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EDITOR’S NOTE
Transforming Horizons
Oman’s construction industry is experiencing a robust resurgence, positioning itself as a pivotal sector in Oman’s broader economic transformation. The market is projected to expand significantly, with estimates indicating a growth from RO3.81 billion in 2025 to RO4.40 billion by 2029, reflecting a CAGR of 2.8%. The fundamental driver behind this renewed momentum is Oman Vision 2040, the national blueprint for comprehensive economic diversification and sustainable development. This strategic framework directs substantial investments towards critical infrastructure, a burgeoning tourism sector, and an expanding real estate market, aiming to reduce the nation’s historical reliance on hydrocarbon revenues.
Major urban development initiatives, such as Sultan Haitham City and Madinat Al Irfan, are at the forefront of this growth. These projects are complemented by the strategic expansion of Special Economic Zones (SEZs) in key locations like Duqm, Sohar, and Salalah, which are actively attracting significant foreign and local investments, particularly within the industrial and logistics sectors Oman’s real estate sector is also experiencing a period of significant dynamism, driven by ambitious national development strategies and a concerted effort towards economic diversification. The Sultanate’s real estate sector has exhibited impressive expansion. By November 2024, total transaction values surged to RO3.13 billion, marking a substantial 28.1 percent year-on-year increase. A broader report for 2024 indicates a 29.5 percent growth, reaching $8.6 billion by the end of September. This significant rise in transaction values underscores a buoyant market sentiment and increasing activity. The real estate sector’s economic footprint is also expanding, with its activities contributing RO820.7 million to Oman’s Gross Domestic Product (GDP) by September 2024.
The logistics sector is another major contributor to infrastructure growth. As global trade routes shift and supply chains demand resilience, Oman is emerging as one of the most dynamic logistics players in the Middle East. From excellent seaports in Salalah, Sohar, and Duqm to ambitious rail links and high-value air cargo operations, the Sultanate is executing a bold strategy to transform itself into a top-ten global logistics hub by 2040. With the government’s Vision 2040 as its compass and Asyad Group at the helm, Oman’s logistics sector is not just growing—it is accelerating. In 2024 alone, the sector contributed more than RO1.7 billion to GDP and is set to expand significantly in both scale and sophistication.
Overall, construction, real estate and logistics are key growth drivers which are propelling Oman’s economy to the next level. This issue of Dossier does a deep dive of the latest trends and future prospects of these sectors. This issue also profiles 25 stalwarts from the construction industry who are reshaping the industry with their leadership and vision.
Celebrating 15 years of excellence
Damodar R. Katti, Managing Director, Design Group Engineering Consultants LLC,
Hassan Mohamed Juma Al Lawati, Chairman, Al Osool Maximising
Fahad Al Ismail, Founder, Tibiaan Properties Opportunities
Blending Heritage with
Aameir Khan, Chief Operating Officer, General Development Services LLC
Transformative Urban Developments
Oman’s
Foundation Stone Laid for RO80 Million Tourism Complex in Salalah
such projects reflect the government’s commitment to economic diversification through investment in the tourism sector.
Khalid Abdullah Al Abri, Director General of Heritage and Tourism in Dhofar Governorate, stated in his speech that the new tourism project is among the most prominent in the governorate in terms of investment volume and diversity of components. He explained that the first phase will include a five-star hotel and a yacht marina, one of the largest in Oman, along with a fully integrated beachfront, contributing to the enhancement of the governorate’s tourism infrastructure.
efforts to develop tourism infrastructure in the Dhofar Governorate. The project is considered a landmark tourism venture due to its prime location and comprehensive facilities in tourism and hospitality. It is being implemented in partnership with Al-Wathba Hospitality Company under a usufruct agreement signed in February 2025.
The first phase of the project, scheduled for completion within 30 months, includes the construction of a five-star hotel with 124 guest units, a fully equipped marina
the project’s importance in supporting small and medium enterprises, generating direct and indirect job opportunities, enhancing local content, and providing training and qualification programs for Omani citizens in tourism and hospitality.
He added that the project represents a qualitative addition to efforts aimed at developing tourist destinations in the Sultanate of Oman, particularly in Dhofar, which boasts rich natural and environmental diversity. He noted that
He highlighted the efforts made by the Ministry of Heritage and Tourism in recent years to promote Dhofar as a tourist destination by opening new tourism markets and direct flight routes, which contributed to a 9% increase in visitor numbers during the 2024 Khareef (monsoon) season and an 18% rise in the winter season compared to the previous year.
It is worth noting that the project represents a significant addition to Oman’s tourism sector, offering integrated facilities, promising investment opportunities, and strengthening public-private partnerships, all of which contribute to boosting tourism activity in Dhofar Governorate.
Al Nama Real Estate unveils Opal Residence project in Muscat Hills
Al Nama Real Estate launched Opal Residence project, its largest real estate project for 2025, in Muscat Hills recently. The launch ceremony was held under the patronage of His Highness Sayyid Marwan bin Turki Al Said, Governor of Dhofar. The project is
being developed in an area of 41, 000 square metres and includes 279 residential units and 23 commercial units. It accommodates two underground floors and one ground floor and other seven floors. Opal Residence also accommodates an overhead pathway of 400 metres in length with the largest swimming pool in Muscat Hills. In addition the project will have dedicated recreational and sports facilities such as a gym, sauna, and relaxation area among other amenities.
Sheikh Is’haq bin Abdullah Al Hoqani, Chief Executive Officer of Al Nama Real Estate said that the new residential project will be a new qualitative addition to the real estate sector and to the luxury residence segment. He said that the project is the result of a clear vision, precise planning and a passion
for introducing an unmatched housing experience and amazing architectural design.
He added that the selection of Muscat Hill area for developing the project was its strategic location and the ease of access to the other vital areas in Muscat Governorate. The company with its 23 year history since incorporation reaffirmed its commitment to continue development of its services and expand the scope of business on the back of a well-experienced work team and consistent with principles and values and transparency.
The launch ceremony was attended by a number of members of the Royal Family, ministers, undersecretaries, diplomats, businessmen and developers.
Sultan Haitham City Landscape Design Wins International Award
The landscape and external spaces design for the first phase of Sultan Haitham City has won the Best Landscape Architectural Design award for 2025-2026 at the Arabian Property Awards. This achievement was made in partnership with LWK + Partners and Meinhardt, specialised in urban and engineering design fields. This accolade affirms the quality of planning and design that considers the human and environmental dimensions. It features a balanced distribution of open spaces and the integration of the urban landscape with green pathways and pedestrian walkways, thereby enhancing the quality of life and solidifying the concept of smart and sustainable cities.
Eng. Amal Musallam Al Zaidi, an urban planner and landscape engineer at the Executive Office for Future Cities, stated that winning this prestigious award embodies the project’s commitment to the highest standards of sustainable urban planning. Sultan Haitham City, she noted, is an integrated model in design that connects people with their environment, bringing a balanced character of functionality and beauty to daily life. The
project is being implemented in partnership with a selection of local and international companies specialising in design and engineering supervision. Implementation work has commenced on infrastructure projects and the first residential neighborhoods, in collaboration with local and international developers. This is part of a comprehensive development plan that aligns with the highest urban standards and embodies the city’s goals for sustainability and quality of life.
The Arabian Property Awards recognise
Oman set to deliver 62,800 residential units, 5,800 new hotel rooms by 2030
Oman is set to deliver 62,800 new residential property units by 2030, with 5,500 expected to come to market this year, in line with the country’s strategic vision, according to new insight report from leading real estate and advisory consultancy, Cavendish Maxwell. According to Cavendish Maxwell’s Oman Real Estate Market Performance report, the Sultanate is expected to add 5,800 hotel rooms to its current inventory over the next five years, with 35 new hotels and resorts scheduled to open by 2030. The new rooms will increase existing capacity by approximately 25%.
Oman’s residential property inventory grew by 3.6% in 2024, with 38,400 new homes delivered, bringing the current supply to around 1.1mn units, the report showed. Most of this housing stock is located in Muscat, followed by Al Batinah North and South, and Dhofar. Expansion of the real estate, infrastructure, hospitality, and
tourism sectors is a core component of Oman Vision 2040, which seeks to have non-oil sectors contribute 90% of the national economy by 2040. By that time, Oman’s population – currently 5.3mn – is projected to reach 7.7mn, driven by growth in both Omani nationals and expatriates. Over 80,000 new homes are forecast to be delivered between now and 2040.
