Skeptical oil markets to deliver verdict on ‘historic’ oil deal

Motorists wait in a queue to refuel the tanks of their cars at a gas station in Caracas, Venezuela, amid the novel coronavirus outbreak. (AFP)
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Updated 11 April 2020
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Skeptical oil markets to deliver verdict on ‘historic’ oil deal

  • Questions remain over whether massive cuts will be enough to compensate for the total collapse in global demand

DUBAI: Oil-producing countries represented by energy ministers at the “virtual” G20 Summit under Saudi Arabia’s presidency were getting close to the headline figure of 15 million barrels of cuts flagged up by US President Donald Trump last week, but now they face a challenge to sell it to skeptical oil markets.

The 15 million figure was made up of 10 million from the revived OPEC+ alliance led by Saudi Arabia and Russia, with the balance coming from the big economies of the G20 such as the US, Canada and Brazil, which are also oil exporters.

But in the face of a collapse in global demand for oil because of the coronavirus pandemic, some experts are already questioning whether even that unprecedented amount would be enough to get the oil price up again.

Big global oil markets were closed on Friday, but late Thursday trading showed Brent crude down 4.79 percent at $32.03, even after the broad outlines of the OPEC+ deal had emerged.

Chris Midgely, head of analysis for S&P Global Platts, said: “The current proposed 10 million barrels per day may be too little too late as it will have limited impact on April production, and only if sustained from May for the balance of the year might we avoid hitting tank tops.”

Other oil experts were even more forthright. Anas Al-Hajji, managing partner of Energy Outlook Advisers in Texas, said: “Trump has made a big mistake blaming Saudi Arabia and Russia. He will be shocked when oil prices remain low even if we have a 10-million-barrel cut.”

FASTFACT

Crude oil has lost about half of its value since the start of the year.

But the OPEC+ cuts were an impressive show of unity by the alliance. Ten full members of the Organization of the Petroleum Exporting Countries (OPEC) agreed to each cut 23 percent from their total oil production, taking out more than 6 million barrels of oil per day from global supply.

The same number of non-OPEC countries also agreed 23 percent cuts, removing nearly 4 million barrels.

The two biggest cutters on each side of the OPEC+ alliance were Saudi Arabia and Russia, both of which offered to cut just over 2.5 million barrels from an assumed production level of 11 million barrels per day — a theoretical amount decided upon to enable a compromise. The Kingdom pumped more than 12 million barrels earlier this month.

The 10-million reduction will apply for May and June, followed by 8-million-barrel cuts until the end of the year, and 6 million barrels until the spring of 2022.

It was an unprecedented commitment by the oil producers. To put it in context, the early March OPEC+ meeting fell apart — sparking the price war — because of disagreement over proposed extra cuts of 1.5 million barrels. Now a reduction many times that has been waved through almost unanimously.

The OPEC+ meeting hosted from Vienna turned into a late night of high drama, punctuated by “virtual” farce as delegates maneuvered to get to the final historic deal.

The heavy lifting of the meeting — the need for rapprochement between Saudi Arabia and Russia if any headway was to be made in tackling the huge global oversupply of crude — was accomplished fairly efficiently.

The behind-closed-doors meeting of delegates had not even begun when Kirill Dmitriev, CEO of the Russian Direct Investment Fund, declared a “historic moment” in the history of oil. “We, working closely together with the US, can bring stability back to global energy markets,” he told Arab News.

For a while it looked as though the deal would be blocked by Mexico, which was refusing to commit to 400,000 barrels of cuts, in a move that could have scuppered the whole agreement.

But after a reported phone call between Trump and Mexican President Lopez Obrador, some kind of deal with Mexico looked certain.

That was the second time that Trump had got involved in the OPEC+ negotiations. He also spoke to King Salman and Russian President Vladimir Putin, in a call that “stressed the importance of cooperation between oil-producing nations to maintain the stability of energy markets and support growth in the global economy,” the Saudi Press Agency reported.

It remains to be seen if this positive sentiment can be reflected in a recovery in the oil price once markets open again after the weekend. 

OPEC Secretary-General Mohammed Barkindo underlined the size of the challenge facing global energy markets from the pandemic. “The fundamentals of supply and demand in oil are horrifying,” he said at the OPEC+ meeting.

With crude down more than 50 percent this year, and no certainty when global economies will begin to get back to pre-coronavirus levels, it may take a long time for the hard work done by OPEC+ and the G20 to show through.


