INTERVIEW: Ahmed Linjawy, the driving force behind Saudi Arabia's KAEC

King Abdullah Economic City’s top man Ahmed Linjawy spells out his ambitions as European Tour golfers - and Mariah Carey - pitch up at Saudi Arabia’s business and leisure zone. (Illustration: Luis Grañena)
Updated 05 February 2019
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INTERVIEW: Ahmed Linjawy, the driving force behind Saudi Arabia's KAEC

  • King Abdullah Economic City’s top man spells out his ambitions as European Tour golfers — and Mariah Carey — pitch up at the vast business and leisure zone

KING ABDULLAH ECONOMIC CITY: Ahmed Linjawy looks on proudly as top international players tee off at the meticulously manicured golf course at Saudi Arabia’s King Abdullah Economic City (KAEC).
He’s not the only one watching. The world’s media cast their not-uncritical eye over the European Tour event, which coincided with a high-profile and even higher-pitched performance from Mariah Carey.
As chief executive of the Riyadh-listed developer of the city, Linjawy has been key in building facilities designed to attract golfing greats, pop princesses and big business.
King Abdullah Economic City or KAEC (pronounced “cake”) is bigger than Washington D.C., spanning about 181 million square meters, as the marketing people are keen to point out.
Situated about 100 km north of Jeddah, the city comprises the King Abdullah Port, coastal residential communities, an industrial zone and the new Haramain Railway link.
Two things become clear on the long drive from the zone’s brightly illuminated main gates to the golf course: KAEC is big, but it’s still mostly desert.
Yet as golfing legend Ernie Els, and top-ranked Saudi golfer Othman Almulla, get into the swing of things, Linjawy expands on his vision for the economic zone and how a great city is emerging from the sand.
“For us it is a historic moment,” the 50-year-old Saudi national says.

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BIO

CAREER

•Appointed group CEO of Emaar, The Economic City in late 2018.

•Formerly deputy chief executive, and president of industrial and city services.

•Has worked for the company, which develops King Abdullah Economic City, since December 2006.

•Previously an executive in Procter & Gamble, where he worked for 16 years in various roles including country manager for Saudi Arabia.

EDUCATION

•Bachelor of science in medical technology, King Abdul Aziz University.

•Certifications from the London Institute and the American University, Washington D.C.

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“We’re hosting the first-ever golf tournament in Saudi Arabia, and it’s a tournament at an international scale … this is what King Abdullah Economic City is now capable of doing.”
Linjawy is in a richly upholstered room at The Oryx private members club, part of the the Royal Greens Golf & Country Club, the 18-hole championship course where the European Tour event is played.
The room, though relatively new, smacks of old-school grandeur. It is the sort of place where you might purposefully lose a game of pool to your father-in-law, or pretend to understand the golf handicap system.
The clubhouse is bustling on the first day of the Saudi International, part of a three-year agreement with the European Tour to hold a golfing event in the Kingdom. That agreement is likely to be extended, says Linjawy, while other leisure events are planned.
After the Carey gig, other concerts — which were a rarity in Saudi Arabia until recently — are in the pipeline for KAEC.
An international motor-racing event and even a fishing tournament are in the works, the latter making sense due to the city’s Red Sea coastline and marina facilities.
Such events will be key to Linjawy’s ambitious target to boost the number of visitors to KAEC, which pulled in almost 500,000 tourists last year. He says the zone aims to attract a million tourists in 2019 through events such as the European Tour, during which he expects to see about 100,000 visitors alone. A system to make it easier for foreigners to obtain Saudi entry visas to visit KAEC will be introduced this year, Linjawy says, with the new high-speed Haramain Railway whisking them from the new terminal at Jeddah airport.
Yet boosting visitor numbers through glittering concerts and multimillion-dollar sports events are just one aspect of what KAEC is about. The city has other activities in areas such as logistics, business, manufacturing, entrepreneurship and residential property.
Notably, KAEC is home to King Abdullah Port, which Linjawy says aims to be one of the world’s largest shipping hubs with a possible share sale set to fund its expansion.

We want to be a global hub for logistics and light manufacturing.

