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Delving into a disorderly transition: the latest EI Statistical Review of World Energy reveals ‘a new mindset’
9/7/2025
8 min read
Feature
Romain Debarre, Kearney Partner and Managing Director of its Energy Transition Institute, and Wafa Jafri, KPMG Partner and UK Lead for Energy and Natural Resources Strategy, joined Energy Institute (EI) President Andy Brown OBE FEI and EI CEO Nick Wayth FEI CEng on stage to launch the Statistical Review of World Energy in London in late June. New Energy World Senior Editor Will Dalrymple heard their views.
The launch of the Energy Institute’s 74th Statistical Review of World Energy in late June began with a summary and analysis presented by Nick Wayth (reported last week; see links below). It then turned to the views of the experts who helped put it together. Their views ranged between comments about the current situation, and more specific focus on electrification and the continuing role of gas.
KPMG’s Wafa Jafri emphasised a specific term to describe the energy transition today: disorderly. ‘We’re seeing growth in renewables being uneven across the globe. Fossil fuel mixes are changing. Infrastructure and policy are not keeping up with rising demand, especially the way that we’re changing the demand with the rise of AI. And we’re seeing climate targets slipping. In this disorderly transition, there isn’t a single playbook for success. We’ve seen businesses adapt regionally-tailored strategies with a focus on operational resilience. Energy portfolios that are able to flex with shifting policy, increasing costs and adapting to the infrastructure challenges are the ones that will be successful. What we’re seeing is that agility in this market matters most.’
Kearney’s Romain Debarre also focused on the theme of change, especially as it plays out in the corporate world: ‘We are observing that energy markets are becoming increasingly localised. Each region has its own specific strategy and targets and development at the moment, because the drivers of the energy transition are very specific. Amid these evolutions, many energy companies are being reshaped. Looking at measures being taken, some are focusing on core business, and others have adopted a dual strategy. This is a big step change, and we will probably see the results in the next few years. There is a new mindset within these medium-to-large companies to focus on short-term profitability, delay or scale-back of mature renewables investment and riskier energy ventures. Also, they are developing strategic alliances to reinforce procurement strengths. For me, 2024 may well be seen as the beginning of a pattern shift with a renewed focus on resilience and risk hedging.’