Nuclear power industry needs $120bn a year by 2030

The renewed momentum behind nuclear energy has the potential to open a new era for the secure and clean power source as demand for electricity grows strongly around the world. (SPA)
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Updated 18 January 2025
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Nuclear power industry needs $120bn a year by 2030

  • Private sector is increasingly viewing nuclear energy as an investible energy source

RIYADH: Nuclear energy development funding needs to double to $120 billion a year by 2030 to meet the rising demand for infrastructure development, according to an analysis. 

In its latest report, the International Energy Agency said that both public and private investments are needed to meet the rising financial needs in the sector. 

According to the analysis, ensuring the predictability of future cash flows is key to bringing down financing costs and attracting private capital to the nuclear sector. 

The analysis from IEA comes at a time when countries such as Saudi Arabia are actively exploring ways to ramp up nuclear programs to diversify their energy mix. 

“Public funding alone will not be sufficient to build a new era for the nuclear energy sector. Private financing will be needed to scale up investments,” said IEA. 

It added: “The private sector is increasingly viewing nuclear energy as an investible energy source with the promise of firm, competitive, clean power that can serve energy-intensive operations 24/7.”

IEA suggested that a supportive regulatory framework that increases visibility, including limiting liabilities, is crucial for debt financing in the nuclear energy sector, as financial institutions lend based on reliable future cash flow expectations. 

“Long-term power purchase agreements can also be underwritten by large consumers, who can lock in future supplies of electricity at average cost. These arrangements can also open the door to proven commercial financing instruments, such as green bonds, supported by accommodating regulations and taxonomies,” said IEA. 

It’s clear today that the strong comeback for nuclear energy that the IEA predicted several years ago is well underway, with nuclear set to generate a record level of electricity in 2025.

Fatih Birol, executive director of IEA

In a separate analysis published on Jan. 15, the Atlantic Council, an American think tank in the field of international affairs, echoed similar views and said the COP28 goal of tripling nuclear energy capacity is within reach, if investments are deployed in the sector in an adequate manner. 

Amy Drake, assistant director at the Nuclear Energy Policy Initiative with the Atlantic Council Global Energy Center said that tripling nuclear energy capacity would require upwards of $150 billion in annual global investment by 2050. 

“Private investment — in addition to government-backed initiatives — is critical to accelerate nuclear energy deployment at scale. Leaders in the nuclear energy industry must continue to engage with banks and financial institutions to mobilize capital to support anticipated levels of growth,” said Drake. 

She added: “Deploying new nuclear energy projects at scale will require global leaders to translate pledges into action. Multilateral engagement, backing from the financial sector, and buy-in from new customers could deliver major wins for nuclear energy.”

IEA forecasts record nuclear energy generation in 2025

According to the report, electricity generated using nuclear power is expected to reach unprecedented levels this year, accounting for nearly 10 percent of global production — with  a further 63 nuclear reactors currently under construction.

“It’s clear today that the strong comeback for nuclear energy that the IEA predicted several years ago is well underway, with nuclear set to generate a record level of electricity in 2025,” said Fatih Birol, executive director of IEA. 

He added: “In addition to this, more than 70 gigawatts of new nuclear capacity is under construction globally, one of the highest levels in the last 30 years, and more than 40 countries around the world have plans to expand nuclear’s role in their energy systems.”

Ushering a new era in nuclear energy sector 

The energy think tank said that renewed momentum behind nuclear energy has the potential to open a new era for the secure and clean power source as demand for electricity grows strongly around the world. 

The agency added that the nuclear energy sector is showing a fresh impetus of growth driven by new policies, projects, investments and technological advances, such as small modular reactors. 

“SMRs in particular offer exciting growth potential. However, governments and industry must still overcome some significant hurdles on the path to a new era for nuclear energy, starting with delivering new projects on time and on budget — but also in terms of financing and supply chains,” added Birol. 

IEA highlighted that SMRs can dramatically cut the overall investment costs of individual projects to levels similar to those of large renewable energy projects such as offshore wind and large hydro, which makes these projects less risky for commercial lenders. 

Deploying new nuclear energy projects at scale will require global leaders to translate pledges into action.

Amy Drake, assistant director at the Nuclear Energy Policy Initiative

Another major positive factor that could drive the growth of SMRs is their modular design which will significantly cut construction times, with projects expected to reach cash flow break-even up to 10 years earlier than for large reactors.

“The strong credit rating of the technology players behind data centers can also facilitate financing for SMR projects targeting this sector,” added the energy agency. 

Last year, some of the world’s largest tech firms announced big commitments to invest in nuclear energy projects, including agreements between Google and Kairos Power, Amazon and X-energy, and Microsoft and Constellation Energy.

Atlantic Council said that partnerships between so-called Big Tech and reactor companies marked some of the most promising developments toward establishing demand at scale. 

“The partnerships illustrate the potential for financial mechanisms, such as power purchase agreements, to de-risk investments in novel projects. Using these developments as a blueprint, nuclear energy providers should work closely with other energy-intensive sectors, such as heavy manufacturing, as demand for clean electricity surges worldwide,” said Drake. 

IEA also highlighted the importance of the government’s role in strengthening the nuclear energy sector, which includes providing incentives and public finance. The report added that this power source can provide services and scale that are difficult to replicate with other low-emissions technologies. 

“Taking advantage of this opportunity requires a broad approach from governments, encompassing robust and diverse supply chains, a skilled workforce, support for innovation, de-risking mechanisms for investment as well as direct financial support, and effective and transparent nuclear safety regulations, alongside provisions for decommissioning and waste management,” the IEA report added. 

The analysis also highlighted the demographic and geographic distribution of nuclear power plants globally, with most of the existing nuclear power fleet today being in advanced economies, but many of those plants were built decades ago. 

IEA added that the global map for nuclear energy is changing, with the majority of projects under construction in China, which is on course to overtake both the US and Europe in installed nuclear capacity by 2030. 

Of the 52 reactors that have started construction worldwide since 2017, 25 are of Chinese design and another 23 are of Russian design. 

“Today, more than 99 percent of the enrichment capacity takes place in four supplier countries, with Russia accounting for 40 percent of global capacity, the single largest share,” said Birol. 

He added: “Highly concentrated markets for nuclear technologies, as well as for uranium production and enrichment, represent a risk factor for the future and underscore the need for greater diversity in supply chains.”

Saudi Arabia is also looking to play its part in the development of the energy source. 

Launched in 2017, the Kingdom’s National Atomic Energy Project is a cornerstone of the government’s strategy to diversify its energy sources and reduce its dependence on fossil fuels. 

The project aims to integrate nuclear power into the national energy mix, enhancing sustainability and fulfilling international commitments.

Earlier in January, Saudi Arabia’s Energy Minister Prince Abdulaziz bin Salman said that the Kingdom is planning to begin enriching and selling uranium.


How AI and financial literacy are redefining the Saudi workforce

Updated 40 min 48 sec ago
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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.