Post-Brexit trade talks enter crunch week

Anti-Brexit protester Steve Bray demonstrates in front of the conference center where Brexit trade deal negotiations are taking place in London. (Reuters)
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Updated 16 November 2020
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Post-Brexit trade talks enter crunch week

  • British, EU negotiators determined not to give ground

BRUSSELS: British and EU negotiators launched a desperate final stretch of trade talks on Sunday, with both sides determined not to give ground, despite the looming threat of failure.

Britain’s David Frost returned to meet his EU counterpart Michel Barnier after a shake-up in Number 10 personnel left some wondering if London might soften its stance.

But there was no sign of that in the message that Prime Minister Boris Johnson’s envoy tweeted as he headed back to Brussels.

“We are working to get a deal, but the only one that’s possible is one that is compatible with our sovereignty and takes back control of our laws, our trade, and our waters,” Frost said.

“That has been our consistent position from the start and I will not be changing it.”

On Friday, Johnson’s senior aide Dominic Cummings — one of the architects of the “leave” victory in the 2016 Brexit referendum — was sacked, amid faction fighting in Number 10, but there has been no sign this will change the direction of trade talks.

Britain left the EU in January, but the full economic effect of the bitter divorce will be felt at the end of the year when an 11-month transition period closes.

Relations between Britain and Europe could then be governed by a trade deal, but only if negotiations currently underway deliver, which is hardly guaranteed given still wide divergences.

Frost said the parties now “largely have common draft treaty texts, though significant elements are of course not yet agreed. We will work to build on these and get an overall agreement if we can.

“But we may not succeed,” he warned.

Officials on both sides of the Channel are looking to an EU leaders video summit on Thursday as the de facto last chance for a breakthrough, leaving just enough time for the EU Parliament to ratify an agreement.

This gives Barnier and Frost four days and nights to bridge differences that have remained unchanged since March.

“Logic and reason would all point to a deal,” said one EU diplomat with a close eye on the talks.

“But if anything became clear in the past three years, when it comes to Brexit, economic rationale and pure logic are not enough to explain what’s happening,” the diplomat said.

Failure would see Britain’s ties with the European economy governed by WTO rules, slapping high tariffs, quotas, and other impediments to cross-Channel trade that flowed unencumbered for decades.

Today’s British economy, the sixth biggest in the world, was built on EU membership, with the London financial hub and a tapestry of car plants and multinationals enjoying access to the EU’s 450 million consumers and complex supply chains.

Given the danger, British big business implored the government to find a middle ground and replicate the benefits of membership as closely as possible, even if this came with the condition that the UK align closely with EU rules.

But, when the pro-Brexit Johnson became prime minister last year, London went the other way, asking for a zero-tariff deal on goods and services that must, he insisted, leave the country sovereign to make its own decisions.

With positions starkly apart, the talks became bogged down on three core issues.

Fishing has been the least economically significant but most politically explosive issue, with Europe eager to keep open access to the UK’s bountiful waters.

Fishermen in France, Belgium, Denmark, and the Netherlands have trawled British waters for centuries, but London wants access rethought to satisfy Britain’s coastal communities, which voted strongly for Brexit.

Belgian Greens MEP Philippe Lamberts said, on fishing, Europeans giving ground was “inevitable” but that any trade deal agreed now “won’t be great.”

The other obstacle is the lack of faith among the Europeans that once outside the EU single market Britain will play fair in terms of competition rules, even with a deal.

This view sharpened when Johnson’s government introduced a bill in parliament that effectively ripped up the terms of the divorce pact, potentially in violation of international law.

Under the trade deal, will British companies enjoy easier rules on the environment or food safety only to sell their goods cheaply in the EU, where their rivals must abide by stricter measures?

Seeking to maintain what it calls a “level playing field,” the EU is demanding that Britain commit to not backtrack on standards as well as to cooperate on how these evolve in the future.

The EU is also worried about how Britain will subsidize companies. Too much taxpayer largesse could prove unfair toward firms in Europe, where state aid oversight is strict.

To solve those problems, the EU is insisting that the deal hold some sort of emergency mechanism, that could swiftly inflict penalties if either side breaks the terms.

“Either the British accept and we then move on to difficult negotiations on fisheries, or they refuse, and we will then be out of time and the negotiations fail,” a senior European diplomat warned.


Middle East AI adoption reaches 75%, beating global average: PwC survey 

Updated 19 December 2025
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Middle East AI adoption reaches 75%, beating global average: PwC survey 

RIYADH: Artificial intelligence is becoming embedded across Middle East workplaces, with 75 percent of employees using AI tools at work over the past year, a higher rate than the 69 percent global average, a new survey showed.

According to PwC’s Middle East Workforce Hopes and Fears Survey 2025, the region is outpacing global peers in adopting AI for everyday work, driven by government and corporate digital transformation efforts.

Based on responses from 1,286 employees, the survey indicates AI use has moved beyond pilot stages, with 32 percent of workers using generative AI tools daily — above the global average of 28 percent and reflecting growing familiarity with AI-driven workflows.