Ahmed Linjawy


“To kickstart some of the future projects, we will need other sources of funding. We’re going more and more into project financing for specific projects — an IPO for the port — and some of our other businesses as well,” Linjawy says.
“The vision for the port is to be among the largest in the world. We have the funding and the plans to make it the largest in the Middle East for sure, but (to make it among the biggest) in the world we will certainly need a lot more capital.
“We want to be a global hub for logistics and light manufacturing, and this is where the port comes and the entire industrial and logistics zone come into play.”
Such facilities complement the presence of international companies including pharmaceuticals firms Pfizer and Sanofi, as well as confectionary giant Mars, at KAEC.
“(For) those names and others, this is their first manufacturing presence in Saudi Arabia, if not in the Middle East in some cases,” says Linjawy.
Other items on Linjawy’s agenda include pursuing discussions with a data-center provider, which he does not name, to set up in KAEC.
Another is building the city’s startup scene, which benefits from the presence of the Prince Mohammed bin Salman College of Business and Entrepreneurship, which was set up in KAEC through a partnership with a subsidiary of Babson College in the US.
Linjawy even believes that Saudi Arabia’s first “unicorn” — the term describing a privately held startup company valued at more than $1 billion — could emerge from KAEC.
“We are looking that big, for sure,” he says. “Part of our objective here is to create jobs, opportunities and offer the environment for creativity and innovation. We’re not just looking at it on a small scale, we want this to be a destination, a hub for startups, and for Saudi Arabia, for the creative people … to invest or experiment.”
Creating a city bigger than Washington DC does, of course, come with challenges. First announced in 2005, King Abdullah Economic City was envisioned as having an eventual population of 2 million people. Yet as of today it only has about 10,000 full-time residents.
Linjawy is not perturbed by this — and is sanguine about KAEC’s future growth prospects.

Everybody has been able to see the real Saudi Arabia, the hospitality, the culture itself.

Ahmed Linjawy


“What was communicated back then (in 2005) was more of a vision and inspiration that this was going to be developed in a few years,” he says.
“But that would have been almost impossible unless you wanted to compromise on quality. It has had its challenges, no question about it, but nothing extraordinary.”
Priorities now include growing tourism and leisure, and building a business community around KAEC’s new train station.
“(What is) really important is for this to be — and continue to be, more so — a place for Saudis to start their businesses, start their new life as well, new family, a place for hope and the future,” Linjawy says.
The eloquent, urbane Linjawy has worked for Emaar, The Economic City — the company developing KAEC — since 2006, the year it was listed on the Saudi stock exchange. He took over as acting CEO in September, a position confirmed as permanent three months later.
His transition into the CEO role came at the same time as the public furor over the murder of Saudi journalist Jamal Khashoggi at the Kingdom’s consulate in Istanbul last October.
Some of the global media coverage of the golfing tournament has referenced the murder of Khashoggi. Yet despite some negative headlines, Linjawy remains confident that the tournament will give a boost to Brand Saudi Arabia.
“I think you can see the vibe already, we have 130 players from all over the world, so many guests coming also from different places,” he says.
“Everybody has been very positive, and they have been able to see … the real Saudi Arabia, the hospitality of the Saudis, the culture itself.
“It is (about) the people who were here and (what they) say about Saudi Arabia, that’s what really matters — testimonies.”
A small crowd gathers to watch world golfing stars make their European Tour Saudi debut. It must be the most high-profile event to be staged at KAEC in all of Linjawy’s 13 years working there. “I’ve seen it all,” he says of his time helping develop the city.
And as Ernie Els and Othman Almulla tee off, he can be sure there are many rounds still to be played.


Saudi startup investment shifts focus to AI, enterprise software, and SMEs

Updated 28 December 2024
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Saudi startup investment shifts focus to AI, enterprise software, and SMEs

RIYADH: Saudi Arabia’s startup ecosystem is gaining momentum, propelled by government-backed initiatives and an influx of investor interest. While the fintech sector remains a primary focus, emerging opportunities in artificial intelligence, enterprise systems, and small-to-medium enterprise investments are drawing attention.

As part of its Vision 2030 initiative to reduce its dependence on oil, Saudi Arabia is positioning itself as a regional hub for innovation, creating fertile ground for startups and attracting significant venture capital flows.

Why fintech?

