The changing face of oil industry

Updated 29 July 2012
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The changing face of oil industry

A quick look at the Forbes list of the top 25 oil companies indicates that it is business as usual: Saudi Aramco continued its domination of the first ranking oil company in the world with its mammoth daily production of 12.5 million barrels per day (bpd).
Conventional majors such as Exxon/Mobil, BP and Royal Dutch Shell are there as well.
Moreover, national oil companies also continue to be visible. They include Russia's gas major Gazprom, National Iranian Oil Co and state-owned firms from Mexico, Kuwait, Qatar and Nigeria. In addition, there are emerging companies from China such as PetroChina and Sinopec. Petrochina occupies the fifth rank and Sinopec is in the 23rd position.
And here comes the creeping difference.
The Forbes list was compiled based on last year's figures. This year’s performance is pointing to a little different situation.
According to this year's first quarter results of PetroChina, it produced 2.4 million per day, surpassing that of Exxon/Mobil by 100,000 bpd.
PetroChina like Exxon/Mobil is a publicly-traded oil company though the Chinese government controls it. And more significantly, it is only 13 years old, against more than one century of history for Exxon.
In the past few years, China moved to occupy the world's second largest economy and the world's second biggest energy consumer.
It is on its way to occupy the world's largest economy as early as 2020 if prediction by PriceWaterhouse comes true.
To meet its growing energy demand and continue its economic growth, China needs to secure its oil and gas supplies. And to do that it opted for the option of takeovers and acquisition, which will allow it secure proven reserves immediately instead of waiting years for prospecting activities to fruit.
Given this interest, which is driven by what could be termed resource nationalism, where commercial considerations are eclipsed in favor of more strategic ones.
One result is that new oil majors backed by governments are more willing to pay higher prices that may not be warranted by market calculations.
The new bid by the China National Offshore Oil Corp. (CNOOC) to buy out Canadian firm Nexen is a good point in the case.
CNOOC is offering $ 15.1 billion, which amounts to 61 percent premium over current market price.
Last year the same CNOOC paid $ 2.1 billion for another Canadian firm Opti, which carried a value of $ 11 a barrel in proven reserves and more important it gives China a foothold in Canada's burgeoning oil sands industry.
Clearly, this decade is going to be dominated by Asians and for that matter Chinese takeover, unlike the first decade when the takeover market was dominated by the conventional majors when Exxon took over Mobil, BP bought out Amoco and Arco, while Chevron went retaking Texaco, and Total backed its presence with the takeover of both Elf and Fina. In a nutshell, western majors were buying western majors.
China's drive is targeting potential reserves worldwide, but with a clear trend on mature, developed markets like Canada. That seems natural given the growing tension in the Middle East where supplies from Iraq and Iraq for example could be subjected to cut given the political and security tensions.
What happened in Sudan is a good example. Before the separation of South Sudan into an independent country a year ago, China used to get some 6 percent of its oil imports from Sudan. Following the separation and the row between the two Sudans on a host of issues including transit fees, South Sudan decided last January to shut down its oil production and China has to look for another source of supply to compensate for that gap.
That is why the CNOOC-Nexen bid is significant in many ways. It is the biggest bid so far to acquire a working company with ready reserves.
Moreover, if it is approved, it will break new grounds in China's presence in mature markets like North America, North Sea and Gulf of Mexico.
But apparently the same resource nationalism that is pushing China to offer higher bid to acquire ready proven reserves, mature economies are behaving the same way.
Already some US congressmen are raising their concern on the potential take over and are urging Obama administration to do something about it. After all 10 percent of Nexen assets are in the US market.
Canadian Prime Minister Stephen Harper, a conservative warned that the prospecting deal should be a net benefit to the country and that his government will make the necessary scrutiny to ensure that is happening.
The row brings to mind the drama that took place against CNOOC's bid to take over Unocal back in 2005, which was eventually awarded to Chevron.
The issue then became a political one for the Americans, though they put it into a commercial framework calling on China to open its market before American and foreign companies as well.

 


How AI and financial literacy are redefining the Saudi workforce

Updated 40 min 48 sec ago
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How AI and financial literacy are redefining the Saudi workforce

  • Preparing people capable of navigating money and machines with confidence

ALKHOBAR: Saudi Arabia’s workforce is entering a transformative phase where digital fluency meets financial empowerment. 

As Vision 2030 drives economic diversification, experts emphasize that the Kingdom’s most valuable asset is not just technology—but people capable of navigating both money and machines with confidence.

For Shereen Tawfiq, co-founder and CEO of Balinca, financial literacy is far from a soft skill. It is a cornerstone of national growth. Her company trains individuals and organizations through gamified simulations that teach financial logic, risk assessment, and strategic decision-making—skills she calls “the true language of empowerment.”

