INTERVIEW: Bill Gates, vaccines and the fight against COVID-19

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Updated 22 June 2020
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INTERVIEW: Bill Gates, vaccines and the fight against COVID-19

  • Hassan Damluji, deputy director of the Bill & Melinda Gates Foundation, tells of a “very worrying picture”
  • The Bill & Melinda Gates Foundation is the multibillion-dollar philanthropic organization started by the Microsoft founder and his wife

Hassan Damluji, the deputy director of the Bill & Melinda Gates Foundation, gave a candid, perhaps pessimistic view of the coronavirus pandemic that has upturned everyone’s lives.

“Some people are thinking it’s all over, and it may be receding in their countries, but actually, globally, it’s a very worrying picture,” he told Arab News. “We’re deep into wave three.”

The Bill & Melinda Gates Foundation is the multibillion-dollar philanthropic organization started by the Microsoft founder and his wife. It is now one of the most important players in the fight against the virus.

“The first wave hit China, other countries were relatively unaffected and China had big problems while other countries were underestimating the risk,” Damluji explained. 

“The second wave really hit the world’s wealthiest countries, in Europe, North America but also East Asia and that is now reducing, though cases in America are still quite high. Wave three now is where middle and lower-income countries are being hit, especially Latin America, which is the center of the pandemic, but also Pakistan, which is in my region so I look at it closely, but also across Africa, where you’ve seen cases increase.”

He has direct responsibility for the fund’s activities in the Middle East, so is in a strong position to gauge the regional response to the crisis. Damluji was most recently involved in a five-year fundraising cycle for GAVI, the global vaccine alliance.

Saudi Arabia took a strong lead at the event and contributed $150 million toward a pot that eventually reached $8.8 billion, some $1.2 billion more than was being asked for. The Kingdom had earlier pledged a total of $500 million toward antivirus activities at a G20 meeting in Riyadh. Damluji is appreciative of Saudi Arabia’s efforts.

“That was very generous and that was a really powerful kick-off for the fundraising. The Saudis came in early. What was powerful was not just that they were putting money in, but they sent a signal and others had an obligation to follow. That was great leadership, given that Saudi Arabia is the president of the G20.

“It surpassed expectations, but the need is going to be bigger because of what’s going on with the virus. Saudi Arabia really stepped up with regard to procurement for coronavirus vaccines when they become available. That was really important.”

"The money raised by GAVI - to which the Gates Foundation is a major contributor - will be used to purchase vaccines against coronavirus when they are available, and distribute them equitably across the world."


BIO

Born: London 1982.

Education

  • Westminster School, London.
  • Chelsea College, Fine Art Foundation.

  • Corpus Christi College, Oxford University, BA Classics and Arabic.

  • Harvard University, MA Middle East Studies.

Career

  • Senior engagement manager, McKinsey & Co.

  • Chief operating officer, New Schools Network.
  • Chief operating officer, Achievement for All.

  • Deputy director, global policy and advocacy, Bill & Melinda Gates Foundation.


Damluji offered a sobering assessment of current progress toward finding a vaccine.

“In terms of developing tools to combat it, we’re still at the research and development phase. People want to know a date when a vaccine will be available, but the truth is that in innovation, sometimes things never happen, sometimes they happen much faster than you thought, and sometimes they take a circuitous route.

“For example no one thought the brave new world would be the iPhone in your pocket. So it’s very difficult to predict how R&D will proceed, but when it comes to a vaccine, what is clear is that this is the fastest, most-concerted and best-funded effort to create a vaccine ever.

“There are some early candidates for a successful vaccine which have shown some promising results, so there is reason to be optimistic. The early ones we’re seeing, whether it’s the Oxford-AstraZeneca one or others, tend to be on the same technological platform, and it’s because of that similarity that they’ve been able to move fast. But if one of them fails, they’ll likely all fail, because it’s the same basic approach in terms of the science.”

There is a glimmer of hope for an early outcome. “If we’re lucky, several of them will work quite quickly and, by the middle of next year, we’ll have quite a lot of vaccines on the market.”

But that was not guaranteed, he warned. “If we’re unlucky, none of them will work and then we’ll have hundreds (of possible vaccines) out there on different timelines. We will eventually get a vaccine, but it’s overly optimistic to think of the middle of next year as a definite.”

There is a risk that, while the world’s best scientific brains are concentrating on finding a vaccine, attention will be distracted from other serious infectious diseases that are afflicting the world, especially in the poorest countries.

For example, the Gates Foundation invested a lot of time and effort into a campaign to eradicate polio, which hit countries in the Middle East and Asia particularly hard. It came close to declaring victory against this disease, only for it to re-emerge as a threat in Pakistan.

“There is a big risk. The polio vaccination campaigns in Pakistan, home to the most cases of ‘wild’ polio, have stopped for several months now. We had hoped to restart them this month, but the course of the pandemic in Pakistan — it still hasn’t hit the peak — means we still haven’t restarted, and are now hoping for August.

“So polio vaccinations in Pakistan have just stopped. You might hope that some of the social distancing measures against COVID-19 would also reduce the transmission of other diseases, but the fact is that, certainly for polio, the program has taken a big hit,” Damluji said, adding that it was difficult for developing countries to combat more than one serious disease at a time. “In poor countries, when you do more of one thing you do less of another. When the Ebola crisis hit West Africa, far more people died from a lack of availability of basic health services, not from Ebola. It’s very likely you’re going to see the same kind of thing with the coronavirus.”

The Gates Foundation, and especially its founder, have been the target of some wild conspiracy theories since the pandemic broke. Despite Bill Gates’ commitment to use the billions he made from Microsoft for philanthropic purposes, and especially to combat coronavirus, he has been accused, in some of the wilder parts of social media, of bidding for world domination.

Damluji has no time for the conspiracists.

“I think this shows the importance of quality journalism. In the online world, there is nothing to prevent you writing whatever you want, and if people find something they think is interesting they will forward it and it will spread. What we’ve found is that quality journalistic sources, by and large, if they report this kind of conspiracy theory at all, they report it as something very strange that other people are saying, rather than as fact, and they’re actually rebutting it. That’s been really good to see.

“Anyone who is concerned to find out whether these things are true should look at reputable sources and they’ll find very little evidence to make them believe it. In the wild west of WhatsApp forwarding all kinds of things are said.”

The Gates Foundation is “laser-focused” on ethical standards, but takes a pragmatic approach to the funding process. “Our basic approach is that we work with governments across the world to do as much as we can to save lives and achieve the goals we’re trying to achieve. There is criticism of a lot of governments, some of it is valid, some of it isn’t, and that applies across the board,” he said.

There has also been a worry that, in view of the economic crisis the world is facing, contributions to philanthropic organizations like GAVI will dry up as governments and individuals perceive a need for a “charity begins at home” approach.

“One of the things to be concerned about is whether long-term aid — not just philanthropy, but bigger than that, government aid for things like GAVI or other programs that save lives and improve livelihoods — if those are damaged over the long term, then it’s a cause for concern.

“In terms of the question of are governments getting it right or wrong, that’s not for me to say. There are balances to strike, and only an individual society can decide the difficult trade-off between death versus economic damage.”

But he is adamant on one thing: Governments across the world must adopt policies to prevent another pandemic.

“If we had built a stronger pandemic preparedness system, we would not be in the situation we are now,” he said.


How AI and financial literacy are redefining the Saudi workforce

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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.”

Caption

“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.

Caption

“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.”

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.”

Caption

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.