Tushar Singhvi, deputy CEO of Crescent Enterprises and head of its investment platform, CE-Ventures, discussed the enduring potential of the fintech sector in an interview with Arab News. He pointed to the Kingdom's robust national strategy, which aims to establish 525 fintech companies by 2030, as a key driver behind sustained growth.

“Saudi Arabia’s fintech sector is set for sustained growth, driven by a clear national strategy to have 525 fintech companies by 2030,” Singhvi said.

In 2023, Saudi Arabia captured 58 percent of all fintech venture capital in the Middle East and North Africa. Singhvi also highlighted pivotal moves like the acquisition of Tweeq by Tabby and the launch of Samsung Pay, both of which support Saudi Arabia’s goal of becoming a cashless society.

“These efforts position Saudi Arabia as a leader in fintech innovation, making the sector highly attractive to investors,” Singhvi stated.

He added that this fintech momentum is aligned with the broader push for economic diversification. Vision 2030, Saudi Arabia’s ambitious roadmap for its post-oil economy, is channeling investments into long-term growth sectors like fintech, logistics, and healthcare.

“Investors are focusing on sectors with long-term growth potential, like financial services, healthcare, and renewable energy,” Singhvi said, emphasizing a rising interest in ESG-aligned investments that prioritize sustainability and social impact.

The fintech sector’s growth is further accelerated by the relative underdevelopment of traditional financial services in the region, according to Khaled Talhouni, managing partner at Nuwa Capital. He noted that the services available to both consumers and businesses from traditional financial institutions remain limited compared to the maturity of the overall economy.

“The availability and depth of services to both consumers and firms from traditional financial institutions like banks remains woefully under-developed relative to the maturity of the overall economy,” Talhouni explained.

This gap presents significant opportunities for fintech startups. However, Talhouni anticipates market consolidation, with smaller companies potentially being acquired by larger players. “I do suspect some consolidation in the space with smaller players folding into larger ones,” he said.

The rise of AI

AI is another area where Saudi Arabia is positioning itself for major growth. Singhvi pointed to the partnership between the Saudi Data and Artificial Intelligence Authority and NVIDIA to build one of the largest high-performance computing data centers in MENA.

“Saudi Arabia is rapidly aligning with global AI trends, aiming to be a top 15 AI leader by 2030,” Singhvi explained. Along with such investments, there is a concerted effort to build a skilled workforce, ensuring that the Kingdom can adopt AI and enterprise technologies to fuel its digital transformation.

Talhouni, however, sees the real opportunity for startups in integrating AI into day-to-day business operations rather than in large-scale AI infrastructure.

“Rather than investing in AI infrastructure/LLMs (large language models) etc., startups will incorporate AI into their normal course of business naturally across the region,” he said. “AI will become embedded in the offerings of all startups,” but he does not expect many companies in the region to invest deeply in large-scale AI or deeptech, except for specific use cases.

Talhouni emphasized that AI will likely serve as an enabling technology, integrated into existing business models, rather than being the primary focus for most startups.

Shifting focus

Singhvi anticipates a shift in investor attention toward enterprise systems as Saudi companies scale up and strive for global competitiveness. He highlighted that enterprise software will play a pivotal role in the Kingdom’s broader digital transformation efforts.

“We are seeing more and more SaaS (Software as a Service) companies emerge from the region and the Kingdom,” Talhouni observed. However, scaling such businesses can be challenging, given the relatively small number of large companies in the region. “SaaS/Enterprise requires a large number of firms and a relatively large economy to flourish,” he said. Despite these hurdles, Talhouni noted that niche opportunities exist for creating regional champions in the sector.

Why not oil and gas?

While the oil and gas sector has traditionally been the cornerstone of Saudi Arabia’s economy, it poses significant challenges for startups. Singhvi explained that the sector’s complex regulations and high capital requirements create barriers to entry for smaller companies. Established industry giants dominate research and development, making it tough for new players to break into the space.

“The oil and gas sector’s complex regulations and high capital requirements create significant barriers for startups,” Singhvi said.

However, Singhvi noted the growing opportunities for energy-tech startups, particularly those focused on digital transformation and sustainability, through partnerships with oil and gas companies.

“There has been a rise in strategic collaborations between oil and gas companies and energy-tech startups, which is accelerating the shift toward digital innovation,” he said.