However, Oman’s rapid population growth could result in a future shortfall in housing stock, despite tens of thousands of new properties in the pipeline, said Cavendish Maxwell. The consultancy estimates that an additional 340,000 new homes will be required to support a sustainable 90% occupancy rate. Khalil al Zadjali, Head of Oman at Cavendish Maxwell, said, “Oman is undergoing a meaningful economic transformation, with strong momentum in non-oil sectors and a growing population driving demand across real
projects and companies that achieve high standards in real estate development and architectural design. These awards are part of the “International Property Awards” and are overseen by a judging panel comprising elite experts and specialists in planning, design, and urbanism. This achievement solidifies Sultan Haitham City’s position as an exemplary national project, reflecting Oman’s direction in building modern, integrated cities according to standards of sustainability, quality of life, and balanced planning, in line with the objectives of Oman Vision 2040.
estate and infrastructure. Vision 2040 is not just a plan – it’s a commitment to a sustainable, knowledge-driven, globally competitive future. As the country moves forward with the 2040 agenda, stimulating investment in the real estate sector will be of increasing importance.”
“Government-led initiatives to attract foreign and local investment can play a key role in ensuring long-term housing market resilience, while at the same time supporting national development priorities. However, given the possibility of demand outpacing supply, proactive planning will be essential in avoiding a potential shortfall,” he said. “Oman’s tourism sector is also poised for continued, stable growth, with international visitors on the rise and thousands of new hotel rooms in the pipeline. Backed by government initiatives, growing investor confidence and favourable demographic trends, Oman’s real estate, tourism and hospitality sectors are well positioned for sustained, longterm development,” Zadjali added.
Oman’s Construction, Infrastructure and Real Estate Industry
COVERSTORY
Ali Malallah Al Lawati
Chairman, Al Habib & Co.
Ali Malallah Ali Habib Al Lawati is one of the leading entrepreneurs in Oman particularly in the area of housing development and real estate. As founder of Al Habib & Co in 1978, he has played a leading role in the development of real estate and has since diversified into a range of companies involved in retail businesses, financial services business as well as industrial enterprises. He has held board level positions in a number of companies and played a significant role in the development of such enterprises from time to time. In the government arena, he was a board member and honorary treasurer for the Oman Chamber of Commerce and Industry for a period of six years in addition to holding many senior level positions in the chamber of commerce. Recognised as one of the leading property developers in Oman, Al Habib leverages its broad expertise of the property market to build a varied portfolio of development projects and investment assets, spanning the commercial, residential, retail, hospitality and mixed-use property sectors. Over the past four decades, the company has grown to be one of the leading interior decorations and fit-outs contractors in Oman for notable commercial and retail projects.
Ali Sultan Alhashmi CEO, Wujha Real Estate Development
Ali Al-Hashmi stands among Oman’s most influential business figures, celebrated for reshaping the country’s real estate industry and setting new benchmarks for modern urban living. With an illustrious career spanning more than two decades, Ali has navigated the complexities of local, regional, and international markets with vision, precision, and unwavering determination. As the Co-Founder and Chief Executive Officer of Wujha Real Estate Development, Ali has transformed the company from a bold idea into one of Oman’s leading property developers; renowned for delivering vibrant, smart-living communities that combine architectural excellence, cutting-edge technology, and lifestyle focused amenities. His leadership has been instrumental in positioning Wujha as a symbol of innovation and trust, appealing to discerning Omani buyers and a growing expatriate market. Since its inception in 2014, Wujha has thrived under Ali’s stewardship, consistently setting new standards in design, sustainability, and community integration.He has championed the adoption of global best practices, harnessed emerging real estate trends, and implemented forward thinking strategies that have not only fueled Wujha’s growth but also contributed to Oman’s evolving urban identity. Before founding Wujha, Ali honed his expertise with global technology powerhouses IBM and Oracle, where he held senior positions and led initiatives that successfully localized international business models for the Middle Eastern market. These experiences refined his ability to balance global vision with local relevance, a skill that has become central to his leadership philosophy. His impact extends beyond boardrooms and project sites; he is a passionate advocate for empowering the next generation, mentoring young professionals, and instilling in them the values of creativity, resilience, and strategic thinking.
Aameir Khan
Chief Operating Officer, General Development Services LLC
Born and raised in Oman, Aameir Khan is an accomplished business leader whose career blends global expertise with transformative local impact. He holds a Bachelor’s in Mechanical and Fluid Flow Engineering from McMaster University, Canada as well as an MBA in Finance and Strategic Business Valuation from the DeGroote School of Business. Aameir’s career trajectory has been defined by rapid growth, fueled by his outof-the-box thinking and ability to solve complex problems with clarity and precision. His early professional years included intensive international experience with Foresters Financial, Private Equity firms, and Forming Technologies Canada. These experiences have shaped his strategic mindset and leadership approach. Aameir has driven a remarkable transformation at General Development Services LLC - Oman’s leading landscape, external infrastructure, and agricultural inputs manufacturing and trading company - as its Chief Operating Officer.Through strategic horizontal integration, he has doubled revenues, expanded the workforce significantly, and diversified business operations. Under his leadership, GDS LLC is currently executing prestigious projects such as the Sultan Haitham City External Works, The Sultan School, Al Khuwair Square (Flagpole), Muttrah Waterfront, Ministry of Foreign Affairs, and the Golden Jubilee Walkway to name a few. In addition, he has been successfully leading various initiatives to bring international partners to Oman via strategic JV’s to transfer horticultural expertise and manufacturing techniques to boost ICV in-line with Oman’s Vision 2040. Known for his persuasive communication, integrity, and visionary leadership, Aameir continues to set new benchmarks for excellence in Oman’s infrastructure and development sectors.
* List is in alphabetical order of first names
Angshuman Chakraborty is a Civil Engineering Graduate from Jadavpur University, which is ranked 7th in India. He has had wide experience in India’s infrastructure industry in Marine to Viaducts Construction, and with experience of design, sales and marketing of bridge articulation. He moved to Oman in August 2005, and started working with a company named Building Supplies and Services LLC. He developed the first Omani pre-stressing organisation. The company was involved in most of the major bridge projects from the Muscat Expressway to Airports and the Batinah Expressway. Along with his handpicked and organically groomed team, he became well known for Pre-stressing, bearings and expansion joints in Oman. In 2017, he took the reins of Best Infrastructure Developers LLC, an excellent grade Infrastructure Contractor established in 2009. With his perseverance and diligence, and ably supported by his team he revived the company and rebounded from a big loss in 2017, to emerge as a profitable organization with a growth in turnover and resources. BIS also diversified into other sister companies. BIS is today recognised as a trusted name in
Managing Director – Design Group Engineering Consultants (DGEC)
Damodar R. Katti is a civil engineering graduate from Pune University (BE Civil), he is a prominent entrepreneur and thought leader in Oman’s construction and infrastructure sector. As the Managing Director of Design Group Engineering Consultants (DGEC), he has led the Company to become one of the most respected names in the civil engineering industry across the Middle East, India and East Africa. With over two decades of unwavering commitment to quality, innovation, and professional integrity, Katti has championed cutting-edge engineering practices and sustainable growth in the sector. His dedication to operational excellence and technology innovation is reflected in DGEC’s pioneering use of advanced software systems like PROJECTWISE, TEKLA, and AECOSIM, and the successful integration of ISO-certified systems for quality, environment, health, safety, and business continuity. Under his leadership, DGEC has received numerous prestigious accolades, including multiple recognitions at the Dossier Construction Infrastructure Awards, as well as regional honors from Construction Week, MEED, and AsiaOne. His contributions extend beyond business success. As an Advisor to the Board of Directors of Oman Cricket and a key contributor to the Oman Society of Engineers, he actively supports professional development initiatives and mentorship for young sports enthusiasts and engineers. As a Board Member of the newly elected leadership team for Indian schools, he is also tasked with overseeing the direction and policies that will impact the large Indian school community in Oman, ensuring stronger governance for these institutions, thereby imparting quality education, and streamlining processes across all schools. In every role he plays - as an engineer, mentor, strategist, or industry advocate - Katti exemplifies a rare blend of technical expertise, visionary leadership, and deep regional insight, coupled with an empathetic yet resilient personal approach.
Devaki Gulabsi Khimji
Managing Director, Al Tasnim Group
A modern architect of transformation and progress, Devaki Gulabsi Khimji has redefined leadership at Al Tasnim Group through a bold blend of innovation, purpose-driven strategy, and operational excellence. Since joining the Group in 2012, she has played a pivotal role in elevating its performance, expanding its footprint, and futureproofing its operations. At the helm as Managing Director, Devaki has been instrumental in driving structural reforms across the Group — from streamlining business processes to enhancing administrative frameworks, with a strong focus on technology-driven transformation. Recognising the importance of future-readiness, she has championed the integration of AI and digital tools into essential functions — particularly Health, Safety, and Environment (HSE) — resulting in measurable gains in productivity, motivation, and performance tracking. Flagship initiatives such as the Integrated Logistics Management System (iLMS) and HR digitisation reflect her commitment to building a more agile, accountable, and people-focused organisation. Equally invested in purpose as in performance, Devaki has championed programs that have fostered a nurturing ecosystem for talent development, employee wellbeing, and community upliftment — aligning business goals with social impact. Her people-first philosophy has helped strengthen internal culture while building enduring relationships with clients, partners, and communities.
