the anticipated impacts of autonomous health care clusters on service delivery?
AL HUQBANI: Autonomous health clusters now operate with administrative and financial independence, allowing them to respond more directly to the health needs of their specific populations. This model improves resource allocation, reduces duplication of services and supports better care coordination across facilities. As a result, services are more integrated and patients receive proper care at the right time. The expansion of medical services such as cancer care, critical care, palliative care and urgent care is transforming outcomes. For example, urgent care services supported over 8.3m beneficiaries in 2025, easing the pressure on emergency departments and improving access to timely treatment. Similarly, over 17,000 patients benefitted from palliative care services focused on symptom management and psychological support.
To what extent will the establishment of the Centre for National Health Insurance (CNHI) impact health care financing and access in the Kingdom?
AL HUQBANI: The launch of CNHI represents a significant shift in how health care is both financed and accessed in Saudi Arabia. By creating a centralised framework for insurance coverage, the system is transitioning towards a model that separates the provision and financing of health care. This enables more efficient allocation of funds, more transparent oversight of costs, and better alignment between patient needs and service delivery. It also paves the way for broader private sector participation and supports the expansion of health coverage to diverse population segments. Over time, this structure is expected to improve access, promote equity and support long-term financial sustainability within the Kingdom’s health care system.
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