During Hajj in 2026, a Saudi care initiative extended its coverage to approximately 1.3 million pilgrims, up from 75,000 the previous year, according to Dr Adil Monshi, Director General of the Investment Promotion Division at Saudi Arabia’s Ministry of Health.

The “Minute Clinic” model combines small points of care with digitally supported assessment and referral. Monshi reported more than 33,000 patient encounters, with only 0.5% requiring escalation involving an ambulance or hospital referral.

Presented during the Global Health Exhibition Digital Forum, organised by Tahaluf - Inside Saudi's Strategic Partner - the example brought a practical focus to an international discussion: how digital investment can help patients obtain appropriate care.

The online panel, “Universal Health Coverage and Digital Health Advocacy: Progress toward 2030 Goals”, was moderated by Dr Abdulrahman Alsheikh, Sector Enablement Executive Director at the Council of Health Insurance. Contributors from Saudi Arabia, Kuwait, NHS England and PATH examined the infrastructure, workforce and financing required to turn digital access into effective healthcare.

Bringing expertise closer to patients

Monshi described the Hajj initiative as coordinated with the Ministry’s command centre, combining accessible care with skilled healthcare personnel.

He also outlined the reach of Seha Virtual Hospital, reporting that it supports more than 242 hospitals across 48 main clinical specialties and more than 68 subspecialties.

“It delivered more than 16 million virtual appointments just in 2025 alone,” he said.

For Monshi, however, consultation volumes tell only part of the story.

“The real question is whether the patient reached the appropriate level of care and whether the system removes the barrier that previously prevented access to care.”

Digital consultations must connect with professionals, clinical protocols, physical facilities, emergency transport and follow-up, he explained.

“Connectivity alone is not universal health coverage.”

Professor Sam Shah, Director of Health Data Management at NEOM, highlighted the value of the Saudi virtual care model in “distributing specialist experience across a network rather than requiring every patient to travel to it.”

Shah also pointed to Saudi Arabia’s health clusters when discussing the importance of designing services around local needs. International experience should inform reform, he argued, while recognising differences in population, institutions and culture.

That emphasis found support in Professor Gerard Byrne MBE, Director of Global Health at NHS England, who stressed the people responsible for delivering change.

“We have heavily relied in all matters of transformation on identifying and nurturing leaders,” Byrne said.

Dr Abdulaziz Alhenaidi, Director of the Health Insurance Directorate at Kuwait’s Ministry of Health, offered a similarly practical reminder: “So we can book an appointment through digital health, but someone needs to be there for the appointment.”

Connecting investment with sustained delivery

Saudi Arabia’s approach to healthcare partnerships provided another dimension. Introducing Monshi, the moderator highlighted his oversight of an investment portfolio exceeding US$5 billion and his role in the Al Ansar Hospital public-private partnership.

The 244-bed hospital in Madinah, being developed by Tamasuk and Alghanim International, is expected to become operational during the 2027 Hajj season. Tamasuk describes the Ministry of Health’s first healthcare PPP as a template for future partnerships.

Discussing partnership agreements, Monshi emphasised “a fair share of risks divided between all parties”. Contracts should also address whether services reach previously underserved people, provide appropriate care and improve outcomes over time.

Dr Soleh Ayubi, Chief of Country Representative at Indonesia PATH, reinforced the importance of integrating technology into routine operations. Drawing on Indonesia’s experience, he highlighted continuing costs such as maintenance, cybersecurity and workforce training.

“We don’t want to build another burden to our healthcare providers,” he said.

Monshi identified a financing challenge behind the availability of digitally enabled care.

“Insurance does not cover your readiness,” he said. “It covers your services rendered to a patient.”

His distinction brings the discussion back to the Saudi examples: expanding access requires both the capacity to treat patients and a sustainable way to keep that capacity available. As the Kingdom develops hospital partnerships and extends virtual services, financing readiness alongside treatment remains a central question for policymakers and investors.