An AI-driven interface showing advanced data insights, highlighting the increasing demand for leaders who can navigate both technology and strategy. (creativecommons.org)

“Our projection builds on the untapped potential of Saudi women as entrepreneurs and investors,” she said. “If even 10–15 percent of women-led SMEs evolve into growth ventures over the next five years, this could inject $50–$70 billion into GDP through new job creation, capital flows, and innovation.”

Tawfiq, one of the first Saudi women to work in banking and later an adviser to the Ministry of Economy and Planning on private sector development, helped design early frameworks for the Kingdom’s venture-capital ecosystem—a transformation she describes as “a national case study in ambition.”

“Back in 2015, I proposed a 15-year roadmap to build the PE and VC market,” she recalled. “The minister told me, ‘you’re not ambitious enough, make it happen in five.’” Within years, Saudi Arabia had a thriving investment ecosystem supporting startups and non-oil growth.

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At Balinca, Tawfiq replaces theory with immersion. Participants make business decisions in interactive simulations and immediately see their financial impact.

“Balinca teaches finance by hacking the brain, not just feeding information,” she said. “Our simulations create what we call a ‘business gut feeling’—an intuitive grasp of finance that traditional training or even AI platforms can’t replicate.”

While AI can personalize lessons, she believes behavioral learning still requires human experience.

Saudi women take part in a financial skills workshop, reflecting the growing role of financial literacy in shaping the Kingdom’s emerging leadership landscape. (AN File)

“AI can democratize access,” she said, “but judgment, ethics, and financial reasoning still depend on people. We train learners to use AI as a co-pilot, not a crutch.”

Her work aligns with a broader national agenda. The Financial Sector Development Program and Al Tamayyuz Academy are part of Vision 2030’s effort to elevate financial acumen across industries. “In Saudi Arabia, financial literacy is a national project,” she said. “When every sector thinks like a business, the nation gains stability.”

Jonathan Holmes, managing director for Korn Ferry Middle East, sees Saudi Arabia’s digital transformation producing a new generation of leaders—agile, data-literate, and unafraid of disruption.

“What we’re seeing in the Saudi market is that AI is tied directly to the nation’s economic growth story,” Holmes told Arab News. “Unlike in many Western markets where AI is viewed as a threat, here it’s seen as a catalyst for progress.”

Saudi Arabia's Vision 2030 and the national AI strategy are producing “younger, more dynamic, and more tech-fluent” executives who lead with speed and adaptability. (SPA photo)

Holmes noted that Vision 2030 and the national AI strategy are producing “younger, more dynamic, and more tech-fluent” executives who lead with speed and adaptability. Korn Ferry’s CEO Tracker Report highlighted a notable rise in first-time CEO appointments in Saudi Arabia’s listed firms, signaling deliberate generational renewal.

Korn Ferry research identifies six traits for AI-ready leadership: sustaining vision, decisive action, scaling for impact, continuous learning, addressing fear, and pushing beyond early success.

“Leading in an AI-driven world is ultimately about leading people,” Holmes said. “The most effective leaders create clarity amid ambiguity and show that AI’s true power lies in partnership, not replacement.”

He believes Saudi Arabia’s young workforce is uniquely positioned to model that balance. “The organizations that succeed are those that anchor AI initiatives to business outcomes, invest in upskiling, and move quickly from pilots to enterprise-wide adoption,” he added.

DID YOU KNOW?

• Saudi women-led SMEs could add $50–$70 billion to GDP over five years if 10–15% evolve into growth ventures.

• AI in Saudi Arabia is seen as a catalyst for progress, unlike in many Western markets where it is often viewed as a threat.

• Saudi Arabia is adopting skills-based models, matching employees to projects rather than fixed roles, making flexibility the new currency of success.

The convergence of Tawfiq’s financial empowerment approach and Holmes’s AI leadership vision points to one central truth: the Kingdom’s greatest strategic advantage lies in human capital that can think analytically and act ethically.

“Financial literacy builds confidence and credibility,” Tawfiq said. “It transforms participants from operators into leaders.” Holmes echoes this sentiment: “Technical skills matter, but the ability to learn, unlearn, and scale impact is what defines true readiness.”

Saudi women in the transportation sector represent the expanding presence of female talent across high-impact industries under Vision 2030. (AN File)

As organizations adopt skills-based models that match employees to projects rather than fixed job titles, flexibility is becoming the new currency of success. Saudi Arabia’s workforce revolution is as much cultural as it is technological, proving that progress moves fastest when inclusion and innovation advance together.

Holmes sees this as the Kingdom’s defining opportunity. “Saudi Arabia can lead global workforce transformation by showing how technology and people thrive together,” he said.

Tawfiq applies the same principle to finance. “Financial confidence grows from dialogue,” she said. “The more women talk about money, valuations, and investment, the more they’ll see themselves as decision-makers shaping the economy.”

Together, their visions outline a future where leaders are inclusive, data-literate, and AI-confident—a model that may soon define the global standard for workforce transformation under Vision 2030.