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Government Press Conference H.E. Yasir Al-Rumayyan| PIF Strategy 2026-2030

📅 Apr 16, 2026 Public Investment Fund 55 MIN 31 VIEWS 65 SEGMENTS · 8 SPEAKERS

Questions asked in this interview

7
  1. 30:06And the second part of the question is, is this change depending on certain pressures or the fluctuation of oil prices?
  2. 35:02How to deal with this important issue in the future?
  3. 42:54Does it mean that the private sector will be given more space in the coming few years?
  4. 44:31And will there be any change to the targeted split between foreign investments and domestic investments?
  5. 47:15My question is how to evaluate the role of the private sector in the partnership in the projects of the fund in past years, and how the new strategy guarantees a bigger role of the private sector?
  6. 49:27So how much we expect the contribution of the fund within the new strategy for the five years to come?
  7. 52:03And did the fund achieve the justice of competitiveness and having quality among all the clubs?
Moderator 0:05 ↗
God's peace and mercy be upon all of you, ladies and gentlemen. Good afternoon, everybody. Your Excellency, ladies and gentlemen, colleagues, media representatives, those who are virtually watching us right now, welcome. Welcome to the 33rd government press conference. Mr. Yasir Al-rumayyan, the Governor of the PIF, is going to be hosted in this press conference to talk about the strategy of the PIF during the next five years, from 2026 to 2030. Of course, the floor is going to be open for His Excellency Mr. Yasir Al-rumayyan, the Governor of the PIF. Please, sir, take the lead.
Yasir Al-rumayyan 1:05 ↗
Your Excellency, guests, ladies and gentlemen, representatives, distinguished guests, I would like to extend my appreciation to all for coming to this 33rd press conference. It's a pleasure and honor to be with you today to talk about a new phase of accomplishment and achievement that will be contributed by the PIF to enhance the journey in the Kingdom of Saudi Arabia, based on a great economy. With the approval of the Board of Directors of the PIF under the presidency of His Royal Highness Crown Prince Mohammed bin Salman, the Prime Minister, may Allah preserve him and keep him, the strategy of the PIF from 2026 to 2030 in the five years to come is considered the continuation of the PIF to enhance the diversification plan in the Kingdom of Saudi Arabia and to achieve the goals of the blessed Vision 2030 in building a vital and sustainable economy and to enhance the national wealth for the next generations.
The Kingdom of Saudi Arabia is blessed with a very strong financial and strategic position, with highly advanced infrastructure, in addition to liquidity linked to the international and global markets that will enhance its capacity to attract foreign investments and foreign capitals. Based on this fact, the investment of the PIF, by its nature, is going to be long-run, regardless of the transformations or changes taking place in the global market. Having a very strong financial position and sufficient flexibility to deal with any global change, distinguished guests, ladies and gentlemen, the PIF was established in 1971 with a holistic development vision aiming to build the national economy and enhance the main components of sustainable growth and development.
At the beginning, the fund was concentrating on establishing major national companies like the Saudi Basic Industries Corporation (SABIC), STC, and the Saudi Railway Company, in addition to contributing to establishing the financial and banking sectors, which contributed to leading the economic growth in that particular period of time. In 2015, there has been a very radical change in the journey of the PIF, being seen in the establishment of the Board of Directors under the presidency of His Royal Highness and being linked with the Council of Economic Affairs and Development, formulating its strategy accordingly to contribute to developing the local economy through expanding its portfolio based on global assets and enhancing the financial returns, in addition to diversification of income sources.
With the launch of the Vision 2030 of the Kingdom, the launch of the PIF program from 2018 up to 2020 was based on establishing numerous companies to develop 10 promising sectors. At the same time, during this period, there were many projects launched like NEOM, The Line, and Roshn, and such projects were one of their own kinds in the world. This contributed in investing in many sectors, transferring knowledge and technology, and forging partnerships locally and internationally. At the same time, it launched the Future Investment Initiative (FII), being one of the most important economic platforms in the world.
Since the launch of the initiative in 2017, the Kingdom of Saudi Arabia hosted through the FII thousands of leaders, decision-makers, and investors from all over the world, witnessing the signing of more than 250 billion US dollars in agreements and expanding its existence globally through holding conferences in London, Miami, and Hong Kong, in addition to many other cities in the world.