Founder, Tibiaan Properties LLC
As the Founder of Tibiaan Properties LLC, Fahad Al Ismaili leads a team of professionals that delivers professional services ranging from simple brokerage services to advisory and portfolio/asset management. Fahad works closely with various individual and corporate funds that are diverse in their investments and create opportunities that generate optimum returns on investment. He is equipped with substantial knowledge incorporating various facets of real estate – expertise that has helped grow Tibiaan and establish it as a recognised and trusted brand in Oman. Fahad has rich professional experience that extends over 18 years in diversified real estate, investments and development projects. He believes in hiring people who are involved and invested in the company, takes his team on board and holds brainstorming sessions once a month and his doors are open for his staff if issues require urgent attention or are not resolved at managerial level.
This, coupled with the rich experience of the man at the helm, is at the core of success of Tibiaan Properties that plays a key role in shaping real estate initiatives and other investment options of individuals and organisations in Oman. In his role as a board member in various organisations he has overseen the overall strategic performance of the entities concerned and steered the executive teams on a path of growth and expansion for the ultimate good of these companies as well as the country.
Geevarghese Yohannan
Managing Director, Nadan Trading LLC
Sir Dr. Geevarghese Yohannan came to Muscat in 1973 and joined Oman Engineering & Contracting Company as an Accountant and rose to the position of a Managing Director. He has completed over 50 years in Oman’s construction industry. In 1984, he started Nadan Trading L.L.C. for Trading and Construction activities and has led the company to become a successful business entity with an annual turnover exceeding US$65 million. Nadan Trading is consistently ranked as one of the best construction companies with highly skilled and dedicated professional engineers. It’s success is based upon technical excellence, comprehensive leadership and an understanding of the needs of its customers. Sir Dr. Geevarghese is also a well-known Educationalist, Philanthropist & Entrepreneur. In recognition of his efforts, he was awarded an Honorary Doctorate of Education Management by the Board of World Governing Council of Governors of the Academy of Universal Global Peace, New York, USA in 2018.
Sir Dr. Geevarghese Yohannan has recently been conferred with the “Order of Knighthood”, Knight of the Ecumenical Medical Humanitarian Order. The recognition from the Ecumenical Medical-Humanitarian Order, Knights of St. John of Jerusalem acknowledges his lifetime of dedication to medical and humanitarian causes.
Hammoud bin Rashid Al Tobi CEO, Galfar Engineering and Contracting Company
Dr. Hammoud bin Rashid Al Tobi is the CEO of Galfar Engineering and Contracting Company. Dr. Al Tobi is an accomplished CEO with a track record of working on complex assignments and leading organisational transformations. Al Tobi has spent over 16 years working within the oil and gas industry, having served with Petroleum Development Oman (PDO) and Royal Dutch Shell. Over the past six years, Al Tobi had been spearheading Al Shawamikh OiI Services as CEO, making significant achievements and reforms during his
Hamoud Sultan Saif Al Hosni
Sheikh Hamood Sultan Saif Al Hosni is the CEO of Muscat Bay, a luxury community nestled in a picturesque natural cove at the foot of the Al Hajar mountains. Muscat Bay, previously known as Saraya Bandar Jissah, was formed in 2008 through a partnership between Saraya Oman Holdings and the Government of Oman’s tourism development and investment arm, Omran. In his current role, Al Hosni provides direction and guidance in the strategic development and execution of the project, as well as building and enhancing relationships with regulatory bodies, government agencies, industry specialists, key account clients, and the public at large. In addition, Al Hosni oversees all matters related to marketing and sales, financial modelling and project finance, and nurtures a work culture that places integrity and personal growth at the centre of its ethos. Al Hosni began his career in 1994 as a civil engineer at Muscat Municipality, where he went on to become director general of technical affairs in 2007. He graduated with a Bachelor of Science in civil engineering from Sultan Qaboos University in 1994.
Hashil Al Mahrouqi spearheads the OMRAN Group, as its CEO. Under his able leadership, OMRAN Group, the executive arm for tourism development in the Sultanate of Oman, is on a consistent path towards the development, and progress of the tourism sector, viably contributing to drive growth, economic diversification, and boost investment returns, in line with the objectives of Oman Vision 2040 and the National Tourism Strategy. Al Mahrouqi’s distinguished experience in the management of a range of mixed-use real estate developments and tourism investments, managing local and international real estate investment portfolios in the sectors of hospitality, entertainment, logistics, retail and multi-purpose projects, has helped enrich the OMRAN Group’s strategic direction, and way forward business plans. He has held many senior positions in the Oman Investment Authority and named to a number of Boards of Directors and associated committees within the Authority’s real estate investments in both the United Kingdom and the Republic of Germany. Al Mahrouqi holds a PHD in Philosophy - Information Studies from Sultan Qaboos University, in addition to multiple academic and professional qualifications in the fields of investment, real estate management and leadership from prestigious institutions, including the Harvard Business School, and the INSEAD International Business School.
Hassan Mohammed Juma Al Lawati
Hassan Mohammed Juma is the Chairman & Managing Director of Al Osool Group. With over 25 years of leadership experience in various aspects of business management, including real estate, industry, project management, banking, and business development; he oversees the Group’s strategic direction and continual growth. He has also chaired Oman Real Estate Association in the past and has acted as a Mentor in the Public Authority for SME Development (Riyada). He is also a member of the Entrepreneurs Organization, as well as a Member of the International Real Estate Federation for Arab Countries (FIABCI). Additionally, he was awarded Business Leader of the Year of 2018.
Hussain Ahmed Mohsin Managing Director, Ahmed Mohsin Trading LLC
Hussain Ahmed Mohsin is the Managing Director of Ahmed Mohsin Trading LLC. He has been steering the company to prominence as one of the leading enterprises in Oman since 2004. Under his leadership, the company has evolved into a formidable entity, renowned for its exceptional team of professionals across various sectors. In addition to his role at Ahmed Mohsin Trading LLC, Mohsin also oversees Damos Trading & Contracting Co. LLC in Salalah and Al Maha Building Material LLC in Sohar, demonstrating his adept management across multiple ventures. His strategic management has been vital in enhancing the company’s market share through targeted expansion initiatives and the integration of internationally esteemed brands. Mohsin holds a Bachelor’s degree in Business Administration from Bryant College, Rhode Island, USA.
Khalid Said Salem Al-Wahaibi
Managing Director, Assarain Group of Companies
Khalid Al-Wahaibi is the vice chairman and managing director of Assarain Group of Companies (a member of the Said Salem Al Wahaibi Group of Companies), a renowned trading and investment group which enjoys a towering presence in the Sultanate. Since its inception in the year 1975, the group has progressed exponentially and established itself as a prestigious entity. Assarain has been in the forefront of the nation’s progress by contributing to the growth of industries in Oman for more than four decades now, and continues to seek excellence in its operations. The group has a number of diversified business entities across a wide spectrum of industries which range from construction, oil & gas, national infrastructure projects, consumer products, food distribution, travel, insurance, as well as the healthcare sector. With its headquarters in Muscat, Assarain is a multi-million-dollar international organisation and has entered into strategic collaborations with many other global leading companies.
Nasser Masoud Al Sheibani
Nasser Al Sheibani is the CEO of Al Mouj Muscat, Oman’s premier waterfront development; a position he held since October 2015. Al Sheibani joined the company in 2007 and served as chief financial officer prior to his appointment as CEO. Al Sheibani takes great pride in delivering results, and throughout his career he has demonstrated a strong commitment to excellence. He was awarded the Chairman’s Award for Excellence during his tenure at Petroleum Development Oman company from 2000 to 2007 as a finance professional. Prior to this, Al Sheibani started his career at National Bank of Oman in the treasury department from 1998 to 2000. Al Sheibani is also a non-executive board member of Oman Investment & Finance Company (a publically listed company) and chairman of its audit committee since September 2014. Al Sheibani holds a Bachelor degree in finance (with honours) from Sultan Qaboos University, and a graduate of Oman’s National CEO Programme
Pradeepkumar Nair is CEO of Skyline Duqm LLC, the first Integrated Tourism Complex to come up in Duqm. It is located on 600,000 sq. meters of beach front property in Oman’s Duqm special economic zone. Skyline Duqm’s plans include beach front villas, apartment units, a five-star hotel, restaurants and shops, a theater and a marina. An Electrical Engineer by qualification, Pradeepkumar possesses around 25 years of experience in Engineering Procurement and Construction of Chemical Industries, Development of Real Estate and Agriculture in India & the Gulf. Under his leadership, Sebacic Oman S.A.O.C. was established in 2016 and has been continually charting newer trajectories of success. It is the first Indo-Omani Investment in the Special Economic Industrial Zone of Duqm, for manufacturing Green Chemicals from Castor Oil.
