World to add 5.5TW of renewables

9 October 2024

The world is set to add more than 5,500GW of new renewable energy capacity between 2024 and 2030, almost three times the increase between 2017 and 2023.

According to a new report by the Paris-based International Energy Agency (IEA), China will account for almost 60% of all renewable capacity installed worldwide between now and 2030, based on current market trends and today’s policy settings by governments.

The IEA Renewables 2024 report added: “That would make China home to almost half of the world’s total renewable power capacity by the end of this decade, up from a share of a third in 2010.”

However, while China is adding the biggest volumes of renewables, India is growing at the fastest rate among major economies.

In terms of technologies, solar photovoltaic (PV) alone is forecast to account for a massive 80% of the growth in global renewable capacity between now and 2030 – the result of the construction of new large solar power plants as well as an increase in rooftop solar installations by companies and households.

Despite ongoing challenges, the wind sector is also poised for a recovery, with the rate of expansion doubling between 2024 and 2030 compared with the period between 2017 and 2023.

As a result of these trends, the report cites that nearly 70 countries, collectively accounting for 80% of global renewable power capacity, are poised to reach or surpass their current renewable ambitions for 2030.

The report forecasts global capacity will reach 2.7 times its 2022 level by 2030, which still falls short of the target set by nearly 200 governments at the Cop28 climate change conference in December 2023 to triple the world’s renewable capacity this decade.

IEA analysis indicates that “fully meeting the tripling target is entirely possible if governments take near-term opportunities for action”.

This includes outlining bold plans in the next round of Nationally Determined Contributions under the Paris Agreement, due next year, and bolstering international cooperation on reducing high financing costs in emerging and developing economies, which are restraining renewables’ growth in high-potential regions such as Africa and Southeast Asia.

“Renewables are moving faster than national governments can set targets for. This is mainly driven not just by efforts to lower emissions or boost energy security – it’s increasingly because renewables today offer the cheapest option to add new power plants in almost all countries around the world,” said IEA executive director Fatih Birol.

“This report shows that the growth of renewables, especially solar, will transform electricity systems across the globe this decade.

“Between now and 2030, the world is on course to add more than 5,500 gigawatts of renewable power capacity – roughly equal to the current power capacity of China, the European Union, India and the United States combined. By 2030, we expect renewables to be meeting half of global electricity demand.”

Renewables are on course to generate almost half of global electricity by 2030, with the share of wind and solar PV doubling to 30%, according to the forecast.

Curtailing curtailment

However, the report emphasises the need for governments to ramp up their efforts to securely integrate variable renewable sources such as solar PV and wind into power systems.

Recently, rates of curtailment – where renewable electricity generation is not used – have been increasing substantially, reaching around 10% in several countries today.

The IEA suggests focusing on integration measures such as increasing power system flexibility to address this.

It added: “Making a concerted push to address policy uncertainties and streamline permitting processes – and to build and modernise 25 million kilometres of electricity grids and reach 1,500GW of storage capacity by 2030, as highlighted in previous IEA analysis – would enable even larger shares of generation from renewables.”

Renewable shares in consumption

Overall, led by the massive growth of renewable electricity, the share of renewables in final energy consumption is forecast to increase to nearly 20% by 2030, up from 13% in 2023.

Meanwhile, renewable fuels are lagging, underscoring the need for dedicated policy support to decarbonise sectors that are hard to electrify.

Meeting international climate goals would require not only accelerating the rollout of renewable power, but also significantly speeding up the adoption of sustainable biofuels, biogases, hydrogen and e-fuels, the report notes.

Since these fuels remain more expensive than their fossil counterparts, their share in global energy is set to stay below 6% in 2030.

https://image.digitalinsightresearch.in/uploads/NewsArticle/12676320/main.jpg
Jennifer Aguinaldo
Related Articles
  • Navigating financial markets amid geopolitical fragmentation

    28 December 2025

     

    As we move towards 2026, geopolitical fragmentation is no longer a background risk that occasionally disrupts markets.

    It has become a defining feature of the global financial landscape. Shifting alliances, persistent regional tensions, sanctions and the reconfiguration of supply chains are reshaping how capital flows, how liquidity behaves and how confidence is formed.

    For firms operating in the Middle East, this does not simply mean preparing for more volatility. It means operating in a system where the underlying rules are evolving.

    For much of the past three decades, businesses and investors worked within a broadly convergent global framework. Trade expanded, financial markets deepened and policy coordination – while imperfect – created a sense of predictability. That environment has changed.

