Equinor Scraps All 2030 Renewable Targets, Replaces Green Goals with $3 Billion Share Buyback

February 2025 – First Major Cut: The first major cracks appeared in early 2025 when Equinor lowered its 2030 renewable capacity target to 10–12 GW and completely abandoned the 50% capex allocation goal . The company halved its planned renewable investments over two years to roughly $5 billion and outlined a plan to boost oil and gas production by more than 10% .

June 2026 – The Final Erasure: The complete abandonment arrived in June 2026 when Equinor dropped the remaining 10–12 GW target entirely. The planned allocation to the power business—which includes renewables—was slashed to just 10% of capex, down from 50% . In its place, the company offered a "broader power generation outlook" that includes non-renewable generation technologies. CEO Anders Opedal framed the shift as a strategic broadening: “We are not replacing one business with another. Instead, we are developing multiple pathways in parallel: oil and gas, power and renewables, and new low-carbon solutions" .

The language in official documents shifted accordingly. The 2025 Energy Transition Plan had already begun to replace specific megawatt targets with language emphasizing "value creation" and "disciplined capital allocation." The June 2026 transition plan completed this linguistic pivot, removing any reference to a renewable capacity number .

Why the Green Goals Collapsed

Equinor’s leadership cited several converging pressures that made its green ambitions untenable. The company pointed to a “higher for longer” demand outlook for oil and gas, which made fossil fuel investments increasingly attractive compared to renewables . The offshore wind market, once central to Equinor’s strategy, had soured due to supply chain inflation, permitting challenges, and lower-than-expected returns .

The 2025-2026 conflict in the Middle East further boosted oil and gas prices, making a pivot toward fossil fuels even more lucrative. As CEO Anders Opedal explained in February 2025, “We are reducing our financial commitments to renewables and low carbon technologies because we do not foresee the required profitability in the future" . Equinor's own strategy document stated that the new plan “mirrors similar moves by peers," signaling a herd mentality among European oil majors .

The Cash Pivot: $3 Billion in Buybacks

The retreat from renewables was paired with an aggressive expansion of shareholder returns, creating a stark contrast that critics have labeled as greenwashing in reverse . On June 16, 2026, Equinor announced it would:

• Double its 2026 share buyback from $1.5 billion to $3 billion .
• Introduce a predictable annual buyback framework of $2–4 billion from 2027 onward, contingent on oil prices between $60 and $80 per barrel .
• Target production of 2.3 million barrels of oil equivalent per day by 2030, up from a record 2.14 million boe/d in 2025 .
• Target 30% growth in cash flow from operations after tax between 2025 and 2030 and cumulative free cash flow of more than $40 billion from 2026-2030 .

The Wall Street Journal noted that the plan “targets fossil fuel growth” and prioritizes shareholder returns over green investment . The company highlighted that it had delivered a total shareholder return of almost 1,800% over 25 years as a listed company, underscoring its commitment to investor payouts above energy transition goals .

A Synchronized European Retreat

Equinor is not alone. Its strategy aligns with a broader, synchronized pullback by European oil majors who are re-prioritizing their core oil and gas businesses:

• BP significantly scaled back its 2030 emissions reduction and renewables targets in 2023–2025, returning to oil and gas to boost short-term returns .
• Shell abandoned its 2035 oil output reduction target, scrapped a 1.5 GW/year renewable capacity goal, cut its low-carbon hydrogen target, and exited major offshore wind projects in 2024–2025 .
• TotalEnergies similarly moderated its renewable ambitions while boosting shareholder payouts.

Morningstar noted that Equinor’s plan “mirrors similar moves by BP and Shell” . The collective pivot reflects an industry realization that high-profile green pledges made earlier in the decade are difficult to deliver profitably in a high-cost, low-margin renewable energy environment.

Equinor's case is now the most extreme example of this trend. It has evolved from setting some of the industry's most ambitious targets in 2021 to erasing them entirely in 2026, all while funneling tens of billions of dollars back to shareholders. The "power generation outlook" that replaced its numeric capacity goal is now a shell: a placeholder that signals the company has no measurable, public commitment to building renewable energy at scale.