Qais Salim Al Khalili
Chairman and Group Managing Director, Al Khalili Group
Sheikh Qais Salim Al Khalili is the Chairman and Group Managing Director of Al Khalili Group, one of the leading multi-faceted infrastructure companies in Oman. Al Khalili which had a modest beginning as a building materials company in 1976, has diversified its business from time to time, venturing into multiples areas covering various segments of business such as building materials, tools and hardware, constructions, electrical, technology, oil and gas, specialised projects, and auto services. With Qais at the helm, there has been a rapid increase in the annual turnover of the company in just a decade. It added Al Khalili Electrical as its lighting and energy savings solutions arm and started its Dubai operations under the name Al Khalili United General Trading. Well organised and integrally coordinated, the group has accomplished many outstanding projects in the Sultanate.
Sadiq Jaffer Sulaiman Founder, Onyx Realty
Sadiq Jaffer Sulaiman is a distinguished figure in Oman’s real estate sector, celebrated for his strategic vision and innovative leadership. With a career spanning over two decades, he has been instrumental in shaping the industry’s landscape. Having served as the former CEO of Maysan Properties, Sulaiman has now embarked on a new venture as the founder of Onyx Realty, a dynamic real estate development and consultancy firm. His extensive experience includes a tenure as the Chair of the Oman Real Estate Association, where he was pivotal in formulating policies and promoting best practices. His global perspective is further highlighted by his previous
Sadiq’s remarkable contributions and influence have earned him a unique distinction: he featured in Forbes Middle East’s “100 Most Impactful Leaders in Real Estate” list for two consecutive years, in both 2024 and 2025. His strong educational background, includes a Master’s degrees in Quantity Surveying, Commercial Management, and Real Estate Investment and Finance, provides a solid foundation for his expertise. He has also been recognised with the “Best CEO in Real Estate and Construction” award, solidifying his reputation as a
Sadiq Mohammed Al Matwani CEO, Sharikah Fanniyah Omaniyah (Muscat) LLC
Founded in 1967 by his father, Sharikah Fanniyah Omaniyah (SFO) has been a pillar of Omani enterprise for over half a century. Today, under the leadership of Sadiq Mohammed Moosa Al Matwani Al Lawati, the company stands at the intersection of tradition and transformation—rooted in its proud heritage yet propelled toward a dynamic, diversified future. Sadiq’s academic achievements include an MBA from Strathclyde University (Scotland), a BA in Business Administration & Marketing from Majan University College, and a Diploma in Management Information Systems from the Modern College of Business & Science. In 2024, he completed the prestigious Senior Executive Programme at London Business School, further strengthening his global leadership credentials. Joining SFO in 2001 as a Stores & Accounts Executive, Sadiq quickly demonstrated a rare blend of operational acumen and strategic thinking. By 2006, he had advanced to Operations Manager, and in 2009, his father entrusted him with the role of CEO—passing on not only the reins of leadership but the responsibility to
Under his stewardship, SFO has consolidated its core strengths while diversifying into hospitality, retail, and regional markets. He is also engaged in the operations of Naseem Hotel, Hub Hospitality (Anna Café), Reyash, Inter Gulf Trading and international ventures such as Intergulf Corporation in Dubai and Intergulf Arabia in Saudi Arabia. Respected for his ability to seamlessly blend Omani business traditions with modern management practices, Sadiq ensures that SFO not only preserves the values on which it was built but also thrives as a competitive, future-ready enterprise, contributing meaningfully to Oman’s evolving economic landscape.
COVER STORY
Salim bin Ahmed Al Ghazali
Chairman, Golden Group of Companies
Sheikh Salim bin Ahmed Al-Ghazali is one of Oman’s most prominent businessmen leaders. Shaikh Salim established the Golden Group - one of the well-known corporate houses in Oman that operates in different sectors like hospitality, real estate, construction, retail, finance, logistics, oil and gas and a broad array of other activities. Sheikh Salim earned his bachelor’s and master’s degrees in International Business Administration from Boston University, USA in 1978, and upon his return to the Sultanate he founded his first company which started operations in the field of construction and he later founded the other companies of the group. The Golden Group Holding and its approach to brand building is a fusion of ideas which have evolved from years of experience, research and consultancy. All of these have been centered on Shaikh Salim’s vision of developing a solid corporate brand that signals quality, reliability, flexibility and honesty. These are the four factors that have helped in taking the brand to new and uncharted territories. Sheikh Salim won the coveted Nation Builder Award 2019 at Alam al-Iktisaad Wal A’mal (AIWA) Awards 2019.
Sam Varghese, Managing Director, Al Hajiry has played a pivotal role in the success of Al Hajiry. As I look at our growth since our inception, I am extremely proud of what we have achieved in such a short period. I am even more excited about our vision for an equally promising future.It is satisfying to know that we have been able to help our clients operate pivotal aspects of their business more efficiently and economically. Our success stems from our determination to provide exceptional service and our commitment to seeking unique and innovative solutions for our clients. Al Hajiry Group is a dynamic and diversified business, serving as a trusted partner to leading companies, governments, and institutions across Oman and the GCC. Its success is driven by the talent and dedication of its employees who bring their expertise and commitment for excellence to every project. Deeply rooted in Omani values, the group prioritises Omanisation, nurturing and maximising the potential of the local workforce. This focus on developing local talent, combined with an adherence to best practices, innovative technologies, and unwavering customer support, enables the Group to deliver exceptional products and services at competitive prices. Guided by Al Hajiry Group’s motto, “Turning Client Vision into Results,” the company strives to provide the best products, offer competitive pricing, and deliver unparalleled service. The Group conducts its business with integrity, prioritising the health, safety, and well-being of its employees, contractors,
Founder and Chief Executive Director, Al Adrak Trading & Contracting LLC
Dr. Thomas Alexander is the Founder Chairman of Adrak Group of Companies and is listed among the Top 100 Businessmen in the Middle East by Forbes. Al Adrak stands out as one of the leading construction conglomerates in the region, with its headquarters in Oman. Founded in 1986, the company has garnered significant recognition and accolades from the international community for its exceptional quality of work and timely delivery of various specialised projects. Over the past three and a half decades, Al Adrak has contributed to national development through the construction of universities, infoparks, colleges, sports complexes, courts, police facilities, and so on. The company has also played a key role in rescue and relief efforts during crises such as Cyclone Gonu and other flash floods. The group has also ventured into diversified activities within the Sultanate as well as in UAE and KSA. Their latest venture being ‘Trufud’ in Oman, redefining agriculture and enhancing Food Security in line
Wael Al Lawati
CEO, Muriya Tourism Development
Wael Al Lawati is the CEO of Muriya Tourism Development, including the award-winning destinations, Jebel Sifah and Hawana Salalah. In support of Orascom Development’s ambition to be a pre-eminent, multi-national developer, Al Lawati is responsible for setting the business agenda for the Group’s Oman destinations, including leading the overall strategy in alignment with Orascom Development’s strategy, facilitating delivery against the annual business plans and instilling best practices throughout these destinations. He has held several other leadership positions including CEO of Oman Tourism Development Company (OMRAN) and founder of The Wave Muscat (AlMouj). He also served as Chief Operating Officer for a real estate advisory and spearheaded international growth at DAMAC Properties. Additionally, Al Lawati was a board member of Muriya between 2008 and 2015. Al Lawati was selected as a member of the Young Arab Leaders, a group of the top 500 Arab leaders, and was a board member of the Middle East Leadership Academy (MELA). He previously served on the boards of the Oman Society of Engineers and the Oman Society of Contractors.
Yahya Mohammed Nasib
Yahya Mohammed Nasib, the founder and Chairman of Yahya Group Holding, is a well-known and respected local and international businessman. Born in Muscat, he graduated with honours in economics and pursued further studies in European history at Beirut University. Yahya is recognised throughout Oman, the GCC as well as Europe and North America for his business intellect and ability to develop successful enterprises worldwide. Yahya was personally honoured by the late His Majesty Sultan Qaboos bin Said with the Civil Order of Oman for his services to the Sultanate. The late His Majesty Sultan Qaboos bin Said also appointed Nasib as a member of the board of governors of the Central Bank of Oman; a position in which he served for more than three decades before retiring in 2009. The Yahya Group is a leader in residential and specialised construction, laundry and industrial services, residential and retail asset management within Oman and Hospitality in Europe and North
Ziad El Chaar serves as the Chief Executive Officer of Dar Global, having joined the company in 2017. With over two decades of real estate development and investment expertise, he spearheads the Group’s global business operations, driving revenue growth and profitability. Ziad also brings a decade of experience in corporate governance, board management, and regulatory compliance, ensuring the company’s strategic and operational success on a global scale. Ziad career is marked by a series of significant achievements. From his role as the CEO of Ventures and Business Development at Emaar Properties and Dar Al Arkan to his positions as the Managing Director and Executive Director on the board of directors of DAMAC Properties, he has consistently delivered results. His academic background, including a Master’s in Business Administration from The American University in Beirut, further reinforces his competence and leadership.