The survey findings align with trends observed in Saudi Arabia, where advanced technologies such as AI are being widely embraced across workplaces.

In November, a report released by KPMG highlighted the Kingdom’s progress in the technology sector, noting that 84 percent of CEOs in Saudi Arabia are ready to deploy AI responsibly — well above the 76 percent global benchmark — supported by the Kingdom’s data governance ecosystem, including national initiatives led by the Saudi Data and Artificial Intelligence Authority. 

Earlier this month, data from the Global AI Index revealed that Saudi Arabia ranked fifth globally and first in the Arab region for growth in the AI sector. 

Commenting on the findings, Randa Bahsoun, partner at PwC Middle East, said: “As employees confidently embrace change, build new capabilities and show remarkable adaptability with AI, they also want to feel secure and supported.” 

She added: “Organizations that provide clarity on how roles will evolve, expand access to learning and protect wellbeing will be the ones that retain talent and get ahead in a fast-changing labor market.” 

Adapting to the tech-driven future 

The latest PwC survey found that the Middle East workforce is confidently leading the integration of AI into daily work, while prioritizing job security and skills development at higher rates than their global counterparts.

According to the report, 49 percent of employees in the region expect technological change — including AI, robotics and automation — to impact their jobs to a large or very large extent over the next three years, compared with 45 percent globally.

PwC said this trend reflects not only higher adoption, but also greater readiness and comfort with next-generation technologies across the region. 

Employees in the Middle East increasingly view emerging technologies as tools that enhance productivity and creativity rather than threats to job security. 

Around eight out of 10 employees said AI has improved their productivity, with 87 percent reporting higher-quality work and 84 percent citing increased creativity. 

Higher confidence among younger employees 

The survey found that younger employees in the region demonstrate significantly higher confidence in AI’s potential, with millennials and Gen Z being the most hands-on users of AI tools. These groups are adopting new technologies quickly and often outpacing older cohorts in both usage and creative application. 

“This puts early career employees in a strong position to adapt to the evolving technological demands of entry-level roles,” said PwC. 

It added: “For employers, this is an opportunity to leverage younger talent to drive digital adoption and performance, while providing guidance, clarity and support as AI continues to reshape the future of work.” 

Acquiring the tools

Skills development remains a defining priority for the Middle East workforce, according to the survey. 

The report found that 69 percent of employees in the region gained new skills over the past 12 months, compared with 56 percent globally. 

Some 81 percent of respondents said they would prefer a job that offers opportunities to build transferable skills — higher than the 69 percent global average. 

Job security has also emerged as the top priority, with 85 percent of employees saying it is very important. 

“As employees in the Middle East seek balance and flexibility, their expectations of career progression and reward are also evolving. Fewer employees are asking for a pay rise than last year, signalling a more cautious labor market,” said PwC. 

The report found that engagement levels among the Middle East workforce remain among the highest globally, with 78 percent of regional employees saying they look forward to going to work, compared with 64 percent globally. 

Despite this high level of engagement, 45 percent of employees said they feel fatigued at least once a week, and nearly half reported feeling overwhelmed, indicating that workload intensity is becoming a significant pressure point. 

Converting momentum to benefits 

PwC highlighted several actions organizations should prioritize to convert the current AI momentum into a lasting advantage. 

The firm said companies should communicate clearly and consistently about where AI technologies are being deployed, what will change across processes, how job roles will be affected and where new value will be created. 

The report also emphasized the importance of building a continuously evolving, future-ready, skills-first workforce that can fully harness AI’s potential. 

“Leaders need to ensure upskilling, reskilling and capability building move 22 beyond periodic initiatives and become a key element of their organizations’ forward-looking business strategy,” said PwC. 

It added: “This means identifying future skill needs early, assessing current capabilities to understand gaps and using those insights to create development pathways tailored to roles, seniority and diverse career trajectories.” 

Companies should also foster a culture of agility and innovation and equip managers to effectively support AI-enabled teams. 

PwC said managers must have the clarity, tools and protected time needed to coach teams, support skill development and manage workloads in ways that sustain employee engagement and wellbeing. 

“This can be achieved by setting clear performance expectations for managers around employee development and wellbeing and supporting them with the knowledge and guidance needed to fulfil these responsibilities,” added PwC. 

Organizations should also prioritize flexibility, autonomy and balanced workloads to sustain high performance, giving employees the freedom and clarity to manage their work effectively. 

The report suggested that expanding flexible work arrangements, strengthening autonomy in day-to-day decision-making and giving teams a greater voice in how work gets done could help employees perform at their best. 

“The Middle East’s workforce continues to demonstrate a powerful blend of optimism, ambition and adaptability. The challenge now is for leaders to amplify these strengths through vision, transparency and care – ensuring that technology, trust and talent progress together,” concluded the report. 

Earlier this month, a KPMG report echoed similar views, saying UAE CEOs are accelerating investment in artificial intelligence while prioritizing people, skills and responsible innovation as core drivers of future growth. 

The report said 84 percent of CEOs in the UAE expect to expand headcount over the next three years, while 80 percent are already redesigning roles to integrate AI collaboration across their businesses.