
Saudi Arabia's Flynas aims to raise up to $1.1bn from its IPO
Saudi Arabia's low-cost airline Flynas aims to raise up to 4.1 billion Saudi riyals ($1.1 billion) from its initial public offering on the Tadawul stock exchange. Flynas, which has billionaire businessman Prince Alwaleed bin Talal as one of its main backers, is selling a 30 per cent stake, or 51.26 million shares, to investors through the public float. The company has set the IPO price range between 76 riyals and 80 riyals a share. The total offering is expected to be between 3.9 billion riyals and 4.1 billion riyals, implying a market capitalisation at listing of between 13 billion riyals and 13.7 billion riyals, the company said in a statement on Monday. The book building process for institutional investors, which began on Monday, will close on May 18. The company's IPO sold out in minutes after books opened amid strong demand from investors, according to a Bloomberg report. New shares represent 10.2 per cent of the company's total share capital upon completion. Up to 34 per cent of the IPO's net proceeds, resulting from the new shares, will be used by the company to finance its growth strategy and for general corporate purposes, it said. The listing of Flynas comes amid a surge in IPOs in Saudi Arabia and growing investor demand. The kingdom led the Gulf region in terms of volumes with 15 Tadawul IPOs and 27 Nomu listings last year, according to PwC. The companies raised more than $4.3 billion from the listings. Flynas, which began operations as Nas Air in 2007, currently serves 72 domestic and international destinations. The budget carrier will be the first airline to be listed in the Gulf in almost two decades. The region has a handful of publicly listed carriers, including the UAE's Air Arabia and Kuwait's Jazeera Airways. Abu Dhabi-based Etihad Airways has also said that it is working to become IPO-ready but the decision lies with its shareholders. Flynas reported a net profit of 434 million riyals last year, up from 401 million in 2023. Its revenue last year also rose by about 17 per cent to 7.5 billion riyals. The airline carried 10.9 million passengers in the first nine months of last year, up from 7.9 million during the same period in 2023. BSF Capital, Goldman Sachs Saudi Arabia, and Morgan Stanley Saudi Arabia have been appointed as joint-financial advisers and co-underwriters for the IPO.

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The National
17 hours ago
- The National
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Zawya
a day ago
- Zawya
Saudi Arabia pavilion commemorates 70th anniversary of Saudi Japanese diplomatic relations
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Gulf Business
a day ago
- Gulf Business
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In your view, what role can executive education like this play in accelerating the region's digital transformation — and what's still needed to close the gap between ambition and impact? Executive education programmes are instrumental in accelerating the Middle East's AI transformation by comprehensively equipping leaders for the AI era. They are crucial for building AI-literate leadership, empowering decision-makers across the GCC to not only understand AI's potential but also to strategically apply it within their organisations. This involves a fundamental shift in mindset: moving from viewing AI purely as an IT function to recognsing it as a catalyst for business model transformation and sustainable growth. By fostering AI fluency, these programmes bridge the communication gap between the c-suite and technical teams, enabling more productive dialogues and streamlined decision-making, which is vital for the region's ambitious national AI strategies. 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As Accenture's research indicates, 70-80 per cent of AI initiatives never move beyond the pilot phase, and while many focus on technical capabilities, successful AI implementation is predominantly a people and process challenge. Misconception of AI as purely an IT initiative: Leaders often fail to see AI as a core strategic imperative for growth, innovation, and competitiveness, viewing it simply as a technological tool rather than a catalyst for business model transformation. Risk avoidance over responsible risk-taking: Concerns around ethics, trust, and governance, while valid, can lead to a paralysis of innovation if not balanced with a strategy of embracing innovation with built-in guardrails and responsible AI practices from day one. Lack of clarity on ROI: A significant barrier is establishing ROI on identified opportunities and making a business case for scaling initiatives, which are often perceived as more challenging than technical limitations Can you walk us through what makes this programme distinct from other executive education offerings — particularly in how it blends Stanford's academic insights with real-world application? The programme includes easily digestible, bite-sized modules, industry spotlights, case studies, and reflection activities, ensuring participants not only grasp complex concepts like technical fundamentals, foundation models, and prompt engineering but also develop the generative AI strategy and technology know-how for real-world application. This approach aims to spark reinvention agendas that can profoundly transform businesses, enabling leaders to drive innovation and navigate the digital economy effectively. Why was the Middle East chosen as the next region for the rollout of this programme, and how has the regional business landscape influenced its evolution or delivery? The Middle East, specifically Saudi Arabia and the UAE have emerged as prime focus for the rollout of programmes like the Generative AI Scholars Program due to the country visions and their unparalleled ambition and strategic commitment to becoming global leaders in AI. This region is not merely adopting AI; it's actively leading its development and integration into national visions. Both nations are making substantial financial commitments to AI infrastructure, research centers, and digital ecosystems. This includes significant government-backed AI R&D funds, free zones offering incentives for AI businesses, and partnerships with global cloud technology organisations. The region is not just investing in technology but also in building a modern digital core, which Accenture sees as essential for continuous reinvention and for organisations to rapidly seize every opportunity presented by AI. Recognisng that technology adoption requires human capital, these nations are heavily investing in developing AI fluency across their workforces, from top leadership to technical teams. We are working with MCIT Saudi Arabia in an Accenture artificial intelligence training programme organised by the Accenture LearnVantage Academy. These programmes directly address human capital requirements by equipping senior officials and business leaders with the mindset and skills needed to lead with AI responsibly. As the programme moves from theory to action, what kind of real-world business outcomes are participants expected to achieve? Can you share any early examples from previous rollouts globally? The expected real-world business outcomes are centered on driving measurable value and competitive advantage. Accenture identifies these outcomes as broader and more strategic than just cost savings. Participants are expected to achieve: Enhanced decision-making: AI tools help leadership teams make faster, more informed decisions, leading to improved strategic agility. Increased employee productivity and empowerment: By leveraging AI, leaders can free up time for their teams to focus on high-impact work rather than being buried in manual analysis or reporting. This contributes to a positive human-AI relationship, which Accenture believes is a key priority for leaders. Tangible business impact: Strategies informed by AI insights are expected to translate into winning new business, improving customer satisfaction, and accelerating the launch of initiatives. Accenture's AI Achievers report indicates that 63 per cent of high-performing companies say they've already achieved measurable ROI from their AI investments within three years. Accelerated organistional agility: AI helps organisations react faster to market changes, or spot opportunities we would've missed before, fostering a state of continuous reinvention. Business model transformation: Rather than just incremental gains, organizations are expected to achieve step-change improvements in revenue, efficiency, and customer experience by integrating AI effectively, as leaders rethink how digital systems are designed, how people work, and how they create products and interact with customers. Innovation at scale: The programme aims to unlock creativity and accelerate progress, sector by sector, by empowering people to reimagine what's possible with AI.