At the beginning of 2021, the fund launched a strategy from 2021 to 2025 to start a new phase targeting expansion and growth to complete the successes that have been accomplished before. Continuing during this period to achieve its goals through diversifying its assets and injecting investments in 13 strategic sectors and forging economic partnerships and localization of knowledge and technology. This will lead to enhancing the efforts of development and the economic transformation of the Kingdom of Saudi Arabia and to have a very strong position to become one of the most important investment authorities and funds in the world.
To develop the lifestyle of the citizen as well as the resident through launching national companies to become leading companies in a sector such as Roshn, which is contributing to achieving the target of increasing the ownership percentage of houses for citizens, and the launch of Savvy Group in electronic games that contributed to organizing and hosting the World Cup for electronic games, being participated by more than 3,500 professional players locally and globally. In the sector of artificial intelligence, the fund launched the Humane company to develop artificial intelligence-related solutions and investing in the sector to have a strong position for the Kingdom of Saudi Arabia as an international center and hub for the best technologies of data and artificial intelligence.
At the same time, the fund enabled many leading national companies like ACWA Power through its investments to become the main developer of programs for renewable energy, which represents 70% of the targets of the community of Saudi Arabia, such as the renewable energy-related projects to be planned in 2030. At the same time, the fund contributed to companies to be transformed into globally leading companies with a fleet that includes more than 100 ships to enhance the flexibility of the supply chain from and to the Kingdom of Saudi Arabia.
In addition to all of this, the fund contributed to developing Ma'aden company and to enable such companies to forward numerous partnerships to invest in vital minerals. This transformation contributes to enhancing the position of Ma'aden globally and enhancing supply chains locally and nationally to double the value four times more, from 60 billion Saudi Riyals to 247 billion Saudi Riyals in 2025.
The fund expanded its scope of cooperation with the private sector through numerous initiatives and programs such as the Munafasat program to develop local content, the platform of the fund for the private sector, and the program to develop human capabilities, in addition to the program of developing and financing contractors to enhance their capabilities and to rehabilitate them for SMEs.
The program of accelerator for industrial projects enables startups to develop their products and competitive services innovatively to develop their businesses in the Kingdom of Saudi Arabia. In the real estate sector, the fund has provided 12,000 opportunities in the field of engineering designs and managing projects, in addition to many other later projects as well, in the value of 562 billion Saudi Riyals. The fund, under the presidency of the Chairman, has been enhanced to be an accelerator for all the transformations taking place in the Kingdom economically and to become one of the largest sovereign funds in the world.
The fund, for example, carries assets under management achieving high growth, six times more than the 10 years compared to 2015, to reach exceeding 3.4 trillion Saudi Riyals by the end of 2025. It invested more than 750 billion Saudi Riyals locally in new projects during 2022 to 2025, and this represents 70% of the total investments of the fund. The fund continued playing an important role to achieve more income as well, exceeding 7% annually since the year 2017.
Between 2021 and 2024, the fund contributed by one-third of the real GDP, regardless of the oil economy, and its contribution doubled from 4% to 10% to reach 910 billion Riyals in this period of time. Of course, the investment of the fund contributed to the non-oil sector, such as tourism, developing more than 3,600 hotel rooms and an open operation of 900 hotels in the Red Sea, AlUla, and other areas. The fund and its affiliated companies spent nearly 590 billion Riyals between 2020 and 2024, to reach the spending on local content in 2024 to 27 billion Saudi Riyals. This is an equivalent of 44% of the non-oil revenues of the Kingdom.
At the same time, the fund, in addition to affiliated companies, had a high score of its GDP contribution from 6% to reach 57% by the end of 2024. The companies of the fund attracted foreign direct investments by 57 billion Saudi Riyals from 2021 to the third quarter of 2025 in numerous emerging sectors, including the real estate sector, in addition to vehicles, transport, logistics services, and communication and technology.
The partnerships of the fund along with world investors in expanding their businesses and opening new headquarters in the Kingdom attracted more than 75 billion Saudi Riyals to the local market from the year 2021 to 2025. This enhanced the depth of the capital market of the Kingdom of Saudi Arabia, in addition to developing local capabilities, coming up with new investment solutions, and developing local assets in the field of SMEs.
