Towards an integrated clean energy ecosystem for Oman

Oman

Ghalib Al Maamari, acting CEO of OQ Alternative Energy (OQAE), talks to The Energy Year about paving the way for decarbonisation and a balanced energy mix in Oman and taking steps towards easing the bankability challenges of hydrogen projects. OQAE is responsible for developing Oman’s clean energy portfolio and low-carbon investments.

How has the mission of OQ Alternative Energy evolved as Oman’s energy efficiency and decarbonisation strategies unfold?
OQAE was established to accelerate Oman’s renewable energy transition and contribute to long-term decarbonisation. Over the past few years, our mission has expanded from developing utility-scale wind and solar assets to shaping a more integrated clean energy ecosystem.
The launch of Oman’s first large-scale SuperESCO [energy service company] project is a key milestone in this evolution. It reflects our role not only as a developer of renewable assets, but also as an enabler of energy efficiency across industry and government.
Today, OQAE’s mandate spans three interconnected domains: renewable energy generation, energy efficiency and low-carbon molecules – including green hydrogen. This broader scope allows us to support Oman’s net-zero commitments more holistically.
Through the SuperESCO model, we are creating a national platform that reduces energy consumption, optimises operational performance and enables measurable carbon savings across public and private sectors. Moving from power generation to full value-chain decarbonisation is a natural progression of our mission.

What role will partnerships play in your strategy going forward, and what types of capabilities do you seek to add to your portfolio?
Partnerships are the backbone of OQAE’s strategy. Large-scale renewable assets demand global expertise, innovative technologies and strong financial capability. By collaborating with experienced players such as TotalEnergies, Sembcorp, Masdar and others, we combine Oman’s unique project opportunities with world-class technical and operational know-how.
Going forward, we are looking for partners with deep expertise in wind technology, battery storage, digital optimisation and hybrid system integration. We also value partners who bring strong track records in green hydrogen development and commercialisation, as this will be a major growth area for Oman. Ultimately, our objective is to create long-term alliances that elevate OQAE’s competitiveness while accelerating renewable deployment at scale.

Who are your primary customers today, and what renewable or efficiency solutions are they asking OQAE to deliver?
Our customers include industrial companies, utilities and government entities. Many are seeking reliable, cost-competitive renewable energy to meet their sustainability and decarbonisation targets. We see growing demand for long-term renewable power offtake, especially from the industrial and commercial sectors.
At the same time, customers are increasingly interested in energy-efficiency services, such as audits, retrofits, smart metering and performance-based savings contracts. Our customers want solutions that are practical, scalable and that strengthen their operational resilience. Through our SuperESCO platform, we are responding by delivering measurable energy reductions and opex savings.

How much progress have you made on your 7-GW renewables development pipeline?
We have made significant progress. Riyah 1 and Riyah 2, which together represent the largest wind generation capacity ever developed in Oman, have completed major procurement and construction milestones. The arrival of the first set of wind turbines in Duqm marks an important step toward timely project delivery. The Dhofar II wind project is also advancing steadily, supported by a strong partnership model and lessons learned from its successful predecessor.
Meanwhile, the Ibri 3 solar project, in which we have an equity participation alongside Masdar, KOMIPO and Al Khadra Partners, is progressing in line with expectations. Collectively, these assets solidify OQAE’s position as the national champion for renewables in Oman.
Our strategy is centred on achieving a balanced and diversified energy mix. Oman has excellent solar and wind resources, and both will be necessary to ensure supply around the clock. We are also exploring hybrid solutions that integrate storage to improve dispatchability and grid stability.
Rather than prioritising one technology over another, we are developing optimal combinations for each location and application to enhance energy security, reduce intermittency and support long-term decarbonisation.

What is your assessment of the bankability of hydrogen projects compared to renewables?
Oman’s ambition to become a major hydrogen and derivatives producer continues to enjoy the support of the government and international investors. Development is likely to take place in a phased manner in step with the market. We are thankful for the government’s continued support, most recently affirmed through improved investment terms.
Hydrogen is at a different level of maturity compared to wind and solar. While costs are trending downward and global demand is growing, bankability still depends on long-term offtake agreements, regulatory clarity and robust infrastructure planning. Oman is well-positioned with its world-class renewable resources, strategic logistics and clear national policy direction.
Through our joint ventures, we are working on reducing hydrogen costs and exploring various applications, including the domestic production of derivatives such as synthetic methane and SAF [sustainable aviation fuel] for local and export markets.

What are OQAE’s top priorities, and what key challenges do you anticipate?
Our priorities include the delivery of the North Oman Solar, Riyah 1 and Riyah 2 projects, and supporting the consortia for the Ibri 3, Dhofar II and Jaalan Bani Bu Ali wind IPPs. We also intend to advance new solar and wind tenders, scale our SuperESCO activities and accelerate early-stage hydrogen initiatives, all the while strengthening our partnerships, improving procurement efficiency and building internal capabilities.
Key challenges we foresee include global supply-chain volatility, technology cost fluctuations and the need for continued regulatory evolution in areas such as storage, grid integration and hydrogen certification. We consider that these challenges also create opportunities for innovation and strategic collaboration.

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