Dar Global PLC is a highly differentiated international real estate business that focuses on some of the most desirable locations across the Gulf Cooperation Council (GCC) and Europe. Their projects, which predominantly cater to internationally mobile customers, are located in downtown Dubai, Muscat in Oman, and the Costa del Sol region in the South of Spain. These locations offer unique investment opportunities in the real estate market.
Al Osool: Two Decades of Shaping Oman's Real Estate Landscape
Celebrating two decades of operation in Oman, Al Osool Real Estate stands as a testament to strategic vision and resilience in a market that has transformed significantly. In an exclusive interview the company’s Chairman, Hassan Mohamed Juma Al Lawati reflects on their journey, offering insights into their unique approach, current projects, and optimistic outlook for Oman's burgeoning real estate sector. Mayank Singh reports
A JOURNEY FORGED IN A NASCENT MARKET
Reflecting on Al Osool’s 20-year milestone, the sentiment is one of profound pride. “It’s a very proud moment for us,” Hassan Mohamed Juma, Chairman, Al Osool Real Estate begins, “especially because we started at a time when Oman’s real estate market lacked proper regulation and widespread awareness among buyers and sellers.” Entering the market between 2007 and 2008, a period of rapid growth and abundant opportunities, also meant navigating an unorganised landscape flooded with new entrants. Coming from an institutional background, the initial challenges were considerable. “I took a long-term view of the business I wanted to build, which wasn’t easy,” he explains. “Short-term gains often overshadowed the kind of long-term strategic thinking required to establish a sustainable enterprise.”
After the initial rush, the focus shifted to fundamental business establishment. This involved critical self-assessment: “First, it required identifying where we wanted to position ourselves – as a developer, service provider, or broker. Second, we needed to define our target clients and market – whether we would cater to a B2B or B2C customer base.” The fragmented market, varying sizes
of existing players, and a scarcity of qualified personnel further complicated this foundational stage. Despite these hurdles, the commitment to a long-term plan remained unwavering. “Sometimes, when you’re thinking long-term, you have to forgo short-term, speculative opportunities,” Juma emphasises. This strategic foresight also led to diversification beyond real estate into industries like F&B.
Within the real estate sector itself, Al Osool established a comprehensive presence across the entire value chain, encompassing facilities management, landscaping, brokerage, marketing, valuation, and development. Each vertical was designed to contribute synergistically to the company’s overall performance. “To sum it up, the journey wasn’t easy,” he concludes. “There were times it was a challenge to convince partners, shareholders, and senior management about the potential of the Omani and regional market, and whether we could deliver on our vision and strategy. Fortunately, things worked out, and it has been an exciting and satisfying entrepreneurial journey.”
SERVICE: THE DIFFERENTIATING DNA OF AL OSOOL
When asked about Al Osool’s market differentiator, Juma answers succinctly, “If
I were to sum it up in one word, it would be service.” This commitment to service is a continuous focus and deeply ingrained in the company’s DNA. “Over the last two to three years, we’ve implemented significant changes to ensure we consistently deliver on our commitments.”
However, he acknowledges the inherent complexities. “This isn’t easy, as we are just one part of a larger value chain, and other segments might not always align with the same service ethos.” Furthermore, dealing with human elements on both sides – developers and buyers – introduces variables. “There are times when customers can be unfair, and equally, there are times when we fall short.”
The cornerstone of exceptional service, he believes, lies in attention to detail and honesty. He cites an example: “When customers purchase a property in an ITC [Integrated Tourism Complex], we are with them every step of the way – from the initial expression of interest and unit booking, through property delivery, and even guiding them through the visa process. We’re with them from inception to completion.” Internally, Al Osool ensures its team possesses comprehensive understanding of the market. “We make sure our team understands every step very clearly, and we communicate it in precise, basic
INTERVIEW
language.” Constant updates on regulations and market dynamics are also crucial. “Part of providing service is instilling confidence in a customer, and for that, knowledge is paramount. Customers genuinely appreciate and value this.” Overall, it’s about striking a balance, “being firm, nice, and knowledgeable.” A culture of self-learning is actively encouraged within the organisation. “I constantly tell our staff that they have to teach themselves, and we are ready to support them in this endeavour.” Al Osool operates with a flat organisational structure, prioritising teamwork over rigid hierarchies. “Ultimately, customer service and an eye for detail are inspired by a specific kind of culture embedded throughout our company.”
SHOWCASING AL OSOOL’S DIVERSE PORTFOLIO AND DATA ADVANTAGE
Al Osool’s various divisions are currently engaged in multiple projects across Oman. In landscaping, they recently completed a project for the Mandarin Oriental hotel, a source of considerable pride. Their portfolio also includes projects with various government institutions and corporate clients, including telecom companies and hotels, particularly in facilities management. The company’s valuation and advisory services are a growing focus, supported by a strong team. A significant competitive advantage which Juma highlights, is the sheer volume of data Al Osool possesses. “One of the advantages of having so many services integrated into our business model is that a lot of verticals constantly feed data into the company.” This extensive data from various sources is meticulously compiled and analysed leading to robust market research.
“Unlike some other developed markets, Oman lacks a single source for comprehensive real estate information,” he points out. “This gives us a competitive advantage.” He recounts situations where clients, having engaged other companies including multinationals, found that while others were proficient in analysis, they often lacked the crucial underlying data to draw insightful conclusions. “At the end of the day, no matter how strong one’s analytical skills or sector understanding, if you don’t have the data, you can’t go anywhere – it’s as simple as that.” In today’s market, data is the most important element, and it’s a core focus for Al Osool. In real estate development, Al Osool has been active since 2016. Their first project, The Pearl Muscat with approximately
300 apartments and shops, was a significant success. This was followed by a partnership for Hills Avenue in Muscat Hills, featuring over 300 apartments and shops, which has also been largely sold out. Their latest launch is Golf Hills, comprising around 350 apartments. “This is one of the projects I’m particularly excited about,” he shares, “because this is now the only land available in Muscat Hills, and probably in the entire Muscat, with a wonderful view of the golf course.” The commitment to delivering a high-quality project with meticulous attention to detail remains paramount. “Our philosophy with development is to give the customer that feeling that our apartments are truly disconnected from the outside world.”
Juma elaborates on this vision: “After working 8-9 hours a day, when you go to your apartment, you should feel disconnected. The moment you enter, the smell, the music, temperature and lighting should inspire you to relax and unwind. Even if somebody wants to work, they should feel rejuvenated. We translate this vision into our product.”
Al Osool is currently working on multiple upcoming projects. These align with the Ministry of Housing and Urban Planning’s initiatives to energise the real estate sector. While acknowledging that not all players will survive in any market, he sees significant excitement. He hopes for further evolution in real estate regulations to match the pace of announced projects, though he believes “there is still a long way to go.”
EXPANDING HORIZONS: THE FORAY INTO DUBAI
Al Osool’s recent expansion into Dubai was a strategic decision. “Being in real estate, Dubai is a market one cannot be away from or ignore,” he states, adding that it’s a long-term play. Dubai’s market offers numerous advantages, including rapidly rising prices. This is largely driven by shifts in global investment patterns, with many buyers looking at Dubai as an alternative to Europe due to high taxation and rising interest rates. “Being in Dubai gives us a presence in a sophisticated and growing market,” Juma explains. “Secondly, it provides invaluable know-how and learning that we can bring back to our operations in Oman.” A third compelling reason is the significant number of Omanis seeking real estate opportunities in Dubai. “We can help them with their real estate needs there. Our Omani clients feel comfortable working with
us because we have a presence in both Oman and Dubai, making us more accessible if any issues arise.”
From a purely business perspective, geographical diversification is key. “While 90% of our business might be in Oman, you still need something outside, whether it’s India, Dubai, the UK, or anywhere else.” On a personal note, “my sons are based there, so it makes my life much easier.”