Jada allocated more than 3.5 billion Saudi Riyals through 46 funds through angel investment and private ownership to enhance SMEs and ambitious individuals and angel investors. Sanabil Investments company has contributed to the entrepreneurial scene in the Kingdom of Saudi Arabia through leading numerous phases of investments for SMEs in an amount of 1.5 billion Saudi Riyals, providing a number of initiatives to aim at innovation and entrepreneurship in the Kingdom of Saudi Arabia, which were benefited by 165 startups.
The fund has been granted numerous ratings to become one of the best funds in the world. It has actually obtained Moody's rating, Fitch agency, and S&P agency for rating, and this reflects the meritocracy, credit meritocracy, and eligibility of the fund and its power, enhancing its ability to enable all the affiliated companies to get access to investment sources with a high level of credit efficiency that will enhance the efforts of diversification of the local economy and enhancing its financial position in the Kingdom.
The fund has been opening numerous branches and offices all around the world in Asia, Europe, and the United States of America. This is within the framework of its strategy for global growth and building partnerships, in addition to its offices and affiliated companies in regional companies like in Egypt, Bahrain, Jordan, and the Sultanate of Oman, aiming to find the proper opportunities of investment and enabling the companies of the fund and the private sector companies to enter such markets.
The strategy of the fund for the five years to come is an accomplishment of the journey of the fund and its normal development phase in expansion, so as to come up with a new phase to achieve sustainable value and to enhance the impact and to raise the investment efficiency through enhancing 13 strategic sectors to turn them into six economic sectors and to enhance the connection among all of these sectors to provide more opportunities of investment and diverse investment for the private sector.
I'm concentrating on enhancing the financial revenues so as to enhance the contribution of the fund to achieve prosperity in the economy of the Kingdom of Saudi Arabia. The government position played an important role to prepare and develop the investment infrastructure through developing regulations and the regulatory framework to aim at increasing the attractiveness of the Saudi market to the private sector and to the global investors, and through coming up with policies as regards local content and regulation through the special or private economic zones to enhance investment opportunities. All of these updates will add great value to the fund within the coming few years.
The fund will concentrate through its strategy on being committed to the efficiency of spending and expenditure with the sustainable valuation of its business performances to achieve the balance in its portfolio value and to achieve sustainability of its financial resources and to double the impact and the value for the next generation, that will reflect positively on the economy. And continuing to adopt the best standards and practices in governance-related issues, transparency, and operational efficiency, in addition to institutional excellence.
Such as adopting the principles of Santiago related to institutional governance, in addition to the frameworks of risk management of sovereign funds, in addition to the commitment of the fund to the international standards for measuring investment performance gaps.
The investments of the fund from 2026 to 2030 is going to be distributed on the three main investment portfolios. The first of which is the Vision Portfolio, which aims to enhance the integration among the strategic sectors of priority and to double the value for the companies of the fund and continuing to push forward the local progress of the economy and contemporary of the Kingdom through developing six complete sectors that will enhance the integration of its investments as well and to raise its competitiveness. This will open the floor for more opportunities and more partnerships with the private sector locally and as investor, supplier, and partner, and to find new global investors accordingly.
Of course, the second portfolio, which is the Strategic Investment Portfolio, will concentrate on managing and doubling the revenues of the strategic assets and increasing the economic impact for the companies of the fund, enhancing their efforts to attract local as well as global investments and to achieve the transformations to become worldwide companies. The fund will continue through this portfolio to invest in many long-run strategic investments that will take into consideration the economic transformation and coping pace with the global change.
The third portfolio, the Financial Investment Portfolio, will do its best to achieve financial revenues to enhance the position of the fund and to play an important role to invest the national wealth for the next generations. At the same time, it will concentrate on the direct and indirect investments in the global market, aiming to double the revenues and to continue achieving the flexibility of the portfolio of the fund and to build more partnerships to allow more opportunities and to increase investment opportunities and back coming back to the economic systems through the Vision Portfolio.
The Vision Portfolio is considered a normal progress of all the sectors that have been launched by the fund and has been developing through the past years. This includes tourism, travel, and entertainment, concentrating on enhancing tourism in the Kingdom through developing the strategic assets that will achieve the revenues, in addition to having easy access to the airports of the Kingdom and benefiting from hosting global events to attract tourists.
This will contribute to developing more than 100,000 hotel rooms, in addition to 70 tourism experiences and developing prepared tournaments and stadiums while hosting the World Cup 2034, and to reach the capacity of 96 million travelers to King Salman International Airport, in equivalence, so as to focus on the goals of the Kingdom of Saudi Arabia to attract 150 million travelers in 2030 as a national target. The Roshn, Jeddah Tower, and Savvy Group companies for electronic games include such, in addition to the Sports Investment company, and Expo 2030, AlUla, and King Salman International Airport and Riyadh Air.