Talhouni offered a broader perspective, suggesting that much of the innovation in the oil and gas sector requires specialized research and development infrastructure, which the region still lacks.

“Most innovation in the oil and gas sector is in engineering, material science, and deeptech,” he explained, adding that these fields require strong research-driven universities and a grant system, which are not yet widespread in the region.

“Unlike consumer internet startups that require, as an example of the opposite side of the spectrum, much easier entry with existing cloud infrastructure and limited technical/research-driven processes required,” he added.

This, he believes, makes it harder for new startups to break into the oil and gas industry, compared to the more accessible fintech sector, where cloud infrastructure allows companies to scale with fewer resources.

The growing SME sector

According to Ibrahim AbdelRahim, managing partner at Moonbase Capital, Saudi Arabia’s SME sector has experienced impressive growth, largely driven by government support and Vision 2030 initiatives.

“As of the fourth quarter of 2023, the number of SMEs in the country reached 1.31 million, reflecting a 3 percent quarter-on-quarter increase,” AbdelRahim noted, referencing a report by the General Authority for Small and Medium Enterprises.

This marks a staggering 179 percent increase in SME numbers over the last eight years. While most of these SMEs are micro-sized, they are well-positioned for further growth.

AbdelRahim also highlighted the rising interest in search funds, a new asset class in the region that aligns well with Saudi Arabia’s economic landscape.

“Many investors are eager to diversify their portfolios with search funds due to their potential for steady returns that surpass those of real estate investments or forex trading,” he said.

Moonbase Capital, one of the pioneers in search funds in the region, has seen growing interest from high-net-worth individuals and family offices in Saudi Arabia.

From an entrepreneurial perspective, AbdelRahim believes search fund-backed ventures will thrive in the coming decade, thanks to the rapid growth and transformation of the SME sector.


Edtech in Saudi Arabia: revolutionizing education through innovation

Updated 28 December 2024
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Edtech in Saudi Arabia: revolutionizing education through innovation

RIYADH: Edtech, short for educational technology, refers to the use of technology—hardware, software, and digital resources—to enhance teaching, learning, and educational outcomes.

It encompasses a wide range of tools and techniques aimed at improving the educational experience, including online learning platforms, educational apps, digital textbooks, virtual reality simulations, gamified learning experiences, and more.

Edtech is utilized in schools, universities, corporate training settings, and lifelong learning environments to make education more engaging, accessible, and effective.

When it comes to Saudi Arabia specifically, investing in edtech aligns with the Kingdom’s Vision of establishing a knowledge-based economy.

Edtech also plays a critical role in Saudi Arabia's Vision 2030. Investing in education technology today is like planting a seed that will blossom into a flourishing ecosystem by the time the FIFA World Cup arrives in 2034.

Allocating resources to edtech now is akin to sowing the seeds for a plentiful harvest of knowledge and innovation that will enrich the educational landscape in the Kingdom by the time FIFA World Cup unfolds in 2034.

The edtech market size in Saudi Arabia is projected to exhibit a growth rate of 13.3 percent during 2024-2032, according to global management consulting firm imarc.

This comes as the market is being propelled by a surge in demand for tailored education to meet individual student needs, a heightened emphasis on digital literacy and tech competencies, and a growing recognition of the value of adaptable and convenient learning options.

Saudi efforts

There is no doubt that the Saudi Ministry of Education isn’t just talking about the future—they’re building it, step by step, with initiatives designed to transform their classrooms into cutting-edge hubs of AI and digital mastery.

“Take their ‘Future Intelligence Program,’ for example, which aims to empower 30,000 students with skills in AI, machine learning, and smart technologies. Imagine a generation of Saudi youth who can program self-driving cars before they even graduate high school,” Ian Khan, a technology futurist and author who writes on the subject of AI, told Arab News.

“This is more than just an upgrade in skills—this is about shaping a workforce ready to dominate the tech economy. Layer on top of that the SAMAI initiative, where 1 million Saudis will gain expertise in AI and digital tools, and it becomes clear that Saudi Arabia isn’t just keeping up with global tech trends—they're aiming to lead them,” Khan added.

He went on to note that this bold vision is intricately aligned with Saudi Vision 2030, which strives to create a knowledge-driven economy.

