Frankly Speaking: ‘We have a huge program to discover more and more mineral resources,’ says Saudi industry and minerals minister

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Updated 07 March 2022
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Frankly Speaking: ‘We have a huge program to discover more and more mineral resources,’ says Saudi industry and minerals minister

  • Bandar Alkhorayef says oil industry can be used as a springboard for diversification and transformation of Saudi  economy
  • Response to “Made in Saudi” initiative has been overwhelming, he tells video interview series featuring leading policymakers

RIYADH: The Saudi Arabian oil industry still dominates the country’s economy, but can be used as a springboard for diversification and transformation, the minister of industry and minerals told Arab News.

Bandar Alkhorayef, who is overseeing an expansion of the Kingdom’s industrial base and its vast mineral resources, said: “Definitely, (the expansion) is going to help the industrial sector in developing its capabilities, to ensure that the sector is built in a manner that will help our oil and gas (sector), by supporting the base to make it resilient and providing the local (industry) time (to build up its) oil and gas capabilities.

“It is important to look at how we can use this resource of oil and gas for downstream industries. This is a very important part of our strategy — how to increase and maximize the utilization of our natural resources in oil and gas. (The same applies) now to mining, because mining development is going to be more and more (important).” he said.

Alkhorayef’s comments came as part of a wide-ranging interview on “Frankly Speaking,” the series of video interviews with leading policymakers in business and government.

He also spoke of the Kingdom’s ambitious plans to become the leading economic and industrial hub in the Middle East, the huge potential of its natural mineral resources, and the need to promote local manufacturing under the “Made in Saudi” brand.

Earlier this year, Alkhorayef hosted one of the biggest business gatherings Riyadh has seen with the first Future Minerals Forum, which is to become an annual event. He is enthusiastic about prospects in the Kingdom’s mining industry.

 

“The mining sector is really very much untapped so far in Saudi Arabia, but what we know today is that our natural resources, by conservative estimates of minerals, is about $1.3 trillion, with huge reserves in the Arabian Shield,” he said, referring to the geological formations running down the Red Sea coast of the Kingdom. “We have a huge program to discover more and more, providing data and analyzing the resources in the country.

“Definitely, we have great quantities of very important elements, like gold, copper, zinc and phosphate. I’m talking about quantities that are commercially viable and economically viable so these quantities are already definite.”

Alkhorayef revealed that the Kingdom is planning a series of global auctions of mineral assets in order to attract international investment into the booming sector.

“We are planning an auction that is coming out next month, just very close to Riyadh. It’s a resource we believe has almost 26 million tons of copper and zinc — these amounts are very interesting for global players to come and be part of these auctions. We have another two coming hopefully by the end of this year,” he said.

Last year, Alkhorayef launched the “Made in Saudi” initiative to encourage local manufacturing and encourage consumers to buy local produce. The response has been “overwhelming,” he said.

“This is really very close to my heart: The Made in Saudi program is something that I’m proud of as a Saudi (not because I am an official). Since we launched the program it has been a great success. The engagement that we have seen from the public is just overwhelming, also from companies who are interested in joining the program. The numbers are very encouraging.”

The National Industrial Development and Logistics Program, launched in 2019 with a view to making the Kingdom an industrial and logistics powerhouse, is progressing according to schedule.

“The program simply is trying to link four sectors that are naturally connected with each other — industry, mining, energy and logistics. These sectors need to operate in synchronization to ensure that we maximize their impact on the economy and also on their competitiveness (individually),” he said.

“So far we have been progressing as you can imagine — these sectors are all heavy when it comes to infrastructure, so there are a lot of infrastructure projects going on as we speak in industrial cities, in gas supply, in renewable projects and in logistics solutions in different areas.”

Part of the NIDLP strategy is the creation of special economic and industrial zones in the Kingdom. Other countries in the Arabian Gulf have also successfully used free zones as part of their development strategy, but Alkhorayef said Saudi Arabia had natural advantages in this regard.

“When it comes to economic development, I believe that every country is different. (This is especially true for) Saudi Arabia, with its size, with its population and local consumption; it has different characteristics when it comes to what are the different tools to move the economy going forward. So our focus has been to build a strong industrial base, which we did, and we can see it today really giving us the right return on the investment.




The Saudi industrial city of Jubail, home to Advanced Petrochemical Co, one of the Kingdom's big chemical producers. (Supplied)

“If we look at cities like Yanbu and Jubail, which 50 years ago were just desert, today they are industrial cities, exporting worldwide — petrochemicals and so on — so it is very important for us in Saudi Arabia. It has been in the past, and it will continue to be, to expand our local capabilities,” he said.

Four new special economic zones would be unveiled “very soon,” he said.

His ministry collaborates with mega-projects such as NEOM and Qiddiya, which are flagship initiatives of the Vision 2030 strategy to transform the Saudi economy, he said.




Qiddiya, supported by Saudi Arabia’s Public Investment Fund, is set to become the Kingdom’s capital of entertainment, sports and the arts. (Photo/QIC)

“If we look at NEOM or Qiddiya, there is a very close relationship when it comes to the targets that they have to achieve, in (terms of) local content and (our ability to) ensure that they are able to reach those targets (on the strength of) different projects and (the project outputs),” Alkhorayef said.

Vision 2030 also seeks to encourage Saudi nationals to join private sector employment and to use local industry in the supply chain. “I’m really very optimistic today in manufacturing, especially as advancements in technology are making it much easier than before for re-skilling, for learning, for machine learning. These tools have never been there before and we intend to invest in them to make sure that our labor force is re-skilled in the right way much faster than ever before,” the minister said.




NEOM's Trojena project aims to redefine mountain tourism for the world by creating a place based on the principles of ecotourism. (Supplied)

Last year the Kingdom committed itself to ambitious targets for achieving net zero carbon emissions by 2060 and phasing out oil in its domestic energy generation by 2030 under the Saudi Green Initiative. Alkhorayef is confident those targets will be met.

“I think the targets are very realistic and — to quote Prince Abdul Aziz bin Salman, the energy minister — if technology also helps us in terms of speed, we may achieve these targets much earlier than we said,” he added.

Alkhorayef rejected the suggestion that for Saudi Arabia’s industrial strategy to succeed it would mean taking business away from other regional centers.

“Quite the contrary, really. Today’s winners always make more winners. So our view is very simple. Today we have a great opportunity to work with the region to have a greater impact as a whole.”


How AI and financial literacy are redefining the Saudi workforce

Updated 26 December 2025
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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.