The second place is developing urban construction and urban planning. This will concentrate on the quality of life through accelerating the development of residential and commercial products in all the provinces of the Kingdom of Saudi Arabia. This will contribute to achieving revenues and income, a number of national goals and targets, such as increasing the percentage of ownership of houses by Saudi citizens to developing 190,000 residential units by 2030.
190,000, in addition to developing commercial spaces reaching 5 million square meters, including projects such as Roshn and the new square in the middle of Jeddah and KAEC. In the third place, the advanced industries and innovation-related projects, concentrating on building the future economy of the Kingdom through developing industrial clusters, emerging clusters such as electronics and artificial intelligence, and vehicles and cars, and advanced mobility-related technology, and aviation, space, and defense.
This will contribute to developing the industry, in addition to developing high-quality and value products that can be exported, so as to increase the productivity, in addition to coming up with new jobs and opportunities as well, and to increase the data capacity to reach 3,000 megawatts. The fund is going to actually develop 1,800 megawatts in an investment of an amount of 7 billion Saudi Riyals. As for the fabricated medicine commitments as well, the fund will come up with more than 85,000 vehicles as a national target by 2030.
This will include companies such as Humane for artificial intelligence, Ceer for electric cars, and the medical equipment, and the military and SAMI, the military industry company. As for logistics services industries, which will concentrate on the infrastructure for the economy in the Kingdom of Saudi Arabia, enhancing the logistics services networks, in addition to the basic industries, and increasing the productivity in the mining sector. This will contribute to achieving the national goals and targets where the fund will focus on improving the infrastructure of logistics services to enhance the industry of logistics services such as the containers. The vision is to increasing the volume of producing mining products, so to improve the mining industry and the GDP.
This will include companies such as Ma'aden, in addition to the Saudi company for steel and iron, and Bahri. Number five, as for the infrastructure of nuclear energy and water, this will concentrate on achieving a pioneer position for the Kingdom in the energy sector, in addition to having a very strong global hub in sustainable energy through developing the renewable energy resources, in addition to diversification of producing energy resources. This will increase the capacity of the renewable energy to reach 100 gigawatts, where the fund targets 45.5 gigawatts out of it. This will include companies such as ACWA Power and the Saudi Energy and Morafiq, the energy efficiency company, in addition to the recycling company.
In sixth place, NEOM, being classified as an independent entity within the five years to come that embodies the commitments of achieving success. This important project will allow more flexibility to the new commitment so as to come up with strategic decisions that will be fitting the volume of challenges and opportunities. This rating will reflect the resolution of the importance and the complicated issue under the framework of the economy with the numerous connected sectors. This is energy, industry, airports, logistics services, economic zones, data centers, education, tourism, and smart urban construction, which are based on the best standards at the same time and the largest, the same way big economic zones are managed.
As for the new plans, they are based on accomplishment and gradual feasibility studies and focusing on the main accelerator to be the first accelerator that is depending on the plan of highly regulated and gradual commitments, concentrating on developing NEOM to become the first, the largest, the biggest, the first economic accelerator in the Kingdom. This includes the airport with highly advanced data centers, in addition to renewable energy centers, so as to be the real launch that will activate and enhance the rest of the project and attracting efficiencies and expertise and the global companies to such important projects.
For the time being, many projects are going to be restructured to achieve economic efficiency and high economic feasibility for the future, and it's going to be implemented in phases so as to guarantee the implementation of goals in a very logical way. At the conclusion, we are very confident, God willing, that the strategy of the five years to come of the fund will witness more successes that will enhance the prosperity of the Kingdom of Saudi Arabia and the sustainability of its economies to achieve the goals of Vision 2030, and taking into consideration the nature of the role of the fund and its journey and the transformation in the Kingdom of Saudi Arabia, achieving sustainable revenues and to have a positive impact on the life of the citizens and to have a very strong position for having more gains for the next generations.
I'd like to extend my appreciation to all of you for today for having you with us. And now we open the floor for questions for the media representatives. Thank you very much, Your Excellency.
Moderator 29:40 ↗
And now the floor is open for the media representatives. So raise the question, of course, the one who has a question can raise his hand and he can mention his name and the workplace, and only one question is going to be given to each representative. Please, you can make for the podium so as to raise a question, after you can return back to your seat.