    Today, economic decisions are increasingly influenced by strategic alignment, security considerations and political resilience. Markets still function, but they do so in a more fragmented and less forgiving way.

    Shifting landscape

    One of the most important consequences of this shift is that risk no longer travels along familiar paths. In the past, geopolitical events were often treated as temporary shocks layered onto an otherwise stable system.

    Today, they shape the system itself. Trade flows are influenced as much by political compatibility as by cost efficiency. Supply chains, once optimised for speed and scale, are reorganising into regional or allied clusters. Financial markets respond not only to data, but to narratives about stability, alignment and long-term credibility.

    This change places greater pressure on firms that rely on historical relationships to guide decisions. Models built on past correlations – between interest rates and equity markets, or between energy prices and regional growth – are less reliable when markets move between different regimes. The challenge is not simply higher volatility, but the fact that correlations themselves can shift quickly.

    Monetary policy adds a second layer of complexity. Major central banks are no longer moving in step. The US, Europe and parts of Asia face different inflation dynamics and political constraints, leading to diverging interest-rate paths.

    For the GCC, where currencies are largely pegged to the US dollar, this divergence has direct consequences. Local financial conditions are closely tied to decisions taken by the Federal Reserve, even when regional economic conditions follow a different cycle.

    This matters because funding costs, liquidity availability and hedging conditions are shaped by global rather than local forces. When US policy remains tight, dollar liquidity becomes more selective. When expectations shift abruptly, market depth can disappear quickly.

    For firms with international exposure, long-term investment plans, or reliance on external financing, these dynamics require careful management. They cannot be treated as secondary macro considerations.

    Energy markets further complicate the picture. The Middle East remains central to global energy supply, which means geopolitical events often interact with oil prices and financial conditions at the same time.

    When shifts in energy expectations coincide with changes in global interest-rate sentiment, liquidity conditions can tighten rapidly. This interaction is well known in academic research on fixed exchange-rate systems, but its practical implications are often underestimated in corporate planning.

    Expanding vulnerabilities

    These dynamics expose clear vulnerabilities. Concentrated supply chains are more susceptible to disruption. Financing structures dependent on continuous market access are more exposed to sudden repricing. Risk management approaches that assume stable relationships between assets are more likely to disappoint. Operational risks – particularly in technology and data – are increasingly shaped by geopolitical considerations rather than purely technical ones.

    At the same time, the region enters 2026 from a position of relative strength. GCC economies benefit from fiscal buffers, long-term investment programmes and a growing perception of stability compared to other parts of the world. In an environment where uncertainty is widespread, predictability itself becomes valuable. Capital increasingly seeks jurisdictions that combine economic ambition with institutional credibility.

    The question, therefore, is not whether opportunities exist, but whether firms are prepared to capture them responsibly. This requires a shift in how future risks are assessed and embedded into decision-making. Linear forecasts and static plans are insufficient when the environment itself can change state. Scenario thinking must evolve beyond optimistic and pessimistic cases to reflect different combinations of geopolitical alignment, monetary conditions, and supply-chain stability. These scenarios should inform capital allocation, not sit in strategy documents.

    Liquidity and risk management discipline also become central. In both trading and corporate finance, experience shows that many failures stem not from being wrong on direction, but from being overexposed when conditions change. Scaling risk to market conditions, maintaining funding flexibility and understanding how quickly liquidity can evaporate are essential practices. This is as true for corporate balance sheets as it is for trading books.

    Operational resilience must be viewed through the same lens. Supply-chain redundancy, cybersecurity preparedness and data governance are no longer purely operational concerns. They influence financial stability, investor confidence and regulatory trust. In a fragmented world, operational disruptions can quickly translate into financial and reputational damage.

    Facing the future

    As we approach 2026, leadership in the Middle East faces a clear test. The global environment is unlikely to become simpler or more predictable. Firms that continue to rely on assumptions shaped by a different era will find themselves reacting rather than positioning. Those that invest in disciplined risk management, flexible planning and operational resilience will be better placed to navigate uncertainty and to turn volatility into strategic advantage.

    In this environment, risk management is not an obstacle to growth. It is the framework that makes sustainable growth possible.

    Ultimately – and this is an often overlooked critical point – none of these adjustments, whether in scenario planning, liquidity discipline, or operational resilience, can be effective without the right human capital in place. 

    Geopolitical fragmentation and financial volatility are not risks that can be fully addressed through models or policies alone. They require informed judgement, institutional memory and the ability to interpret weak signals before they become material threats or missed opportunities. 