“This AI-driven, personalized learning experience is where the future of education meets the individual’s unique strengths and needs, gearing up the country for its next leap forward,” Khan concluded in that regard.

Initiatives

There is no doubt that the Kingdom is actively integrating AI into its education system to create a future-ready workforce.

“Programs such as the Future Intelligence Programmer aim to train thousands of students in AI, equipping them with the skills to innovate in a rapidly digital world. AI is being used to personalize learning experiences, automate administrative tasks for educators, and enable more tailored educational pathways,” Samer Bohsali, Middle East head of government & public sector practice, Bain & Co., told Arab News.

“These efforts are part of a broader vision to transform the Kingdom’s education system, setting new standards for digital literacy and student engagement,” Bohsali said.

On behalf of PwC Middle East, Partner at Education and Skills Ayham Fayyoumi told Arab News that the Kingdom is adopting a cautious yet forward-thinking approach to AI in education, with initiatives focusing on several key areas.

Samer Bohsali, Middle East Head of Government & Public Sector Practice, Bain & Co. (Supplied)

“One notable example is the implementation of adaptive learning systems, which use AI to analyze individual student performance and tailor educational content accordingly. These systems can identify students’ strengths and weaknesses, offering personalized learning experiences that enhance educational outcomes,” Fayyoumi said.

“Additionally, AI-powered virtual assistants are being introduced to support both teachers and students in managing routine tasks, such as administrative work or grading, allowing educators to dedicate more time to core instructional activities. These AI tools are designed to streamline workflows, enhance productivity, and improve engagement in the classroom,” he added.

Global partnerships

Global EdTech partnerships are crucial for the Kingdom for several reasons including access to innovation, enhanced learning opportunities, cross-cultural exchange, among several others.

“When Saudi Arabia decided to revolutionize its educational landscape, they didn’t go it alone—they teamed up with global powerhouses like Google, Microsoft, and Coursera. This collaboration isn't just window dressing. It’s a deliberate strategy to equip students and educators with the latest tools in AI, cloud computing, and data science,” Khan said.

“Google Cloud’s Elevate Program, for example, has trained over 25,000 Saudi women in cloud technologies. This is more than just a skillset boost—this is building a tech-savvy workforce that can compete on a global stage,” he added.

The technology futurist continued to highlight that these partnerships give Saudi educators access to AI-powered platforms that personalize learning and streamline assessments, ultimately creating more engaging and efficient classrooms.

“The future of education isn’t just digital—it’s adaptable, global, and responsive. And Saudi Arabia, through these forward-thinking collaborations, is leading the charge toward a tech-dominant educational future,” Khan said.

Saudi Arabia’s collaboration with global tech leaders also empowers the nation to adopt advanced educational tools that inspire innovation in the classroom.

From Bain & Co.’s side, Bohsali explained that these partnerships provide access to AI-driven platforms that foster personalized learning and critical thinking.

“This digital transformation is not just about adopting technology but also about reshaping how education is delivered, making learning more engaging and aligned with the future needs of the global economy ,” he said.

Saudi Arabia’s educational technology firms are using AI and technological advancements to revolutionize conventional educational approaches and enhance student achievements. Taking cues from effective programs in the UK and elsewhere, Saudi Arabia is directing significant resources into AI-infused tools across various sectors, particularly education.

Consequently, this initiative is fostering expansion in the education sector and sparking creativity within private enterprises, which is positively impacting more than 6 million students in the nation.

In that regard, PwC partner Fayyoumi said: “Several EdTech companies are at the forefront of this revolution, incorporating advanced AI technologies into their products and services to enhance learning experiences.”

“These companies are providing products utilizing AI to offer personalized learning pathways, adaptive assessments, and real-time feedback to better meet the unique needs of individual students. Such tools not only improve engagement but also boost academic performance by catering to diverse learning styles,” he added.

Saudi Vision 2030

“Saudi Vision 2030 isn’t just about a shift in economic strategy—it’s a transformation in mindset. At the heart of this vision is the move from a resource-based economy to one driven by knowledge, innovation, and technology,” Khan said.

“By embedding AI and digital learning in classrooms, programs like SAMAI and the Future Intelligence Program are crafting a new generation of thinkers, doers, and creators. The ripple effects will be profound. Think about it—students will be more engaged because their learning is tailored to their strengths,” he added.