Peace be upon all of you. Thank you very much, Your Excellency. Let me ask a question. The new strategy is different structurally from the strategy of the past years, especially that the strategy depends on the portfolios, the geography, locally and internationally, and depending on the sectors in all ways. So what is the main cause that made you change this approach? Was that because you did not achieve the goals that were stated? And the second part of the question is, is this change depending on certain pressures or the fluctuation of oil prices?
Yasir Al-rumayyan 31:00 ↗
Thank you very much. As a matter of fact, the strategy of the PIF, as you know, started with the beginning of the investment of the PIF in 1971 for economic and development goals, and the fund participated in numerous sectors like petrochemicals, banking, and railways. Later on, in 2015, the new strategy of the fund started along with the change of the Board of Directors under the presidency of His Royal Highness, and the change that took place from the aspects of the Minister of Finance under the supervision of the Economic Affairs Council. And here came the new strategy. The strategy since the year 2021 to 2025 is considered a completion of the strategy which started in 2017, and the strategy for the time being is a development of the previous strategy.
The journey before was, according to the successes that have been achieved, a natural development as for the requirements of the phase and the national priorities. It was in response to the national priorities, and it was the phase where the growth expansion started. For the time being, this important phase, which is considered the current phase, where we concentrate on different issues as well. Why we move geographically? This is a very great and important question. The main cause is because of the development of the strategy, because first of all, previously we established 103 companies, most of the companies were working individually in silos. And with the six clusters, we have synergies and integration and harmony among all the six sectors or six clusters.
The goals that became very clear for all of us from 2030, that we're trying to achieve, such as the World Cup 2034, one company cannot do all of these jobs. So that's why there must be synergy and integration among numerous companies. That was the main reason why we wanted to incorporate all the companies to work all together as one economic holistic system and infrastructure as well. I'd like to remind you in 2015 and 2016 when we came to talk about the geographical shape, will the investment geographically organized all function? So at the beginning, we said the best thing was to have geographical diversification. As you know, the team of the fund in the Kingdom is completely different from the international team, but I think for the time being by function is going to be much better through the system that we built because the same skill sets, because the same thing that where the financial manager or director locally or internationally, they have the same kind of skills. Our local and international managers, they have the same kind.
Moderator 34:50 ↗
For example, I wanted to raise more questions. Miss Fatma from the channel, she wants to give a question. Fatma from the TV channel.
Fatma 35:02 ↗
Your Excellency, as for the budget of the fund which was declared, you skipped some of the assets in return for big projects in the light of operating sea products and AlUla project. Do you expect the continuation of taking more allocations and impairments? And as for the impairments, it's something based on accounting. How can we skip the assets? Is it going to be a source of generating cash flows if positive or vice versa? Is it a source of generation of cash flows or the big projects or the mega projects like The Line or NEOM or some other mega projects need and require more infrastructure? As you know, all the infrastructure generally speaking, such as for example the electricity services, providing electric services on roads, building roads, and huge training systems, all the different types of infrastructure types do not result in injection of revenues directly or schools as well. There are no positive cash flows for such kind of projects. There was before government subsidy for some of the products, and this government subsidy was limited or did not exist. That's the reason why, from the accounting point of view, we need to skip the cost. How to cooperate with this issue in the future? How to deal with this important issue in the future? We're going to transfer some of its assets to the authorities, and this sort of thing we have done it in a project, and for the time being as well, we are going to do the same thing so as to avoid skipping such kind of assets. It doesn't mean that the things that we did will be losing or be a loss. No, this is something we must have done, and this is the difference between the real estate projects and the mega projects.
Yasir Al-rumayyan 37:47 ↗
Your Excellency, good afternoon. First of all, I would like to congratulate you on the new strategy. I have a two-sided question. First, we are very sure about the strength of the Saudi economy in dealing with the shocks and economic transformations. Well, we would like to hear from you, is there any impact of the conflict that's taking place in the world right now? This is the first question. The second, as you mentioned the new project and in completion of the project in all its components, we would like to hear from you more explanation about the most important components of the new project.
