ACWA’s CEO bullish on future with assets doubling while costs fall on AI, automation

Acwa Power's headquarters in Riyadh. (Supplied)
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Updated 09 September 2021
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ACWA’s CEO bullish on future with assets doubling while costs fall on AI, automation

  • Acwa plans to invest up to SR2.8bn of its own money a year to expand its $248bn assets base
  • CEO Paddy Padmanathan confident any drop in renewable price won't harm profits

Acwa Power will stick to its ambitious spending plans after it goes public and double its assets over the next four years, the head of the energy and water company has told Arab News,

Paddy Padmanathan, CEO of the business, was bullish about Acwa’s future prospects as he talked up how technological developments are revolutionizing the way the company operates.

The Riyadh-based firm already has 64 projects across the world, and Padmanathan insists there will be no slowing down when 81.2 million shares, representing 11.1 percent of the company, are listed on the Main Market of the Saudi Stock Exchange, Tadawul.

The company, which the Saudi sovereign wealth fund is a key shareholder in, uses project finance to fund all of its projects but it will continue investing around SR2.8bn a year of its own money into these projects to keep growing, Padamanthan explained.

“We’ve got 64 assets in operation, construction and advanced development in 13 countries on three continents. This represents $248 billion worth in value, and we are producing 2.8 million cubic meters of desalinated water, and 20 gigawatts of energy. By 2025 this should be 41 gigawatts and 6.4 million cubic meters,” Padmanathan told Arab News, adding: “We developed a business model based on diversification, and demonstrated the efficiency we’ve demonstrated, and our ability to deliver new assets.”

IPO Rationale

For a company that is financially endowed like Acwa, tapping the equity market for additional funding might sound strange as they need now to deal with shareholders and filing requirements every few months, but its CEO thinks that it's the right move at the right time. “We made sure we got enough funding in other ways and put shares in the Saudi financial market as an ideal model for that,” he continued.

There are plenty of opportunities for Acwa that require optimal use of capital, and the company is keen to maintain good credit lines.

"It's important that we have investor diversification and share opportunities for energy transformation and carbon removal from industrial manufacturing," Padmanathan said.

As well as selling shares through Tadawul, the use of green sukuk bonds to raise capital are also on the company's radar with the company developing more clean energy projects.

AI, Automation and Cost Competitiveness

Padmanathan was also clear that energy-focused companies such as Acwa have nothing to fear from any drop in the price of renewable energy.

“The price of renewable energies [is] coming down predominantly due to fantastic advances in technology, amazing improvements in methods of construction, more confidence and more ability to operate and maintain more efficiently.”

“Artificial intelligence and machine learning also help in optimising the design, construction and operation and maintenance. That helps drive the cost down. We are also in a fairly low interest rate environment, which is allowing us to access debt capital [that is] very competitive.”

Padmanathan flagged up the developments in the solar panel industry as an example of where technology is helping companies reap financial rewards.

He said: “Four years ago, some guy put material on the back of the panel [as well as the front].”

“Wow! Surprise, we now have double sided panels. So, for the same infrastructure with a bit of extra silicon cost,  we're getting 15, 16, 18 percent more energy, straight away.”

“I've done nothing, I'm not losing any profit. It's because of technology improvement.”

Even the act of installing solar panels in fields has changed. Padmanathan said that five years ago up to 600 people would be digging foundations and installing the panels.

“[Now] we have automatic machines that just move and position themselves with a global positioning system. The machines don't take a break, they don't stop at night,” said Padmanathan.

All of this adds up to Acwa Power’s confidence in its ambitions to double its assets in the next four years.

“It's all about those who are able to stay ahead of the innovation, bring entrepreneurship, and continue to deliver fit for purpose solutions like we are doing,” Padmanathan said, adding: “You can continue to deliver lower and lower and lower costs and keep risk reflective margins, which is what we do.”

“It's not a case of the margins coming down. I think we should be more cost competitive as technology continues to improve and the learnings get better.”


Saudi ports brace for cargo surge as shipping lines reroute

Updated 09 March 2026
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Saudi ports brace for cargo surge as shipping lines reroute

RIYADH: Preliminary estimates suggest that several global shipping lines could reroute part of their operations to Saudi Arabia’s Red Sea ports, potentially adding 250,000 containers and 70,000 vehicles per month, according to Rayan Qutub, head of the Logistics Council at the Jeddah Chamber of Commerce, in an interview with Al-Eqtisadiah.

“Any disruption in the Strait of Hormuz not only affects maritime traffic in the Arabian Gulf but could also reshape global trade routes,” Qutub said, highlighting the strait’s status as one of the world’s most critical maritime chokepoints for energy and goods transport.

With rising regional tensions, international shipping companies are reassessing their routes, adjusting shipping lines, or exploring alternative sea lanes. This signals that the current challenges extend beyond the Arabian Gulf, impacting the global supply chain as a whole.

Limited impact on US, European shipments

The effects of these developments will not be uniform across trade routes. Qutub noted that goods from China and India, which rely heavily on routes through the Arabian Gulf, are most vulnerable to disruption. In contrast, shipments from Europe and the US typically traverse western maritime routes via the Suez Canal and the Red Sea, making them less susceptible to regional disturbances.

Saudi Arabia’s strategic location, he emphasized, strengthens the resilience of regional trade. The Kingdom operates an integrated network of Red Sea ports — including Jeddah, Rabigh, Yanbu, and Neom — that have benefited from substantial infrastructure upgrades and technological enhancements in recent years, boosting their capacity to absorb increased cargo volumes.

Red Sea bookings

Several major carriers, including MSC, CMA CGM, and Maersk, have already opened bookings to Saudi Red Sea ports, signaling a shift in operational focus to these strategically positioned hubs.

However, Qutub warned that rerouted shipments could increase sailing times. Cargo from Asia, which normally takes 30-45 days, might now require longer voyages via the Cape of Good Hope and the Mediterranean, potentially extending transit to 60-75 days in some cases.

These changes are also reflected in rising shipping costs, driven by longer routes, higher fuel consumption, and increased insurance premiums — a typical response when global trade patterns shift due to geopolitical pressures.

Qutub emphasized that Saudi Arabia’s transport and logistics sector is managing these developments through coordinated government oversight. The Ministry of Transport and Logistics, the Logistics National Committee, and the Logistics Partnership Council recently convened to evaluate the impact on trade and supply chains. Regular weekly meetings have been established to monitor developments and implement solutions to safeguard the stability of supplies and continuity of trade.

He noted that the Kingdom’s logistical readiness is the result of long-term strategic investments, encompassing ports, airports, road networks, rail systems, and logistics zones. Today, Saudi logistics integrates maritime, land, rail, and air transport, enabling a resilient response to global disruptions.

Qutub also highlighted the need for the private sector to continuously review logistics and crisis management strategies, develop alternative plans, and manage strategic stockpiles. Such measures are essential to mitigate temporary fluctuations in global trade and ensure smooth supply chain operations.