Pact to explore sustainable methane pilot project in Oman
The agreement includes two major components: a technical and commercial evaluation of a future commercial plant and a preliminary engineering study for a smaller-scale pilot facility. The commercial facility is expected to produce up to 18,000 standard cubic metres of sustainable methane per hour, while the pilot plant will initially generate around 1,200 standard cubic metres per hour.
The proposed pilot project will feature three core elements: a seawater desalination unit, an electrolyser system to produce hydrogen from water, and a methanation system that combines green hydrogen with captured carbon dioxide to synthesise methane. Technologies such as carbon capture and reuse (CCR) and advanced catalysis will be central to the process.
The initial phase will involve the preparation of detailed design specifications, cost estimates, and planning for engineering, procurement, and construction (EPC) activities.
Hamad bin Mohammed al Naamany, CEO of Oman LNG, said the project seeks to turn environmental challenges into industrial opportunities by reusing carbon dioxide emissions to produce methane. 'This project leverages cutting-edge carbon capture and reuse technologies and integrates them into LNG operations, aligning with our goals for sustainability and innovation,' he stated.
This latest agreement builds upon a Memorandum of Understanding signed in March 2024 between the governments of Oman and Japan, which aims to foster collaboration in hydrogen, ammonia, and carbon recycling technologies. — ONA
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Observer
a day ago
- Observer
India reels from US tariff hike threat
Mumbai - Indian exporters are scrambling for options to mitigate the fallout of US President Donald Trump's threatened tariff salvo against the world's most populous nation. Many warn of dire job losses after Trump said he would double new import tariffs from 25 percent to 50 percent if India continues to buy Russian oil, in a bid to strip Moscow of revenue for its military offensive in Ukraine. "At a 50 percent tariff, no product from India can stand any competitive edge," said economist Garima Kapoor from Elara Securities. India, one of the world's largest crude oil importers, has until August 27 to find alternatives to replace around a third of its current oil supply from abroad. While New Delhi is not a major export powerhouse, it shipped goods worth approximately $87 billion to the United States in 2024. That 50 percent levy now threatens to upend low-margin, labour-intensive industries ranging from gems and jewellery to textiles and seafood. The Global Trade Research Initiative estimates a potential 60 percent drop in US sales in 2025 in sectors such as the garment industry. Exporters say they are racing to fulfil orders before the deadline. "Whatever we can ship before August 27, we are shipping," said Vijay Kumar Agarwal, chairman of Creative Group. The Mumbai-based textile and garment exporter has a nearly 80 percent exposure to the US market. But Agarwal warned that it is merely triage. Shipping goods before the deadline "doesn't solve" the problem, he said. "If it doesn't get resolved, there will be chaos," he said, adding that he's worried for the future of his 15,000 to 16,000 employees. "It is a very gloomy situation... it will be an immense loss of business." - Shifting production abroad - Talks to resolve the matter hinge on geopolitics, far from the reach of business. Trump is set to meet Vladimir Putin on Friday, the first face-to-face meeting between the two countries' presidents since Russia launched its full-scale invasion of Ukraine in February 2022. New Delhi, with longstanding ties with Moscow, is in a delicate situation. Since Trump's tariff threats, Prime Minister Narendra Modi has spoken to both Putin and Ukrainian President Volodymyr Zelensky, urging a "peaceful resolution" to the conflict. Meanwhile, the US tariff impact is already being felt in India. Businesses say fresh orders from some US buyers have begun drying up -- threatening millions of dollars in future business and the livelihoods of hundreds of thousands in the world's fifth biggest economy. Among India's biggest apparel makers with global manufacturing operations, some are looking to move their US orders elsewhere. Top exporter Pearl Global Industries has told Indian media that some of its US customers asked that orders be produced in lower-duty countries such as Vietnam or Bangladesh, where the company also has manufacturing facilities. Major apparel maker Gokaldas Exports told Bloomberg it may boost production in Ethiopia and Kenya, which have a 10 percent tariff. Moody's recently warned that for India, the "much wider tariff gap" may "even reverse some of the gains made in recent years in attracting related investments". India's gems and jewellery industry exported goods worth more than $10 billion last year and employs hundreds of thousands of people. "Nothing is happening now, everything is at a standstill, new orders have been put on hold," Ajesh Mehta from D. Navinchandra Exports told AFP. "We expect up to 150,000 to 200,000 workers to be impacted." Gems and other expensive non-essential items are vulnerable. "A 10 percent tariff was absorbable -- 25 percent is not, let alone this 50 percent," Mehta added. "At the end of the day, we deal in luxury products. When the cost goes up beyond a point, customers will cut back." Seafood exporters, who have been told by some US buyers to hold shipments, are hoping for new customers. "We are looking to diversify our markets," says Alex Ninan, who is a partner at the Baby Marine Group. "The United States is out right now. We will have to push our products to alternative markets, such as China, Japan... Russia is another market we are looking into." Ninan, however, warns that it is far from simple. "You can't create a market all of a sudden," he said.