OPTIMISM AND OPPORTUNITIES IN OMAN’S REAL ESTATE MARKET
The outlook for Oman’s real estate market is “very promising, especially for international investors,” he asserts, not foreseeing “anything abnormal happening.” The market experiences natural growth driven by graduates seeking accommodation and land, a segment that continues to expand. Crucially, recent mortgage law changes have significantly boosted the market, evident in last year’s mortgage numbers. “The down payment has reportedly been reduced, and the deposit-to-lending ratio has decreased, injecting considerable liquidity into the market.”
There is significant momentum. He highlights the recent Design and Build Exhibition as an example, noting an unprecedented number of international visitors. “We have to give credit to the Ministry of Housing and Urban Planning for managing to bring that traffic to Oman.”
Oman offers a unique proposition for investors and buyers. “Our entry point is very low. Today, you can buy a property for $150,000, which enables you to get residency for yourself and your family.” He shares a compelling statistic: “From experience, we had buyers from 45 nationalities for our projects, and none of their residency applications were rejected. As long as it was within the rules and regulations, there was no problem. This is a big advantage people don’t often talk about – the ability to enter the market with a very small ticket size.”
Furthermore, money goes further in Oman. “For example, in Dubai, one needs to pay around two million dirhams for a one-bedroom apartment, but in Oman, one can get a bigger and better property for as low as RO70,000.” This makes Oman an attractive investment choice. The market is also open to all nationalities, which is a significant advantage given that certain nationalities face restrictions in other countries.
However, he emphasises the need to build on these advantages by making regulations faster and communicating more effectively. “Sometimes you can be nice, but if you’re not communicating the right information, you have an upset customer. Conversely, sometimes you’re firm, but communicating the correct information and giving the customer the answers they want, which translates to good service.” While the Ministry of Housing is taking many initiatives, “they really need to work on simplifying procedures.”
In summary, Juma is optimistic about the market. “We see numerous announcements, and there is serious intention and work from the government to ensure their success.” His primary request to the authorities is to leverage available knowledge and talent, expedite changes, adopt a more holistic approach, and
prioritise effectively.
THE FUTURE: DEVELOPMENT, DIVERSIFICATION, AND INNOVATION
Looking ahead, Al Osool plans to solidify its position as a leading developer in the Omani market, with potential expansion beyond. “We will continue that journey in real estate development. Whether it is limited to Oman is something I don’t know as of now.” They also aim to expand their services, either by adding more offerings or by further vertical integration within existing services. Innovation is a constant pursuit. “One of the things we do today is hold brainstorming meetings periodically, challenging prevailing norms of every business by applying innovative, sometimes hypothetical, solutions.” As the
market matures, these solutions will become more relevant. “Today, one can be creative and innovative, but you also need a market that accepts that creativity and innovation.” He expresses pleasant surprise at the ideas and ambitious creative solutions proposed by his team, even if not all of them can be immediately applied in the current market.
ADVICE FOR ASPIRING ENTREPRENEURS
For youngsters aspiring to entrepreneurship, his advice begins with a fundamental question: “Never underestimate the thinking of ‘why’ – why am I doing this business?” Clarity of purpose is paramount.
Once purpose is established, a deep understanding of the business is crucial. He breaks down entrepreneurial roles: entrepreneur, manager, and operator. “You have to understand who you are – are you all three, or two of them?”
• The Entrepreneur: Are you the one who takes the risk by bringing in the cash, whether through borrowing, family, or angel investors?
• The Manager: Can you truly manage the business, overseeing processes like recruitment, systems and procedures?
• The Operator (or Artist): If you are the “artist” – like a chef, dentist, or lawyer – do you have the skills to build a business? “I’ve seen amazing professionals, high-flyers, quit their jobs, open offices, and struggle. So you need to understand who you are in this journey.”
He references a valuable lesson: “’If we know ourselves, we know everything in life. If you know yourself, you know your goal.’” He applied this introspection to his own ventures. “For some businesses, I’m the artist. For some, I am the entrepreneur. I consciously decided not to be a manager for any of my businesses because it is very time-consuming and stressful, and I don’t want it. Can I do it? Of course, I can.”
Second, he advises mastering the basics: cash flow, margins, supply chain management, and the operational “nuts and bolts.” “Whatever you do, if you don’t understand your EBITA, P&L, etc., you are wasting your time.”
Finally, Juma stresses the importance of thoroughly reading contracts with stakeholders, contractors, and employees. “Take it slow, without rushing into things.”
Celebrating 15 years of excellence
At DGEC, we are dedicated to empowering the nation’s infrastructure through engineering excellence, innovation, unwavering commitment and integrity, says Damodar R. Katti, Managing Director, Design Group Engineering
Design Group Engineering Consultants has executed a number of projects across sectors. Can you please share some insights on the company and the key differentiations?
Design Group Engineering Consultants (DGEC), founded in 2010 in Muscat, Oman, has evolved into a renowned multi-disciplinary consulting firm with a significant regional presence across the Middle East, Asia, and East Africa. Building on its founding principles of integrity, innovation, respect, and collaboration, the firm expanded rapidly in 2012 by acquiring the MEP division of Majan Engineering Consultants—an institution with a 40-year legacy, thereby strengthening its capabilities in mechanical, electrical, and plumbing services.
Over the past 15 years, DGEC has had the privilege of working on a diverse portfolio of projects spanning sectors such as infrastructure, healthcare, education, commercial development, urban planning and mixed-use projects. Each project has been a reflection of our technical depth, multidisciplinary expertise, and commitment to quality. From large-scale road and utility infrastructure for government authorities to high-end mixed-use developments and specialized facilities like hospitals and schools, our involvement has ranged from concept design to construction supervision, ensuring consistency, efficiency, and innovation at every stage. What differentiates DGEC is our integrated approach to engineering and project delivery. We don’t just design; we partner with clients to solve problems and enhance value. Our use of advanced tools such as Building
Information Modeling (BIM), digital project coordination platforms, and sustainability assessments enables us to deliver smarter, more resilient solutions. For instance, in recent infrastructure projects, we applied intelligent design reviews and value engineering to significantly reduce lifecycle costs without compromising on performance or compliance. In commercial and institutional developments, we’ve focused on energy efficiency, user-centric layouts, and future-ready utilities, often exceeding client expectations in terms of both timelines and operational functionality.
Another key differentiator is our local insight combined with international best practices. Being deeply rooted in Oman, we understand regulatory frameworks, environmental conditions, and community needs. This allows us to tailor each solution to context, whether it’s designing a school that reflects cultural sensitivity or delivering infrastructure that anticipates future urban expansion. What sets DGEC apart is not just what we build, but how we build relationships with clients, stakeholders, and the environments we shape. Our projects stand as a testament to thoughtful engineering, purposeful collaboration, and a drive to leave behind lasting value.
END-TO-END DATA CENTER ENGINEERING SOLUTIONS
DGEC specialises in providing Data Center engineering solutions tailored to the needs of various industries. Can you provide us more details on your Data Center service offerings? We specialize in delivering comprehensive
Consultants LLC
Data Center engineering services tailored to meet the operational, technical, and business needs of clients across a wide range of sectors. Our strength lies in technical excellence, a multidisciplinary design approach, and the use of advanced engineering tools—ensuring that every data center is resilient, energy-efficient, scalable, and fully compliant to industry standard such as Uptime Tier III or Tier IV capable.
Our Expertise
We offer turnkey solutions for all types of data centers:
• Colocation
• Enterprise
• Hyperscale
• Prefabricated Modular Facilities
Whether developing a new facility, expanding, or upgrading an existing one, we ensure full alignment with global benchmarks in Data Center classifications and standards such as TIA-942, Uptime Institute Tier III/Tier IV, and ASHRAE.
Our Services and Key Deliverables
• Feasibility Studies & Site Selection: Evaluation of utility availability (power, cooling, fiber), site risk assessment (natural hazards, accessibility), and future capacity and scalability analysis.
• Design Engineering: Conceptual, Detailed Design, IFC (Issued for Construction) Drawings, Tender Documentation & BOQ across Civil, MEP, IT infrastructure, and Networking systems. Designs are developed to meet Tier III / Tier IV requirements based on project needs.
• BIM Integration:
BIM modeling (LOD 300–500) across all disciplines for coordination, clash detection, visualization, construction sequencing, and COBie integration.
• Sustainability & Energy Efficiency: PUE optimization strategies, efficient cooling solutions, and design considerations aligned with global green building standards.
• Supervision & Construction Support: On-site supervision, technical inspections, interface coordination, and quality and compliance assurance.
• Commissioning Services:
Level 1 to Level 6 Testing & Commissioning, Integrated Systems Testing (IST), witness testing, and complete documentation in support of Tier certification readiness. Why Partner with Us?
• Proven expertise in designing Tier III & Tier IV mission-critical infrastructure
• Single-source responsibility from concept to commissioning
• Future-ready, scalable, and fully standardscompliant designs
• Deep understanding of regional authority and certification processes
• BIM-driven collaboration for reduced risk and faster execution
INDUSTRIAL:
Enlist details of Sanvira, a landmark project for DGEC in the industrial sector.