The technology futurist emphasized that the education system will be more efficient, and graduates will emerge prepared for high-demand sectors like AI, cybersecurity, and digital industries.

He underlined that this is the essence of future readiness—where a nation’s educational foundation aligns perfectly with the demands of tomorrow’s economy.

On Bain & Co.’s behalf, Bohsali said: “By embedding AI and advanced technologies into the curriculum, the Kingdom is fostering a generation of learners who are not only technologically adept but also equipped to lead in innovation.”

Ayham Fayyoumi, Partner, Education and Skills, PwC Middle East.

“The expected outcomes are profound—enhanced digital literacy, improved educational outcomes, and the positioning of Saudi Arabia as a global leader in the knowledge economy,” Bohsali added.

Education is a key pillar, for both youth and above in achieving the goals of Vision 2030. This comes as the median age of Saudis is 22 years, and 63 percent of the Saudi population is below the age of 30.

Furthermore, PwC’s 2024 Hopes & Fears survey shows that nearly three-quarters of people surveyed in Saudi foresee the growing importance of digital skills in their roles over the coming five years.

“Incorporating digital tools within the education ecosystem can help boost the overall student learning experience and prepare them for their future work environments,” Fayyoumi said.

The PwC partner concluded by emphasizing that by enhancing the education sector using digital technologies such as AI, Saudi Arabia stands to build a globally competitive society, and to become the hub for the next generation of digitally equipped leaders in the Kingdom.

“Thus, the digital transformation of the education sector is another important part of Vision 2030’s success, to ensure young people in the Kingdom have the right skills for the future world of work,” he said.


Saudi Arabia’s oil legacy fuels shift to renewable energy hub

Updated 28 December 2024
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Saudi Arabia’s oil legacy fuels shift to renewable energy hub

RIYADH: Saudi Arabia’s established prowess in crude oil production could help the Kingdom emerge as a global leader in the renewable energy sector, experts suggest.

Paul Sullivan, an energy and environment expert at Johns Hopkins University, emphasized that Saudi Arabia possesses the technical and engineering skills necessary to become a central hub for renewable energy.

Speaking with Arab News, he explained that the Kingdom’s vast experience in energy production could be leveraged to accelerate its transition toward cleaner energy sources.

Bolstering renewable energy capacity is critical for Saudi Arabia as it aims to generate 130 gigawatts of clean energy by 2030 and achieve net-zero emissions by 2060.

At the center of this ambitious plan is NEOM, a flagship project through which Saudi Arabia intends to become a leading manufacturer and exporter of green hydrogen. NEOM, in partnership with ACWA Power and Air Products, aims to export up to 600 tonnes of hydrogen per day by 2026.

“Saudi Arabia has many technical, business, and engineering skills that can spill over from oil and gas to renewables. One obvious one is drilling. Advanced drilling techniques can be used to develop geothermal energy in many places in the Kingdom,” said Sullivan.

He further noted: “Saudi Arabia has massive potential for geothermal energy. Skills in developing pipelines, refineries, ports, pumping stations, and more could also be transferred to geothermal.”

Sullivan also pointed out that expertise in electrical engineering and the construction industry, honed through Saudi Arabia’s legacy oil business, can be used to build new energy systems, including wind, solar, geothermal, and nuclear power.

“Saudi Arabia has a lot of financial clout from its oil business that could be redirected, but properly, to green energy and other environmental industries such as advanced desalination,” he added.

Technical and commercial expertise

Peter Brishimov, a partner in Energy and Process Industries at Kearney Middle East and Africa, echoed similar sentiments, emphasizing that Saudi Arabia’s experience in crude oil production provides a solid foundation for future renewable energy projects.

“In terms of technology, it is leveraging its track record in effectively deploying large-scale capital projects. On the commercialization front, given that the market for renewable energy is not yet as global as the one for oil, the Kingdom is building the bridge to make renewable energy commercially viable in both the short term and long term,” Brishimov explained.

He noted that Saudi Arabia is also focused on expanding its interconnection infrastructure and advancing green hydrogen production, which would enable the Kingdom to meet its own renewable energy needs while positioning itself as a global player.