Observer
3 days ago
- Observer
Tariffs spark calls to boycott American goods
NEW DELHI - From McDonald's and Coca-Cola to Amazon and Apple, US-based multinationals are facing calls for a boycott in India as business executives and Prime Minister Narendra Modi's supporters stoke anti-American sentiment to protest against U.S. tariffs. India, the world's most populous nation, is a key market for American brands that have rapidly expanded to target a growing base of affluent consumers, many of whom remain infatuated with international labels seen as symbols of moving up in life. India, for example, is the biggest market by users for Meta's WhatsApp, and Domino's has more restaurants than any other brand in the country. Beverages like Pepsi and Coca-Cola often dominate store shelves, and people still queue up when a new Apple store opens or a Starbucks cafe doles out discounts. Although there was no immediate indication of sales being hit, there's a growing chorus both on social media and offline to buy local and ditch American products after Donald Trump imposed a 50% tariff on goods from India, rattling exporters and damaging ties between New Delhi and Washington. McDonald's, Coca-Cola, Amazon, and Apple did not immediately respond to Reuters queries. Manish Chowdhary, co-founder of India's Wow Skin Science, took to LinkedIn with a video message urging support for farmers and startups to make "Made in India" a "global obsession," and to learn from South Korea, whose food and beauty products are famous worldwide. "We have lined up products from thousands of miles away. We have proudly spent on brands that we don't own, while our makers fight for attention in their own country," he said. Rahm Shastry, CEO of India's DriveU, which provides a car driver on call service, wrote on LinkedIn: "India should have its own home-grown Twitter/Google/YouTube/WhatsApp/FB -- like China has." To be fair, Indian retail companies give foreign brands like Starbucks stiff competition in the domestic market, but going global has been a challenge. Indian IT services firms, however, have become deeply entrenched in the global economy, with the likes of TCS and Infosys providing software solutions to clients worldwide. On Sunday, Modi made a "special appeal" for becoming self-reliant, telling a gathering in Bengaluru that Indian technology companies made products for the world but "now is the time for us to give more priority to India's needs." He did not name any company. Even as anti-American protests simmer, Tesla launched its second showroom in India in New Delhi, with Monday's opening attended by Indian commerce ministry officials and U.S. embassy officials. The Swadeshi Jagran Manch group, which is linked to Modi's Bharatiya Janata Party, took out small public rallies across India on Sunday, urging people to boycott American brands. "People are now looking at Indian products. It will take some time to fructify," Ashwani Mahajan, the group's co-convenor, told Reuters. "This is a call for nationalism, patriotism." He also shared with Reuters a table his group is circulating on WhatsApp, listing Indian brands of bath soaps, toothpaste, and cold drinks that people could choose over foreign ones. On social media, one of the group's campaigns is a graphic titled "Boycott foreign food chains", with logos of McDonald's and many other restaurant brands. In Uttar Pradesh, Rajat Gupta, 37, who was dining at a McDonald's in Lucknow on Monday, said he wasn't concerned about the tariff protests and simply enjoyed the 49-rupee ($0.55) coffee he considered good value for money. "Tariffs are a matter of diplomacy, and my McPuff, coffee should not be dragged into it," he said.
