Deserted Cape Verde hankers for its tourists

Life in Cape Verde is famously slow-moving. But once the COVID-19 started to bite, tourists stopped coming and things seemed to come virtually to a stop. (AFP)
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Updated 17 April 2021
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Deserted Cape Verde hankers for its tourists

  • Tourists, drawn to Cape Verde’s gentle hospitality, year-round warmth and turquoise seas, account for a full quarter of the country’s gross domestic product (GDP)

TARRAFAL, Cape Verde: Way back in B.C. — Before COVID — Domingos Pereira made a living as a tourist guide, showing visitors the many natural wonders of Cape Verde.
Today, the 26-year-old is in limbo, like tens of thousands of others on the Atlantic archipelago, whose economy depends hugely on the vacation industry.
“I’ve been going fishing every day for the past year,” said Pereira, a T-shirt on his head to protect him from the fierce sun.
“And the fish is just for eating. Don’t bother trying to sell it. There are no tourists.”
Cape Verde is a group of tropical Atlantic islands with a population of some 550,000 about 600 km from Senegal.
Life in the archipelago is famously slow-moving. But once the coronavirus pandemic started to bite, tourists stopped coming and things seemed to come virtually to a stop.
In 2019, the islands welcomed 800,000 holidaymakers, most of them from Europe, said Eugenio Inocencio, president of the Tourism Association for Santiago, the main island where the capital Praia is located.
Now, Santiago’s main resort, Tarrafal, is all but drained of life. Its hotels are shuttered and its workers laid off.
The streets are deserted save for a knot of local people sitting at a corner in the shade. The only things catching the sun on its palm-fringed white-sand beach are colorful fishing boats.
In the main square, a dreadlocked trader of postcards and trinkets said he had lost 80 percent of his income thanks to COVID-19.
Silvio Antonio Lopes Borges, a 32-year-old former tourist guide said he can no longer afford his two-year-old son’s playgroup.

FASTFACTS

● Tourists, drawn to Cape Verde’s gentle hospitality, year-round warmth and turquoise seas, account for a full quarter of the country’s GDP.

● After growth of 4.5 percent in 2018 and 5.7 percent in 2019, the former Portuguese colony suffered a record slump last year — a retraction of 14.8 percent.

“We play together — at least he’s happy,” he said. “And it’s free. Before, I was able to put aside savings. Now I don’t have enough to live on."
The pandemic has had, relatively speaking, only a limited medical effect on Cape Verde — the country has recorded 19,780 cases, of which 188 have been fatal.
Economically, though, the emergency has had catastrophic consequences.
Tourists, drawn to Cape Verde’s gentle hospitality, year-round warmth and turquoise seas, account for a full quarter of the country’s gross domestic product (GDP).
After growth of 4.5 percent in 2018 and 5.7 percent in 2019, the former Portuguese colony suffered a record slump last year — a retraction of 14.8 percent.
“We thought that tourism would be bouncing back at the start of the year, but Europe has had a fourth wave of the virus, which means that the number of tourists coming to Cape Verde is rock-bottom,” said Inocencio.
How to rebound from this disaster is one of the main issues in Sunday’s legislative elections, for which the outcome could be close.
Prime Minister Ulisses Correia e Silva’s Movement for Democracy (MpD) is pitched against the African Party for the Independence of Cape Verde (PAICV), a socialist party led by Janira Hopffer Almada that dominated politics for decades until suffering an election defeat in 2016.
Maya Duarte is manager of the Pensao Por Do Sol, a brand new hotel with a view of the Monte Graciosa, a volcanic peak that plunges into the ocean.
The hotel’s opening day should have been in December, when the year-end tourist season kicks into gear. It was then delayed until February and postponed again, and has now only just taken place. "We’re worried,” said Duarte, who is just 25. “We’re afraid that if we stay open, we won’t have any income and be unable to pay the staff.”
The solution, she said, was to ease dependence on vacationers from Europe. “We can’t expect just Europeans to come here — we have to invest locally.


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.