Sullivan suggested that Saudi Arabia could quickly transform its traditional energy infrastructure into facilities capable of producing green energy.

“All over the world, traditional energy systems are being transformed into green energy hubs. The knowledge is out there. Saudi Arabia can build on that with its excellent energy research institutes, universities, and think tanks. KAPSARC comes to mind,” he said.

In August, a collaboration between KAUST, NEOM’s Education, Research, and Innovation Foundation, and ENOWA was announced to accelerate the development of Saudi Arabia’s hydrogen economy. As part of the agreement, ERIF will sponsor three strategic projects focused on hydrogen research, working in partnership with KAUST researchers to advance the development of hydrogen as a renewable energy source.

Human capital development

Sullivan also emphasized the importance of retraining the Kingdom's workforce to support the green energy transition.

“The traditional energy workforce will need retraining for the skills that are not transferable. Some people may not move that easily to newer ways of doing things, and some may be left behind. Younger people should be educated in the new opportunities. The training and education systems for traditional energy can be developed alongside the same for the new systems,” he said.

Brishimov highlighted that human capital development is crucial for the energy transition, often overshadowed by factors such as natural resources and capital availability.

“Based on its track record in building an oil industry, the Kingdom is in a strong position to do the same in the renewable energy domain. Through its national policies for enabling human capital development and Saudization requirements, Saudi Arabia is positioning itself to successfully transition its workforce,” he added.

Potential challenges

Discussing potential obstacles, Sullivan pointed out that some critical minerals and metals required for green energy production, particularly in electric vehicles, will need to be imported. However, he noted that Saudi Arabia is making strides in developing its mining sector, which could mitigate this issue in the future.

“The fact that it is so inexpensive to get the oil out of the ground can hamper the development of green energy. Legacy systems that are cash cows can slow down the development of new industries,” Sullivan said.

However, he also noted that, as seen in China’s transition, the development of green energy does not necessarily hinder the growth of new energy sectors.

“The development of green energy as the Chinese used coal to develop their green energy. So, it is not necessarily the case that being successful in legacy energy will slow down the growth of new energy,” he explained.

Saudi Arabia has set a bold target of deriving 50 percent of its power generation from renewables by 2030. According to Brishimov, this goal presents significant challenges, especially in terms of the speed of infrastructure deployment. “In excess of 100 GW of renewable capacity will need to be deployed by 2030,” he said.

He further noted that Saudi Arabia is addressing this challenge by using a combination of renewable energy auctions and direct deployment by the Public Investment Fund (PIF) to ensure rapid progress. Additionally, the Kingdom is pursuing ambitious localization targets within the renewable energy sector. “These targets must be achieved in parallel, without hindering the speed of deployment or the commercial attractiveness of renewable energy projects,” Brishimov explained.

Balancing old and new energy systems

Energy experts have long emphasized the importance of a gradual transition to renewables, rather than a sudden shift away from traditional energy sources. Haitham Al-Ghais, secretary- general of OPEC, stated in July that oil will continue to play a crucial role in future energy pathways, particularly as petroleum products remain essential for various industries, including electricity generation.

“Oil will continue to play a pivotal role in future energy pathways,” Al-Ghais said. He added that OPEC member countries, including Saudi Arabia, are developing clear national electrification plans that align with efforts to reduce emissions.

Sullivan shared a similar perspective, arguing that the future energy landscape should incorporate both traditional and renewable energy systems to ensure energy security. “For energy and economic security, resilience, and reliability, both new and old systems need to be developed. Oil will be needed for a long time to come,” he said.

He concluded: “Saudi Arabia and many in the GCC can also gain by jumping onto the new energy train. If anything, it brings business and economic diversification for a risky future of change.”


