
Oman: Pact inked to develop biogas project from organic waste
The strategic partnership aims to transform environmental challenges into promising economic opportunities by harnessing approximately 20 million cubic metres of biogas extracted from be'ah-managed sites. The biogas is expected to comprise about 40% biomethane – a renewable fuel – and 60% bio-CO₂, both of which can be used in various sustainable industrial applications.
Under the agreement, the two entities will work on a roadmap that includes technical and economic feasibility studies, infrastructure assessments, and identification of commercial marketing opportunities for the project's outputs. The initiative is expected to create local investment opportunities in line with the goals of Oman Vision 2040.
Both companies affirmed that the collaboration represents an integrated model of national cooperation between the energy and environmental sectors. It brings together be'ah's expertise in waste and resource management with OQ Trading's global energy capabilities, strengthening Oman's position as a regional clean energy hub.
Engineer Tariq Ali Al Amri, CEO of be'ah, described the project as a new milestone in energy recovery from organic waste through sustainable technologies. 'This initiative demonstrates how environmental challenges can be turned into developmental and economic opportunities. The production of biogas and bio-CO₂ will contribute to reducing emissions, improving waste management efficiency, and providing alternative energy sources,' he said.
Said Talib Al Maawali, Executive Director for the Middle East at OQ Trading, called the project an attractive opportunity to diversify Oman's energy mix in support of the sultanate's carbon neutrality goals by 2050. 'This is a strategic nucleus for future waste-to-energy projects and will enhance clean energy value chains across the country,' he added.
The project reflects Oman's broader commitment to sustainable development and low-carbon energy solutions in line with global trends and national objectives.
© Apex Press and Publishing Provided by SyndiGate Media Inc. (Syndigate.info).
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Gulf Business
14 minutes ago
- Gulf Business
Napster Corp's Sam Huber on how immersive tech is impacting the future of education
Image: Supplied Imagine learning from a professor who's available 24/7, speaks your language, and adapts to your learning style. At Imperial College London's IDEA Lab, that vision is already a reality, thanks to a video-based, AI platform that enables natural, intuitive chat with AI agents, now changing how students engage with complex topics. Across the Middle East, similar immersive technologies are being embraced not as novelties but as a new foundation for delivering education. The shift is already underway. When Dubai announced artificial intelligence would become a mandatory school subject in the UAE starting in 2025, it wasn't simply a policy decision – it was a clear signal. The region is preparing students for an AI-driven future, and an immersive learning environment plays a central role in it. We applaud the direction being taken and strengthen it with partnerships like the company's collaboration with These efforts represent a fundamental reimagining of institutional learning. Immersive tech + AI: Rethinking how students learn Immersive technology powered by AI has the potential to reshape learning. In a virtual field trip to Petra, for instance, AI can adapt the narrative based on a student's curiosity, slowing down for questions, offering extra detail where there's interest, and skipping what the student already knows. It becomes a dynamic, responsive experience. In science classes, simulations can pause or zoom in when students seem confused. In language labs, pronunciation tools adjust in real time. A more intuitive and supportive learning environment emerges — one that adjusts naturally to visual, auditory, and hands-on learners alike. The impact on higher education and professional training is even more pronounced. Medical students in Dubai can now perform virtual surgeries that respond to their skill levels, providing increasingly complex scenarios as competency grows. Engineering students build and stress-test structures in virtual environments that simulate real-world physics and material constraints. Architecture students walk clients through proposed buildings before the ground is broken, receiving immediate feedback that improves both design and communication skills. Immersive education: From vision to implementation The Middle East's approach to education technology reveals a crucial insight—they are not deploying technology for its sake. They are deploying technology that will help increase the level of engagement teachers have with their students and the curriculum that will help them succeed. This outcome-first mindset means greater efficiency. One immersive setup might be used for a history simulation in the morning, a biology lab in the afternoon, and a language immersion in the evening. The infrastructure supports multiple subjects without needing to be rebuilt for each one. Teachers are also finding their roles shifting—from content deliverers to experience designers. Their expertise is still central, but now it's increasingly used to create engaging, interactive sessions that bring subjects to life. Building with partners Transformation doesn't exist in isolation. Across the Middle East, governments, universities, and technology companies are building long-term partnerships to co-create new educational tools. These collaborations help institutions stay current without taking on the full development burden. The digital twin work at Imperial College is one example. They've developed AI-powered versions of real professors — digital teachers that adapt over time and provide students with tailored, on-demand guidance. It's not a replacement for educators, but an extension of what's possible in the learning experience. These kinds of partnerships ensure that the benefits — and the risks — are shared. Tech providers gain valuable insights from classroom use. Educators access tools they wouldn't be able to