Artificial intelligence is transitioning into a ‘digital employee’

Updated 27 February 2026
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Artificial intelligence is transitioning into a ‘digital employee’

  • AI can be an effective tool, business leaders tell Arab News
  • Not about jobs, but ‘convergence of human capital and AI’

RIYADH:  Artificial intelligence is fundamentally reshaping the world of work, transitioning from a supporting tool to an active partner that is radically changing the nature of professions and productivity standards.

Amidst the current global transformations, an active regional digital environment is emerging.

This is being led by Saudi Arabia through Vision 2030 and massive investments in smart infrastructure, providing a living model for studying the implications of this partnership between humans and machines on the future of work in the region.

Arab News spoke to various business leaders about the emerging shape of the sector.

Salem Bagami, co-founder of Metatalent, said the ideal relationship between humans and machines at work should be complementary and collaborative.

Humans would bring creativity, emotional intelligence, and complex decision-making, while machines excel at processing big data and performing repetitive, precise tasks.

He believes that this type of balanced partnership would lead to unprecedented productivity and innovation.

While machines excel at processing big data and performing repetitive, precise tasks, humans would bring creativity, emotional intelligence, and complex decision-making. (Supplied)

Mohammad Al-Jallad, chief technologist and director at HPE, said AI has gone beyond being merely an executive tool to becoming a “digital employee” entrusted with automating routine tasks and providing insights based on data analysis.

He believes that the real opportunity lies not in the debate over job replacement, but in “the convergence of human capital and artificial intelligence.”

AI should augment human teams by taking on menial and routine tasks, enabling employees to focus on critical thinking, creativity, and ethical reasoning, significantly improving operational results.

Bagami also emphasized the complementary nature of this partnership. “The ideal relationship between humans and machines at work is one of collaboration, where each complements the others.”

He explained that humans bring creativity, emotional intelligence, and nuanced decision-making, while machines excel at processing big data and performing repetitive tasks efficiently, leading to increased productivity and innovation.

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Salem Alanazi, chairman of Jathwa Technology Co., notes a significant trend among Saudi Arabia companies toward using AI applications to provide faster services to customers at lower costs.

The emergence of the “virtual employee” available around the clock has eliminated the need for some traditional jobs in specific sectors.

Alanazi warns that some companies’ reluctance to adopt AI may expose them to real risks. “All those who hesitated to benefit from AI applications have a lack of understanding of these technologies.”

He said those who adopt these technologies will be able to offer lower-cost, higher-quality services, which will affect the market position of companies that lag behind.

Ali Aljumhour, CEO of VALUE Consultancy, said that the transition of AI into a partner has reshaped the list of most in-demand skills in the job market.

Skills such as “prompt engineering,” “human-machine integration,” and “digital ethics” are becoming increasingly important.

He added that AI has become an instantly available “technical knowledge base,” shifting the criteria for professional distinction toward those capable of smart interaction with these technologies.

In terms of ethics, transparency, and trust, Alanazi points to the complexities of global AI governance, where legislation overlaps and evolves rapidly to keep pace with potential risks, particularly in the areas of cybersecurity and privacy.

Ali Aljumhour, CEO of VALUE Consultancy. (Supplied)

Al-Jallad emphasizes this crucial dimension, noting that providing responsible and reliable AI solutions that meet the highest standards of transparency is a key priority, especially in regulated sectors.

Bagami believes there should be basic standards for the ethical use of Al, emphasizing the need for transparency, accountability, and fairness, along with using diverse data sets to prevent bias and protect privacy.

He believes that building trust between humans and machines requires clear explanations of how systems work, giving users the opportunity to provide feedback and conducting periodic performance reviews.

On performance evaluation, Aljumhour said: “I expect radical changes in standards, shifting from measuring individual effort to evaluating the quality of the partnership between humans and machines.”

There should be a focus on the quality of inputs provided to intelligent systems, the accuracy of review and modification, and complex decision-making based on outputs.

He warns, however, of new risks that may arise, such as over-reliance on AI or difficulty in determining responsibility for mistakes.

In the employment sector, Aljumhour expects fundamental changes in standards.

There will be questions and tests focusing on measuring skills in dealing with AI, such as asking candidates about their experiences of collaborating with these systems, or testing their ability to formulate effective requests for complex tasks.

Aljumhour identifies significant human challenges in this transition, with “fear, loss of power, and exclusivity of knowledge” being the biggest concerns for experienced employees.