    Firms that succeed in this environment will be those that deliberately invest in corporate knowledge: building internal capabilities where possible and complementing them with external expertise where necessary. This means involving professionals with the right background, cross-market experience and a proven, proactive approach to risk awareness and governance. 

    In a fragmented world, competitive advantage increasingly depends not only on capital or strategy, but on the quality of people entrusted with understanding risk, challenging assumptions and guiding decision-making under uncertainty.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15306336/main.gif
  • Oman’s growth forecast points upwards

    24 December 2025

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15306449/main.gif
    MEED Editorial
  • December 2025: Data drives regional projects

    23 December 2025

    Click here to download the PDF

    Includes: Top inward FDI locations by project volume | Brent spot price | Construction output


    MEED’s January 2026 report on Oman includes:

    > COMMENT: Oman steadies growth with strategic restraint
    > ECONOMY: Oman pursues diversification amid regional concerns
    > BANKING: Oman banks feel impact of stronger economy
    > OIL & GAS: LNG goals galvanise Oman’s oil and gas sector

    > POWER & WATER: Oman prepares for a wave of IPP awards
    > CONSTRUCTION: Momentum builds in construction sector

    To see previous issues of MEED Business Review, please click here
    https://image.digitalinsightresearch.in/uploads/NewsArticle/15306140/main.gif
    MEED Editorial
  • Local firm bids lowest for Kuwait substation deal

    22 December 2025

    The local Al-Ahleia Switchgear Company has submitted the lowest price of KD33.9m ($110.3m) for a contract to build a 400/132/11 kV substation at the South Surra township for Kuwait’s Public Authority for Housing Welfare (PAHW).

    The bid was marginally lower than the two other offers of KD35.1m and KD35.5m submitted respectively by Saudi Arabia’s National Contracting Company (NCC) and India’s Larsen & Toubro.

    PAHW is expected to take about three months to evaluate the prices before selecting the successful contractor.

    The project is one of several transmission and distribution projects either out to bid or recently awarded by Kuwait’s main affordable housing client.

    This year alone, it has awarded two contracts worth more than $100m for cable works at its 1Z, 2Z, 3Z and 4Z 400kV substations at Al-Istiqlal City, and two deals totalling just under $280m for the construction of seven 132/11kV substations in the same township.

    Most recently, it has tendered two contracts to build seven 132/11kV main substations at its affordable housing project, west of Kuwait City. The bid deadline for the two deals covering the MS-01 through to MS-08 substations is 8 January.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15305745/main.gif
    Edward James
  • Saudi-Dutch JV awards ‘supercentre’ metals reclamation project

    22 December 2025

    The local Advanced Circular Materials Company (ACMC), a joint venture of the Netherlands-based Shell & AMG Recycling BV (SARBV) and local firm United Company for Industry (UCI), has awarded the engineering, procurement and construction (EPC) contract for the first phase of its $500m-plus metals reclamation complex in Jubail.

    The contract, estimated to be worth in excess of $200m, was won by China TianChen Engineering Corporation (TCC), a subsidiary of China National Chemical Engineering Company (CNCEC), following the issue of the tender in July 2024.

    Under the terms of the deal, TCC will process gasification ash generated at Saudi Aramco’s Jizan refining complex on the Red Sea coast to produce battery-grade vanadium oxide and vanadium electrolyte for vanadium redox flow batteries. AMG will provide the licensed technology required for the production process.

    The works are the first of four planned phases at the catalyst and gasification ash recycling ‘Supercentre’, which is located at the PlasChem Park in Jubail Industrial City 2 alongside the Sadara integrated refining and petrochemical complex.

    Phase 2 will expand the facility to process spent catalysts from heavy oil upgrading facilities to produce ferrovanadium for the steel industry and/or additional battery-grade vanadium oxide.

    Phase 3 involves installing a manufacturing facility for residue-upgrading catalysts.

    In the fourth phase, a vanadium electrolyte production plant will be developed.

    The developers expect a total reduction of 3.6 million metric tonnes of carbon dioxide emissions a year when the four phases of the project are commissioned.

    SARBV first announced its intention to build a metal reclamation and catalyst manufacturing facility in Saudi Arabia in November 2019. The kingdom’s Ministry of Investment, then known as the Saudi Arabian General Investment Authority (Sagia), supported the project.

    In July 2022, SARBV and UCI signed the agreement to formalise their joint venture and build the proposed facility.

    The project has received support from Saudi Aramco’s Namaat industrial investment programme. Aramco, at the time, also signed an agreement with the joint venture to offtake vanadium-bearing gasification ash from its Jizan refining complex.

    Photo credit: SARBV

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15305326/main.gif
    Edward James