build alone. Governments see measurable progress toward national education goals. We are already seeing meaningful results. At INSEAD, over Why the Middle East's lead matters By investing early and aligning strategies across sectors, the Middle East is shaping a new model for education. The benefits go beyond classrooms. A generation of students comfortable with AI tools and immersive environments will enter the workforce ready for a digital-first economy. This leadership could also influence global approaches. As other regions look to modernise their education systems, many may follow the Middle East's example — not just in the technology used, but in the way outcomes, policy, and collaboration are integrated from the start. Looking ahead The next step is scale. For immersive education to move from innovation to infrastructure, it must be treated as an essential, as basic to the classroom as textbooks and whiteboards. This means continuing collaboration between innovators and educators. True success will be measured by the unique skills students gain—like spatial reasoning, cultural empathy, and scientific intuition—that traditional education can't provide. The Middle East is building something new—and in doing so, setting the pace for what's possible in education worldwide. Read:


Gulf Business
14 minutes ago
- Gulf Business
From dishwasher to dealmaker: Haitham Mattar's bold IHG expansion plan
Haitham Mattar is the MD for IHG Hotels & Resorts Middle East, Africa and Southwest Asia. (Supplied) Haitham Mattar has seen the hospitality industry from every angle. He started as a dishwasher in Atlanta, rose through the ranks of global hotel giants, and today leads IHG Hotels & Resorts across the Middle East, Africa and Southwest Asia as its managing director. But beyond the impressive career journey, Mattar is on a mission to reshape regional tourism and inspire the next generation. 'I've been in hospitality for over 30 years,' he tells Gulf Business. 'I actually stepped away for a while to head up tourism for Ras Al Khaimah, then advised Saudi Arabia, before coming back to IHG. I started right at the bottom, in the kitchen, scrubbing pots and pans, and I learned very quickly that no job is too small in hospitality. That's why I wrote my book Pots and Pans and Five-Year Plans: it's intended to inspire the younger generation to dream big.' The book, published earlier this year, dives into resilience, navigating adversity, and building a fulfilling career, whether in hospitality or another industry. It charts Mattar's story from his childhood in Lebanon during the civil war, to immigrating to the US at age five, and launching his career at the Courtyard by Marriott in Georgia. 'I started as a dishwasher,' he recalls. 'I was 17 and just wanted a weekend job like my friends. I didn't want to rely on my family for pocket money, so I took what I could get. But I was curious — how did the chef make breakfast? How could I master whatever role I had? That mindset stayed with me.' From Marriott, Mattar eventually joined IHG, beginning with a role at the InterContinental Dubai on the Creek. 'I started in rooms division, then became Director of Sales and Marketing. I stayed about five years before moving into a regional role covering East Africa. I left in 2011 to join Hilton, spent five years in Ras Al Khaimah, two years in Saudi, and now I'm back. This is my fifth year again with IHG,' he says. 'Seems like I run on five-year cycles.' Doubling down on Saudi Today, Mattar oversees a vast region spanning the Middle East, Africa, and South Asia. IHG currently operates 220 hotels in this footprint, with 180 more in the pipeline. The group is positioned to nearly double its regional presence in the next five years. Saudi Arabia is the biggest growth driver. 'We have 45 operating hotels in the Kingdom and another 49 in the pipeline. That's over 100 per cent growth,' he says. 'It's also our 50th year in Saudi. We've had a presence there since 1975, and we continue to see momentum.' In the UAE, IHG has 34 operational properties and 12 in development, representing 50 per cent growth. 'Dubai remains attractive, particularly with ownership changes. New buyers often look to rebrand, and that gives us opportunities to bid,' says Mattar. 'We've also signed Greenfield projects, including the world's tallest hotel tower under our Vignette Collection brand.' Despite a high volume of new supply, Dubai's hotel occupancy rarely dips. 'The city's average occupancy has never dropped below 75 per cent. That's a testament to the leadership's strategy of aligning supply with demand,' he says. Regional gaps and opportunities Beyond the UAE and Saudi Arabia, Mattar sees mixed readiness across the rest of the GCC. 'Oman has huge potential — rich culture, great food, incredible nature. But they haven't fully bounced back from COVID. Key markets like Germany and the UK haven't returned in the same numbers,' he says. 'There's a new tourism minister and a solid strategy in place, so I'm optimistic.' Kuwait, however, has not prioritised tourism yet. 'There's limited hotel development. We're opening a new InterContinental soon and recently launched a Vignette Collection hotel on the beach, but it's still mainly business travel.' Bahrain sees modest volumes, primarily from weekend travellers coming from Saudi's Eastern Province. As for Qatar, the post-World Cup environment has created new challenges. 'There's a lot of supply in the market, but not yet a consistent 12-month events calendar to drive sustained demand,' Mattar explains. 'Events tend to be last-minute, which causes spikes and dips in occupancy. We'd like to see more engagement between the tourism board and the private sector. There's an opportunity for Qatar and the UAE to collaborate more on tourism. It's just a short hop between the two.' He also supports the upcoming unified GCC tourism visa. 'It would be a game changer. Like the Schengen visa in Europe, a regional visa would allow travellers to explore multiple countries in one trip. Fly into Dubai, visit Doha, drive to Muscat — it's all possible.' The conscious traveller Across all markets, Mattar is seeing a growing demand for sustainable travel. 