DGEC was the Project Management Consultant and the complete design partner, covering architectural, structural, and MEP services for Oman’s first calcined petroleum coke facility, developed by Sanvira Carbon FZC LLC at the Sohar Freezone. With a dedicated team of over 30 skilled professionals, DGEC successfully managed all aspects of project execution.
This strategic industrial initiative aligns with the Sultanate of Oman’s Vision 2040 and it’s national objectives of fostering economic diversification, enhancing local value creation, and accelerating the growth of the manufacturing sector. The project has been planned and executed across distinct IV phases.
Power Plant: Sanvira currently operates a 28 MW power plant utilizing Waste Heat Recovery Boilers, intended to increase to 40MW by end of 2025.
Baked Anode Plant: Sanvira Tech FZC LLC will be developing a facility with the capacity to manufacture approximately 300,000 TPA of baked carbon anode.
This landmark project plays a pivotal role in reducing Oman’s reliance on imported calcined coke, while bolstering its position as a key player in the global carbon anode supply chain.
POWER & ENERGY:
DGEC is a certified consultant registered with the Distribution Code Review Panel (DCRP). Can you provide some information on your Power Transmission and Distribution capabilities and projects?
We are a certified consultant registered with the Distribution Code Review Panel (DCRP), and a trusted partner to several esteemed clients across the Sultanate of Oman. Our primary focus lies in delivering end-to-end engineering consultancy services for Power Transmission and Distribution projects, right from initial concept development to final commissioning. With proven expertise in feasibility assessments, design & detailed engineering, protection & system studies, and value engineering, we support our clients throughout every stage of the project lifecyclefrom pre-tendering and tendering to post-award execution.
Our areas of specialization in power transmission and distribution include:
• 400kV / 220kV / 132kV Grid Stations
• 33/11kV Primary Substations
• Distribution Substations
• Transmission and Distribution Overhead Lines (OHL) and Underground Cables (UGC)
• Power System Studies
• Automation and Control Systems
In addition, we offer a range of specialized services in procurement, construction supervision, testing and commissioning, and Project Management Consultancy (PMC), ensuring seamless execution and optimal system performance.
Our recent portfolio includes the successful design of multiple 33/11kV substations for Nama Electricity Distribution Company (NEDC),
covering both greenfield developments and significant upgrades across key regions in Oman.
EDUCATION:
DGEC contributed extensively to Phase 2 of Cheltenham Muscat School and Downe House School. How have these projects redefined school architecture in Oman?
We played a pivotal role in the successful delivery of Phase 2 of Cheltenham Muscat School, leading the engineering, project management, and statutory approval processes. Our involvement ensured the project was delivered not only on time and within budget but with significant cost savings to the client, without compromising on quality or operational excellence. Similarly, Downe House School, Oman’s premier British girls’ school project, is a result of our multidisciplinary capabilities in structural design, architecture of record (AOR), and construction supervision. Located in Al Bandar, Muscat, this prestigious project was delivered on time and within budget, despite being initiated during the challenges of the COVID-19 pandemic.
Phase 2 of the Cheltenham Muscat School project delivers transformative social, economic, and environmental value to the Sultanate of Oman. As one of the most advanced educational facilities in the region, it brings world-class learning infrastructure to Muscat, significantly elevating the standard of education and community engagement. The expansive 4,400m² campus features premium, state-of-the-art facilities that rank among the finest in the Middle East. A striking skylight roof and triple-height atrium flood the interiors with natural light, creating an inspiring and open atmosphere. A distinctive circular structure houses a modern theatre, serving as a central venue for student performances, assemblies, and community events. The campus also includes advanced ICT laboratories, flexible classrooms with bifold partitions, a dedicated career development centre, and Sixth Form areas designed around an amphitheatre-style layout to support collaborative learning.
This project, however, presented a unique set of challenges. As a brownfield site with a strict one-month delivery window, timed to coincide with the school’s reopening, the margin for error
was virtually non-existent. Rapid mobilisation, intensive planning, and meticulous execution were essential. The primary challenge involved identifying, planning, and implementing the rerouting of critical MEP services within this compressed timeline. Compounding the complexity was a major global supply chain disruption caused by the Suez Canal blockage in March 2021.
DGEC managed both the technical intricacies and logistical coordination to deliver results with zero disruption to the academic calendar. We activated alternative supply chains, rerouted logistics, and maintained adaptive schedules to meet all critical milestones without delay. This satellite project exemplifies our cross-functional synergy across DGEC’s regional offices, with structural engineering delivered by our Chennai team, MEP systems by DGEC Bangalore, India, project and design management executed by DGEC Muscat and quality surveying managed by our broader network.
The Downe House School, commissioned by the Ministry of Defence Pension Fund (MODPF), represents a significant investment in female education, aiming to establish a world-class International GCSE and A-Level institution in Oman. At the heart of the campus is a 450-seat theatre, forming the centrepiece of the Performing Arts Centre. The dedicated Music Academy features state-of-the-art facilities including music technology and ensemble classrooms, nine practice rooms, a fully equipped recording studio, and a digital editing lab.
The Sports Academy offers a double-sized sports hall, dance studio, and various outdoor sports courts including hockey, football, netball, basketball, and tennis. Creative education is fostered through purpose-built art and design spaces, complete with painting and ceramics studios, a kiln room, a photography suite, and a jewellery and product design lab.
This campus redefines educational infrastructure with a total built-up area of 15,000 sq.m. combining academic excellence with a cutting-edge design. DGEC’s value engineering approach led to substantial cost savings for the client, showcasing our commitment to delivering excellence without compromise. This project exemplifies our team’s dedication, collaborative spirit, and pursuit of construction innovation.
HEALTH:
DGEC’s healthcare projects endeavour to prioritise innovation, community needs, and the wellbeing of all. In what ways has the ‘The Child Development Center at Sultan Qaboos University’ furthered these objectives?
The establishment of Oman’s First Child Developmental Center was driven by a critical need for a specialized facility to support children with developmental disorders. Historically, these patients have faced inadequate access to proper medical care, often due to underdiagnosis, poor classification and prioritization, and a shortage of specialists in neurodevelopmental disorders. To address this gap, Al Jisr Foundation with SQU created a center dedicated to training healthcare professionals, managing neurodevelopmental disorders, and empowering families. The initiative promotes a family-centered approach, guiding parents through early intervention strategies critical for their children’s development.
DGEC, working in close collaboration with Al Jisr Foundation, led the design and implementation of this early childhood development hub. We were entrused with the full scope of the project, including architectural and structural design, MEP (Mechanical, Electrical, and Plumbing) engineering, site supervision, and comprehensive project management. The center’s architecture makes a striking statement, its exterior thoughtfully crafted to resemble oversized, interlocking building blocks—a playful nod to beloved children’s toys that harmonizes uniquely with the urban surroundings. Inside, the facility is meticulously organized to optimize the flow of patients, staff, and visitors alike. It encompasses a comprehensive range of specialized spaces, including assessment and intervention rooms, sensory and therapeutic rooms, a paediatric sensory gym, an outdoor play area, a sensory garden, a modern auditorium, and a fully equipped cafeteria.
The architectural design incorporates modern aesthetics with principles of child psychology, resulting in a therapeutic environment that encourages both learning and healing. With its strong emphasis on innovation, sustainability, and evidence-based care, it stands as an exemplary model for neurodevelopmental services in the region. This groundbreaking center establishes a new benchmark for inclusive design, providing a nurturing environment that champions early intervention and sustained
developmental support. For DGEC, this project deeply reflects our unwavering commitment to social responsibility and our enduring vision.
FOOD SECTOR:
The Sohar Flour Mills highlighted DGEC’s expertise in project management as well as architectural, structural, and MEP design services. How did the company’s expertise bring about efficiency and structural integrity to the project?
The Sohar Flour Mills, located in Sohar, in the Sultanate of Oman, stands as a testament to our expertise in project management, as well as architectural, structural, and MEP design services. The food industry demands consistent quality and strict adherence to regulated standards. To succeed in this sector, producers must also prioritize sustainability within their operational environments. At DGEC, we collaborated closely with our client to understand their specific requirements and regulatory needs, guiding them through the complex developmental stages of their facilities and infrastructure design which meet food accreditation norms, while maintaining a sharp focus on their operational objectives.