Observer
4 days ago
- Observer
Vision in action: Building Oman's future
QASIM AL MAASHANI MUSCAT, AUG 10 In a nation defined by transformation, few individuals have done more to shape Oman's private sector and national identity than Dr Siham Al Harthy. Entrepreneur, reformer, and board member of the Oman Chamber of Commerce and Industry (OCCI), Dr Al Harthy has carved out a path of leadership rooted in integrity, resilience, and purpose. As Chair of OCCI's Tourism Committee and CEO of Siham Development & Investment, she is not only steering economic initiatives but reimagining what development looks like—infused with cultural relevance and long-term impact. Her journey, as she tells it, began not with power, but with a problem. 'Early in my career at the Ministry of Housing, everything was still on paper,' she recalls. 'There was no digital archive of land records. Retrieving data could take weeks.' Rather than accept a flawed system, Dr Al Harthy led a nationwide digitisation effort, mobilising experts, forming cross-governorate taskforces, and persuading wary officials to embrace digital solutions. 'That experience taught me that real leadership means solving the problems others avoid—and doing so with purpose.' It was a pivotal moment. Rather than stay within the system, she chose to build new ones. Founding her own firm, Siham Development & Investment, she sought to deliver projects that went beyond profitability, marrying economic viability with national values. 'I saw a gap in developments that balance returns with cultural identity—so I created a company to close it.' Her portfolio spans smart infrastructure, tourism assets, and real estate. But beyond the balance sheets, her work is driven by a deeper mission: ensuring Omani development tells an Omani story. CHALLENGING THE NORMS Being one of the first two women elected to the OCCI Board did not come without resistance. Dr Al Harthy faced persistent questions about her ability to lead, manage partnerships, or represent Oman on the international stage. 'I focused on delivering results,' she says. 'I even founded the first women's association in Al Qabil back in the 1990s—not because it was popular, but because it was necessary.' Her success, over time, has spoken for itself. She believes it is time for women in leadership to become the norm—not the exception. 'Girls need to grow up seeing women lead forums and shape strategy. That's when ambition becomes natural, not radical.' PRIVATE SECTOR AS ENGINE OF VISION 2040 At the core of Dr Al Harthy's work is a firm belief in the role of the private sector in advancing Oman Vision 2040. 'It's not a government vision—it's a national one. And the private sector is its engine.' Through her role in OCCI, she has helped local firms access global markets—such as through digital marketing agreements with UK-based platforms. These steps, while modest in scale, have significant systemic impact. 'We're aligning entrepreneurship with policy and investment. The goal is not just to grow companies—but to grow capacity.' When it comes to tourism, Dr Al Harthy sees storytelling—not sales—as Oman's most strategic asset. 'Oman isn't a product to sell; it's a story to tell. But stories need infrastructure.' She points to Dhofar's monsoon season, which draws thousands of visitors but leaves few long-term economic benefits. That's changing. Her team is now working on tourism projects that blend eco-tourism, youth training, and community inclusion—transforming seasonal booms into sustainable cycles. 'Investors today want value with values,' she explains. 'Green resorts, heritage trails, integrated tourism zones—those are what we're seeing more of. Oman's authenticity is our edge.' INVESTING IN THE NEXT GENERATION Dr Al Harthy's message to young Omanis is clear: start now. 'Don't wait for permission. Don't wait for perfection. I began many of my initiatives with little more than clarity of purpose and the courage to try.' She encourages aspiring entrepreneurs to start small, solve real problems, and stay grounded in their values. 'That's where resilience comes from.'When asked about the principles guiding her leadership, Dr Al Harthy answers without hesitation: 'Integrity. I've slowed down major projects to protect long-term national interests. But I sleep peacefully knowing my decisions are value-driven—not ego-driven.' Inclusive leadership is also central to her philosophy: listening deeply, mentoring youth, and building coalitions. 'I believe in leaving space for others to rise.' As for her legacy? 'I don't want to be remembered just as a builder of projects—but as a builder of people and institutions. Someone who showed that women can lead boldly—without losing their values.' She's currently working on a green hospitality model that blends youth training, local capital, and cutting-edge construction tools such as 3D printing—a scalable initiative aimed at redefining sustainable tourism in the region. 'It's not just about building a hotel—it's about building a model others can replicate.' CLOSING THOUGHTS Dr Siham Al Harthy is not merely participating in Oman's development—she is shaping it. With every initiative, every boardroom discussion, every community project, she brings purpose to the forefront of progress. Her story is a blueprint for a new kind of leadership—one rooted in national pride, global fluency, and unshakable integrity. In a time when vision alone is not enough, Oman has in Dr Al Harthy a builder who leads with both clarity and conviction. And through her, a new generation sees that Oman's future is not only possible—it's already under construction.