'Today's traveller wants to stay in hotels that practise what they preach on sustainability. They want to be part of the journey,' he says. IHG's Journey to Tomorrow is a 10-year global sustainability plan, and the group has embraced it across the region. 'Over 85 per cent of our hotels in this region have adopted practices like water conservation, LED lighting, and energy-efficient room management systems,' says Mattar. One example is in-house water bottling to eliminate plastic waste. Another is IHG's Green Engage programme, which provides hotel managers with more than 200 actions to reduce carbon footprint and energy usage. 'Many of our properties now have intelligent in-room systems that regulate air conditioning, lighting, and energy consumption based on guest behaviour,' he explains. 'Guests notice the details. They ask questions. They expect no single-use plastics. They want towels reused, not washed daily. Sustainability is now part of the decision-making process.' One of IHG's latest developments is the debut of its first Kimpton in the UAE with a new signing in Dubai's Business Bay. Market insights When it comes to the UAE's top source markets, India leads year-round, followed by the UK, Germany, Russia, Ukraine, and the US. 'The US is especially strong for conferences,' Mattar says. In Saudi Arabia, the guest mix is highly diverse. 'The holy cities attract Muslims from all over the world — China, the US, the UK. But we're also seeing more interest from American and European travellers who are curious about Saudi's transformation.' India continues to be a key market for Saudi Arabia as well. 'We're seeing more visiting friends and relatives traffic. That helps the wider ecosystem because people spend on malls, restaurants, and entertainment — not just hotel rooms.' Looking ahead With rising tourism targets in both Saudi Arabia and the UAE, Mattar believes collaboration is essential. 'Whether it's sustainable travel, regional integration, or just offering great experiences, we all have a role to play,' he says. 'Our job is to help people dream big — whether they're checking in as a guest or starting out in their career like I did.' Haitham Mattar (left), managing director for IHG Hotels & Resorts in India, Middle East & Africa, and Issam Kazim, CEO of Dubai Corporation for Tourism and Commerce Marketing, following the signing of an MoU in December 2024 to strengthen collaboration between Dubai Economy and Tourism and IHG.


The National
an hour ago
- The National
UAE Property: ‘Should I pay a penalty if I break my lease early?'
Question: For personal reasons, I need to break my lease early. Do I have to pay a penalty? AG, Dubai Answer: Carefully read through your rental contract because in most cases you will have to pay a penalty for breaking the lease early. If your contract includes a break clause, which typically allows early termination with 60 or 90 days' notice, you would still pay a penalty – usually one or two months' rent. If there's no break clause, you are legally liable for the remainder of the lease. However, many landlords are willing to negotiate, especially if you help to find a new tenant. Having a good business relationship with your landlord is very important, especially in situations like this. Mediate and try to get any agreement in writing. If the landlord is unco-operative or tries to retain your full deposit without cause, you can raise a complaint with the Rental Dispute Settlement Committee. The RDSC can often negotiate between the parties to find common ground and mediate such disputes fairly. Q: My landlord is evicting me for his personal use of the property, but I suspect it's just a tactic, given how market rents have performed in recent months. I don't want to move out. What are the chances I can stay? WT, Dubai A: Landlords can evict tenants for personal use only if they or a first-degree relative will occupy the property. They must give you notarised 12-month notice and are not allowed to re-let the property for two years after you leave. They also have the burden of proof that they do not own another suitable property that they could use instead. If the landlord rents out the property again after eviction, that's a violation of Article 25(2)(a). You can file a case at the RDSC, and if the court determines the landlord acted in bad faith, you could be awarded compensation. This could be equivalent to the rent plus costs, but the amount will be determined by the judge of the day at the RDSC. Keep all written communication and document what happens after the notice period. Evidence is vital to proving misuse of this clause. However similar cases heard at the RDSC might appear, the outcomes may differ. This is because the law in the UAE is not set on precedent. Bear this in mind if you wish to pursue a case. Q: The air conditioning is not working properly in the property I rent, but the landlord won't fix it. Isn't that his responsibility? I've been in this apartment for two years without too much hassle, but the landlord has recently become difficult. Please advise. KT, Dubai Watch: Dubai property investors 'becoming more selective' A: Under Article 16 of Dubai's tenancy law, landlords are responsible for major maintenance and structural repairs, including air conditioning, unless your contract clearly states otherwise. Tenants may be responsible for minor repairs up to a value (usually Dh500 or Dh1,000), but anything beyond that, especially vital systems like cooling, must be handled by the landlord. If they fail to act: Send a written request citing the law and your lease. If there's no response, you can file a complaint with the Dubai Land Department or the RDSC. In some cases, you may fix the issue yourself with written permission and deduct the cost from rent. If the problem is unbearable, especially now in the summer heat, I would get three quotes and pick the most suitable one, not necessarily the cheapest or most expensive, just so you can live in comfort. You can always sort out repayment at a later stage. I would advise this if the landlord is unresponsive. Do not withhold rent as this could weaken your legal standing. Always go through proper channels.