Ann: Webinar Presentation, page-35

How Strategic Alliances Could Shape the Next Phase of GrowthThe Hazer Group is no longer in its infancy. The demonstration plant in Munster, Western Australia, has proven that hydrogen can be produced from methane – including biogas – on an industrial scale, while solid carbon in the form of synthetic graphite is captured as a by-product. Technically, it’s a significant development. But Hazer’s future won’t be decided by engineering alone – it will depend on how this technology fits into large-scale, real-world industry. This is where its partnerships take on a much greater meaning.

By aligning with KBR, Hazer has secured a globally experienced licensing and engineering partner. KBR is deeply embedded in international chemical processing infrastructure, particularly in ammonia production. Around half of the world’s ammonia is currently produced using processes involving KBR’s technology – particularly across the Asia-Pacific, Middle East and North America. All of these regions are under increasing pressure to decarbonise legacy systems. That Hazer’s process could integrate into this transition is no coincidence – it’s part of a strategic pathway to market relevance.

Equally important is the collaboration with POSCO, one of the world’s largest steelmakers. Based in South Korea and operating major production sites across Asia – including in Indonesia and Vietnam – POSCO is actively pushing towards cleaner production. Hydrogen will play a key role. Interestingly, KBR’s licensing reach and POSCO’s industrial footprint overlap geographically, particularly throughout Southeast Asia. This creates a potential synergy that places Hazer in a favourable strategic position.

In markets like Indonesia or South Korea – where biogas feedstock, industrial demand and energy transition policies converge – Hazer’s method could offer real value: low-emission hydrogen from local sources, with no reliance on freshwater or variable power pricing. At the same time, the solid carbon by-product, in the form of synthetic graphite, has growing market demand in batteries, construction, and lubricants – particularly in resource-importing nations.

The key question is whether Hazer can now move beyond pilot scale and deliver commercially viable systems at scale – not as a standalone disruptor, but as a technology that integrates with existing industrial supply chains. The partners are in place. The regional opportunities are clearer. What remains is the next move: industrial replication of a working model.It’s not something that can be forced by technology alone. But Hazer operates in a space that’s increasingly open to adaptable alternatives – especially those that don’t require wholesale replacement of infrastructure. That’s where Hazer’s strength lies: not in disruption, but in integration.