Pakistan weekly inflation increases for third week in a row

Updated 24 min 3 sec ago
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Pakistan weekly inflation increases for third week in a row

  • Pakistan’s annual consumer inflation slowed to 4.9 percent in November, lower than the government’s forecast
  • Major increase observed in prices of chicken, tomatoes, sugar, vegetable ghee, liquefied petroleum gas and soap

ISLAMABAD: Short-term inflation, measured by the Sensitive Price Index (SPI), has risen to 5.08 percent in Pakistan on a year-on-year basis, the country’s statistics bureau said this week, with an increase observed in prices of edible items.
The SPI, which comprises 51 essential items collected from 50 markets in 17 cities, is computed on a weekly basis to assess the price movement of essential commodities at shorter interval of time so as to review the price situation in the country.
The SPI for the week ending on Dec. 26 increased by 0.80 percent as compared to the previous week, according to the Pakistan Bureau of Statistics (PBS). This is the third time short-term has increased in the South Asian country. Weekly inflation last decreased by 0.34 percent in Pakistan in the week ending on Dec. 5.
“During the week, out of 51 items, prices of 17 (33.33 percent) items increased, 10 (19.61 percent) items decreased and 24 (47.06 percent) items remained stable,” it said in a report.
Major increase was observed in prices of chicken (22.47 percent), tomatoes (20.75 percent), sugar (2.19 percent), vegetable ghee 1 kilogram (1.17 percent), firewood (0.95 percent), cooking oil 5 liter (0.74 percent), cooked beef and mustard oil (0.69 percent) each, liquefied petroleum gas (0.18 percent) and washing soap (0.09 percent).
The items that recorded a decrease in prices included onions (8.13 percent), potatoes (2.38 percent), bananas (0.68 percent), rice (0.50 percent) and eggs (0.30 percent).
Pakistan’s annual consumer inflation slowed to 4.9 percent in November, lower than the government’s forecast, according to the PBS. The finance ministry had projected inflation would slow to 5.8 percent-6.8 percent in November and ease to 5.6 percent-6.5 percent in December.
Consumer inflation cooled from 7.2 percent in October, a sharp drop from a multi-decade high of nearly 40 percent in May 2023.


Suzuki Motor former boss Osamu Suzuki, who turned minicar maker into global player, dies at 94

Updated 28 December 2024
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Suzuki Motor former boss Osamu Suzuki, who turned minicar maker into global player, dies at 94

  • Suzuki was known for his candid remarks and friendliness, calling himself an ‘old guy from a small to mid-size company’
  • Born on Jan. 30, 1930 as Osamu Matsuda, Suzuki worked in banking after graduating from Tokyo’s Chuo University School of Law

TOKYO: Osamu Suzuki, the charismatic former boss of Suzuki Motor Corp. who helped turn the Japanese mini-vehicle maker into a globally competitive company, has died, the company said Friday. He was 94.
Suzuki was known for his candid remarks and friendliness, calling himself an “old guy from a small to mid-size company.” He became CEO of Suzuki in 1978 and was leading the company when it became the first Japanese automaker to start local production in India, where its cars proved hugely popular.
Born on Jan. 30, 1930 as Osamu Matsuda, Suzuki worked in banking after graduating from Tokyo’s Chuo University School of Law. He joined Suzuki Motor, which is based in the central Japanese city of Hamamatsu, in 1958 when he married a daughter of the company’s then-president Shunzo Suzuki, who belonged to the company’s founding family. As is sometimes the custom in such situations, Matsuda adopted his wife’s maiden name.
In 1979, a year after he became Suzuki Motor’s fourth company president, he launched an affordable minicar, which became a big hit and was promoted to world markets.
Under Suzuki’s leadership, the company’s sales grew more than tenfold to 3 trillion yen ($19 billion) in the 2000s.
Suzuki also led business tie-ups with other global leaders such as General Motors and Volkswagen AG in the 2000s. Amid intensifying competition and industrial transformation, Suzuki also formed a capital alliance with Toyota Motor Corp. in 2019 to co-develop self-driving vehicles.
While other Japanese automakers have expanded in the US and Chinese markets, offering a wide range of vehicles, Suzuki has stuck with mini and compact cars, mostly in South and Southeast Asia.
Suzuki stressed the importance of understanding the grassroots level.
“Making good quality and low-price products is the basis of manufacturing,” Suzuki once told an interview with the broadcaster NHK television. “We cannot lower costs while sitting in the offices of president or chairperson, so I have to be in a factory to understand the work and get ideas.”
Suzuki stepped down as president at age 85 in 2015, handing the post to his son, Toshihiro Suzuki. He served as an adviser to the company after resigning as chairman in 2021.
The company said Suzuki died Wednesday of malignant lymphoma.