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Saudi power chair: Tariffs weaken the global energy transition and hurt humanity

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The global energy transition continues to press forward, but tariff wars and the rising politicization of renewable power is hurting the growth of clean, accessible electricity worldwide, said the founder and chairman of Saudi Arabia’s ACWA Power.

Speaking at the Fortune Global Forum in Riyadh, ACWA chairman Mohammad Abunayyan and others discussed the global need of relying on the right mix of solar, wind, and battery-storage power, as well as fossil fuels and nuclear power to produce enough electricity for people in every part of the world to have the most secure, clean, and affordable energy, especially as renewables increasingly become more cost-competitive.

But Abunayyan cautioned against the “great disturbance” of rising trade barriers—without specifically mentioning the trade wars initiated by U.S. President Donald Trump—and he praised China for leading the world in the energy transition. He said politicians should remove themselves more from energy politics. It’s harmful when world leaders say green energy or wind power is “not good,” he said, again not naming Trump and his attacks on wind and other renewables.

“These barriers with imports, exports, all of these issues, they are making it more complicated for the world. They are making it very expensive for everybody. We are just creating barriers unnecessarily for no reason. The whole globe needs each other,” Abunayyan said. “There’s no one country that does not need the others. We are all human on this Earth. We need to work together, we need to have integration, and we need to think about how we create something that’s good for all our people on this Earth.”

Apart from being a leading renewables developer, ACWA also is building the world’s largest green hydrogen project in Saudi Arabia to produce ammonia, the NEOM Green Hydrogen Project, which is slated for completion in 2027.

ACWA, which is 50% owned by the Saudi sovereign wealth fund, has grown into one of the largest renewable energy and water desalination players in the world, developing projects in Saudi Arabia and throughout Asia and Africa, including China. The China Southern Power Grid owns a major stake in some of ACWA’s Asian wind subsidiaries.

Abunayyan also praised “Chinese innovation” for leading the energy transition, especially with China controlling the largest supply chains for wind turbines, solar panels, and battery components. “If there is no China, there is no energy transition,” he said. “We have to give full credit to China innovation, scale, competitiveness, and giving solutions to the world that they will be able to go into an energy transition.”

Likewise, Abu Dhabi-based Masdar is helping the United Arab Emirates and other Middle Eastern countries transition to renewables for domestic power, even as they remain major global oil exporters.

Striking the right balance

Masdar CEO Mohamed Jameel Al Ramahi said the UAE aims to have 50% of its electricity generated by renewables by 2030. One key component is Masdar’s “round-the-clock,” 1 gigawatt renewable project that broke ground in Abu Dhabi in October. The project is combination of solar power and battery storage—coupled with AI software management—that will provide power 99% of the time, he said, and eliminates the intermittency problems cited by renewable energy critics.

“We can now control the power of the sun. We store during the day, and we generate during the day, and then we dispatch during the night,” Al Ramahi said. “This could be a blueprint and replicated elsewhere.”

The CEO of France-based, multinational utility giant Engie agreed about the need to embrace both renewables and energy diversification.

Engie is investing in renewables more than any other power source, CEO Catherine MacGregor said, but that doesn’t mean only building solar farms in every corner of the world. Doing so would lead to an unreliable, inefficient energy grid.

“It’s not going to be one technology saving the world,” she said. “It’s the very smart integration, technology-based smart grid that is going to be the solution on the power side.”

Still, it’s critical to focus on making new electricity generation as green as possible—whether it’s new demand or replacing old assets—while leaning into whatever low-carbon generation sources make the most sense for every geography or nation.

“We are more confident than ever that we’re pointing in the right direction with the caveat that the projects have to be good projects,” MacGregor said. “You need to provide the right electrons at the right times. The electricity that you produce has to have the right profile that customers need.”



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Credit card companies are jacking up annual fees for airport lounges

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For every passenger trying to decide if a $17 slimy ham and cheese croissant and their phone’s 34% remaining battery will sustain them for a four-hour layover, there’s someone smugly sipping a complimentary gin and tonic in a secret luxury lounge.

Once a refuge for frequent business travelers, airport lounges are increasingly becoming more popular (and crowded) with casual travelers, encouraging some companies to create even more exclusive spaces—or raise the barrier to entry:

  • Capital One opened its largest lounge (13,500 square feet) in June at NYC’s JFK Airport, complete with Ess-a-Bagels and a designated cheesemonger (as well as classic lounge amenities, like shower suites and a cocktail bar).
  • Over half of JFK’s overall Terminal 4 lounge space has been added in the last two years.

How much would you pay for exclusivity?

The increase in global airport lounge visits in 2024 (31%) has outpaced growth in air traffic overall (10.4%) compared to the previous year. And access isn’t cheap. United charges $750 annually for individual access to its airport lounge network. Amex recently announced that the annual fee for its Platinum card—which includes the perk of lounge access—is increasing from $695 to $895. And one of the most popular travel perk cards, the Chase Sapphire Reserve, just ratcheted up its annual fee from $550 to $795.—MM

This report was originally published by Morning Brew.