First of all, I said before in the short time ago, I said in the first part of my presentation that our look is long-run, is based on a long-run approach, and it's not a mere look. It's not a short-term look. We strategically have a long-term look. So for sure, the events taking place for the time being, of course, have impact not only on the fund projects and not only on the Kingdom, not only on the GCC countries, but also it has global impact. It has back on the whole world. And I said before, the semiconductor prices are going to increase, the fertilizers are going to increase, the prices because all such kind of products depend on the oil and gas products. So that's the reason why, of course, there will be negative impacts as a result of this global conflict, but our economic look or investment look is farsighted on the long run where there won't be any big impact.
As for the new system or new infrastructure, the importance of such an important project like NEOM is that it is a globally economic zone, a very strategic zone. For the time being, there were some cancellations of projects. Yes, that's a question that has been repeated. Was there any cancellation of projects or skipping some projects? No, I can tell you that really no projects, no single project was skipped or cancelled. Yes, some of the projects were delayed. Yes, postponed. Yes, sure. For what? Why? Because some projects were not critically needed, but still there are some projects of feasibility like Expo 2030. Such an important project, we need to allocate all our resources and capabilities for Expo 2030, the World Cup 2034. We must actually mobilize all our efforts and all the enablers as well for the World Cup. Artificial intelligence, as you know, three years ago nobody heard about artificial intelligence in the Kingdom of Saudi Arabia. Even I mean, it was a satisfaction, but for the time being it's reality. It's something that can be touched. And even with the different layers of the AI and the layers that we have for the time being, the Kingdom that we started the data centers, in addition to investing in the limbs and other layers such as AI layers, these things never existed before and did not have them here in the Kingdom. And the importance of such a great project for the time being is temporal, so we need for example to invest in such kind of big projects. And for the time being, any resources required to finance any projects, either for sovereign fund or mere fund or even for the government authorities, is limited or determined. And that's the reason why we need to change the priorities. We change the priorities for the time being. Now we looked at this important issue as we said for top-down, with taking into consideration the supervision of the Board of Directors of the PIF. We requested from companies to return to us with the reconsideration of some of their views.
But as regards things that we must do or things that we have to do, take into consideration the importance of skipping some of the assets or canceling some of the assets, or will they be giving more partnerships for the private sector to such projects? And that was the question as well. Shall we bring local or international investors? Shall we supply? Shall we import, export? All of these kind of questions are in line. So we need for example to reconsider the timing of some of the investments and the projects.
Moderator 42:46 ↗
The fourth journalist is going to request, please. Alexa newspaper, Muhammad Al-Bri.
Muhammad Al-Bri 42:54 ↗
Peace be upon all of you, sir. Good afternoon, Your Excellency, Mr. Governor. In the new strategy, it's free from the direct goals and the figures and numbers of KPIs. Is that intended or is this targeted? And what about the affiliated companies of the PIF? Does it mean that the private sector will be given more space in the coming few years?
Yasir Al-rumayyan 43:17 ↗
As for the figures and numbers, yes, of course, the previous strategy was giving detailed figures, but with the new system as well, these figures are existing, are available in some of the systems of the companies. This is the answer to the first question. Will there be an impact on the affiliated companies? Yes. As I said before, the affiliated companies must have high efficiency, and this is on one hand, and this is the clear role of the PIF for the new phase, that we must have efficiency, better efficiency, high-level efficiency for our companies, for the PIF companies, and visibility as well for some of the projects that we have. Thank you.
Moderator 44:20 ↗
International Press, New York Times.

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APA

Al-Rumayyan, Y. (2026, April 16). Government Press Conference H.E. Yasir Al-Rumayyan| PIF Strategy 2026-2030 [Interview transcript]. Public Investment Fund. CEOInterviews.AI. https://ceointerviews.ai/interview/836458/

MLA

Yasir Al-Rumayyan. "Government Press Conference H.E. Yasir Al-Rumayyan| PIF Strategy 2026-2030." Public Investment Fund, 16 Apr. 2026. Transcript, CEOInterviews.AI, https://ceointerviews.ai/interview/836458/.

BibTeX
@misc{alrumayyan2026_836458,
  author       = {Yasir Al-Rumayyan},
  title        = {Government Press Conference H.E. Yasir Al-Rumayyan| PIF Strategy 2026-2030},
  howpublished = {Interview transcript, Public Investment Fund. CEOInterviews.AI},
  year         = {2026},
  month        = {apr},
  url          = {https://ceointerviews.ai/interview/836458/},
  note         = {Speaker-attributed transcript with timestamps}
}