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Trump’s $2,000 tariff ‘dividends’ would cost twice as much as the revenue coming in, budget watchdog warns

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President Trump’s recent proposal to pay Americans “at least $2,000 a person” from new tariff revenue—a policy he calls “tariff dividends”—is facing sharp criticism from a budget watchdog, who calculates that the plan will actually lose twice as much money for the country as the tariffs are generating.

Writing in a weekend post on Truth Social, Trump argued that tariff revenues could be redistributed directly to individuals in the form of annual payments, with “high income people” excluded from the payouts. The idea, pitched as a way both to reward taxpayers and possibly reduce the national debt, bears a strong resemblance to the structure of the COVID-era Economic Impact Payments, according to an analysis by the nonpartisan Committee for a Responsible Federal Budget (CRFB).

But the numbers reveal a steep fiscal challenge. The CRFB estimates that distributing just a single round of $2,000 payments to Americans—calculated to match the COVID payments, which included both adults and children—would cost the federal government around $600 billion per year. By contrast, the tariffs that Trump has championed have raised about $100 billion to date and, even accounting for pending legal cases, are only projected to raise about $300 billion annually going forward.

Deficits could skyrocket

“If tariff dividends are paid annually, deficits would increase by $6 trillion over ten years,” the CRFB writes, “roughly twice as much as President Trump’s tariffs are estimated to raise over the same time period.” This means not only that the revenue from tariffs would fail to cover dividend payouts, but also that the policy would exacerbate America’s long-term fiscal challenges.

To put the numbers in perspective, if dividends were paid out on a “revenue neutral” basis—matching payouts to actual tariff revenue—the analysis estimates that payments could be made only every other year, starting in early 2027. Should the Supreme Court uphold current lower court rulings that have deemed some of Trump’s tariffs illegal, remaining tariffs would only cover the dividend payments once every seven years.

Debt implications

Beyond blowing past the revenue generated, diverting all tariff proceeds to pay these dividends would restrict the government’s ability to use tariff income for reducing deficits or paying down debt, as some administration officials have proposed. The CRFB warns that using all tariff revenue for rebates would push federal debt to 127% of Gross Domestic Product (GDP) by 2035, compared to 120% under current law. If $2,000 dividends were paid annually, that figure could jump further, reaching 134% of GDP over the same period.

Such projections come at a time when annual budget deficits are nearing $2 trillion and national debt is quickly approaching an all-time high, making fiscal discipline a top concern for watchdogs and policy analysts.

Trump’s proposal draws inspiration from pandemic-era Economic Impact Payments (EIPs), but those measures were carefully income-tested to phase out payments for individuals earning over $75,000 and joint filers over $150,000. The CRFB said its analysis used similar eligibility parameters for its cost estimate, suggesting that without strict limits, the fiscal hit could be even higher.

For this story, Fortune used generative AI to help with an initial draft. An editor verified the accuracy of the information before publishing. 



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Wendy’s plans hundreds of store closures to boost profits

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Wendy’s plans to close hundreds U.S. restaurants over the next few months in an effort to boost its profit.

The Dublin, Ohio-based chain said during a conference call with investors Friday that it planned to begin closing restaurants in the fourth quarter of this year. The company said it expected a “mid-single-digit percentage” of its U.S. stores to be affected, but it didn’t give any more details.

Wendy’s ended the third quarter with 6,011 U.S. restaurants. If 5% of those locations were impacted, it would mean 300 store closures.

The new round of closures comes on top of the closure of 240 U.S. Wendy’s locations in 2024. At the time, Wendy’s said that many of the 55-year-old chain’s restaurants are simply out of date.

Ken Cook, Wendy’s interim CEO, said Friday the company believes closing locations that are underperforming – whether it’s from a financial or customer service perspective – will help improve traffic and profitability at its remaining U.S. restaurants.

Cook became Wendy’s CEO in July after the company’s previous CEO, Kirk Tanner, left to become the president and CEO of Hershey Co.

“When we look at the system today, we have some restaurants that do not elevate the brand and are a drag from a franchisee financial performance perspective. The goal is to address and fix those restaurants,” Cook said during a conference call with investors.

Cook said in some cases, Wendy’s will make improvements to struggling stores, including adding technology or equipment. In other cases, it will transfer ownership to a different operator or close the restaurant altogether.

U.S. fast food chains have been struggling to attract lower-income U.S. consumers in the past few years as inflation has raised prices. In the July-September period, Wendy’s said its U.S. same-store sales, or sales at locations open at least a year, fell 5% compared to the same period last year.

Cook said $5 and $8 meal deals — which have been matched by McDonald’s — have helped bring some traffic back to its U.S. stores. But Wendy’s isn’t doing a good job of bringing in new customers, Cook said, so the company plans to shift its marketing to emphasize its value and the freshness of its ingredients.

Wendy’s shares dropped 7% Friday. On Monday, they were down 6% in afternoon trading.



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