From tendering to soil improvement works, we completed the entire project in under 24 months. We deployed advanced flour milling technology and slip form technology for the construction of concrete walls, ensuring efficiency and structural integrity. The first phase involved the construction of a wheat milling facility with a processing capacity of 600 metric tonnes per day. The second phase focused on the development of a grain storage facility, providing a total capacity of 160,000 tons of wheat. Additionally, DGEC carried out extensive ground improvement works, addressing the geotechnical challenges of the site. This project highlights how well-equipped and skilled teams can significantly minimize costly errors and play a vital role in the successful design and management of complex food-industrial facilities.
SPORTS AND CULTURE:
The state-of-the-art Five-a-side Hockey World Cup Complex at Al Amerat positioned Oman as a prominent sports destination in the Middle East. How was DGEC’s experience in completing this prestigious project in six months. Tell us more about your role as AoR
for the prestigious Oman Cultural Complex.
The state-of-the-art Five-a-side Hockey World Cup Complex at Al Amirat is a shining example of Oman emerging as a prominent sports destination in the Middle East. Designed and supervised by DGEC to host the inaugural edition of the FIH Hockey 5s World Cup 2024, the project was completed in a record-breaking six months, despite unprecedented challenges. Our collaboration with the Ministry of Culture, Sport and Youth, Muscat Municipality, Al Amirat Municipality, KR Constructions, Firas Bin Fatik SPC, Oman Cricket, and Oman Hockey Association exemplifies our professionalism, diligence, enthusiasm, and adherence to industry standards and ethical practices.
The FIH President Tayyab Ikram applauded the Oman Hockey Association on the smart creation of the stadium and adjacent infrastructure built in record time maintaining the highest international standards.
The scope of work included the construction of a Hockey Complex and external work involving extensive construction efforts, covering everything from civil works to the installation of critical systems like firefighting, electrical, PA systems, TV systems, telecommunication & data systems, CCTV/security systems, HVAC installations, gym equipment, and more. The project also included a sophisticated irrigation system to ensure the pitches are maintained at optimal playing conditions, highlighting DGEC’s attention to detail and commitment to quality. The use of Value Engineering (VE) not only enhanced the project but also led to cost savings, making it a highly efficient and wellexecuted endeavour.
Talking about the Oman Cultural Complex, we are the Architect of Record (AoR) for this prestigious project of the Ministry of Culture, Sport and Youth. As AoR, we are responsible for complete documentation, building code compliance, and securing necessary permits from governing bodies and ministries. We have also been instrumental in creating the initial designs for the external office facilities and boundary walls, the construction of the temporary office buildings for the client and consultants, assisting in carrying out the flood risk and traffic impact assessments, and procuring updated environmental and tower crane approvals from the Civil Aviation Authority. This landmark complex at Airport Heights is a tribute to Oman’s rich cultural heritage, designed with a balance of traditional Omani and Islamic architectural elements and modern functionality.
The complex will feature three monumental structures—the Oman National Theatre, National Library, and National Archives. Beyond these core structures, it will also include art galleries, exhibition halls, lecture spaces, a cinema hall, and a cultural center, making it a dynamic hub for arts, literature, and history.
How is DGEC adapting to digital-led innovation within the construction industry?
Digital innovations have significantly transformed the construction industry, driving improvements in efficiency, safety, and sustainability. Technologies like Building Information Modeling (BIM) have revolutionized how construction projects are planned and executed. BIM enables detailed 3D modeling of structures, allowing for better visualization, clash detection, and collaboration across teams. Similarly, cloud-based project management tools have streamlined communication, giving stakeholders access to real-time updates and documentation from anywhere, which reduces delays and enhances accountability.
On construction sites, tools such as drones, Internet of Things (IoT) sensors, and wearables have introduced new levels of precision and monitoring. Drones are now widely used for surveying and tracking site progress, while IoT devices monitor machinery performance, environmental conditions, and worker locations to improve safety and efficiency. Wearables like smart helmets and vests can alert workers to hazards or monitor fatigue levels, contributing to proactive risk management. Additionally, augmented and virtual reality technologies, timelapse videos of the site enable immersive design reviews and training, bridging the gap between planning and execution.
Digital twin technology, virtual replicas of physical assets, offers ongoing insights into a building’s performance, enabling predictive maintenance and better lifecycle management. Together, these digital advancements are driving the construction industry toward smarter, safer, and more sustainable practices.
DGEC is in its 15th year of operations. How do you look back on your entrepreneurial journey?
Looking back on 15 years of Design Group Engineering Consultants’ journey, it’s both humbling and rewarding to see how far we’ve come. What started as a small team with a shared vision has evolved into a respected
company known for its engineering excellence, client trust, and innovative solutions. The early years were marked by resilience, as we navigated market uncertainties, built a strong foundation, and earned our place through consistent performance. Each project, no matter the scale, contributed to the reputation and credibility we enjoy today.
None of this would have been possible without our exceptional team. It is their expertise, dedication, and creativity that have driven every project forward, transformed challenges into opportunities, and strengthened our reputation in the industry. From mentoring new talent to innovating solutions for complex problems, our people have been at the heart of every milestone and achievement, ensuring that the company’s vision is brought to life in every endeavor.
Our growth has always been guided by a commitment to quality, adaptability, and learning. We’ve embraced emerging technologies and industry shifts, integrating tools like BIM, digital project management platforms, and sustainability frameworks well ahead of the curve. That willingness to evolve has helped us stay relevant and competitive, even in challenging economic environments. More importantly, we’ve cultivated a culture where talent is nurtured, collaboration is valued, and every team member feels part of the company’s larger purpose.
As we celebrate this milestone, we remain grounded in our founding values of integrity, innovation, and service. But we also look ahead with a sense of responsibility and ambition. Going forward, the engineering and construction industry will demand even greater agility and insight, and we’re excited to lead with the same entrepreneurial spirit that got us here. The journey has been anything but linear, but it has been deeply fulfilling and we’re just getting started.
In recent years, you have taken on additional responsibilities beyond DGEC, from being an Advisor to the Board of Directors at Oman Cricket to joining the Board of Directors of Indian Schools in Oman. What drives you in this direction?
Taking on responsibilities beyond Design Group Engineering Consultants has been a natural extension of my desire to contribute meaningfully to the broader community. Whether it’s through
sport, education, or industry, I’ve always believed that leadership should not be confined to the walls of one’s business. My involvement with Oman Cricket as an Advisor to the Board and my role on the Board of Directors of Indian Schools in Oman stem from a deep sense of purpose, to give back to the society, to share what I’ve learned, and to help shape institutions that influence lives beyond just the professional sphere. All of this has been possible due to the blessings of my parents, and the support and sacrifice of my wife and children.
What drives me is the belief that real impact happens when expertise is applied with empathy and vision. In cricket, it’s about building systems that nurture talent and strengthen national representation, and in education, it’s about ensuring that future generations have access to quality learning environments that prepare them for a changing world. Both roles allow me to engage with passionate people, tackle real challenges, and be part of the long-term transformation, something that resonates deeply with the
values I hold as an individual, entrepreneur, and a leader.
Ultimately, these roles are not separate from my work at DGEC; they complement it. They keep me grounded, broaden my perspective, and constantly remind me that leadership is about service. It’s not just about building successful enterprises, but also about shaping a stronger community, fostering talent, and leaving a legacy that extends beyond business metrics.
Maximising Potential
Tibiaan Properties aims to leverage advanced marketing and technology to broaden its reach and enhance client service, says Founder, Fahad Al Ismaili in an interview with Oommen John
CAN YOU SHARE AN OVERVIEW OF TIBIAAN PROPERTIES AND THE SERVICES, WHICH IT OFFERS TO CUSTOMERS?
Tibiaan Properties is a leading real estate company in Oman, managing a diverse portfolio of apartments, villas, lands, warehouses, and commercial properties in Muscat. The company specialises in leasing and managing residential and commercial units, including townhouses, beach houses, and condos in prime locations. It manages nearly 2,000 units and offers services such as real estate brokerage, property management, valuations, and advisory services. With over 22 years of experience, Tibiaan has established a strong local presence and expanded into the UAE by opening an office in Dubai. As the real estate industry evolves, Tibiaan aims to leverage advanced marketing and technology to broaden its reach and enhance client service.
WHAT DIFFERENTIATES YOUR SERVICES IN THE MARKET?
Mastering the brokerage field, we have ventured into real estate development management, establishing ourselves as a key developer in Oman. We are now in the final stages of several major construction projects, emphasising both service and development sectors. Our expertise spans commercial, residential and industrial properties, along with valuation services that adhere to international standards. We also provide advisory services and opportunities for foreign investors, particularly in infrastructure projects and the development of innovative cities.
PLEASE SHARE SOME MAJOR PROJECTS, WHICH TIBIAAN PROPERTIES IS CURRENTLY
WORKING ON IN OMAN ALONG WITH WHAT MAKES THEM A COMPELLING CHOICE?
We prioritise exceptional customer service, treating all clients equally, regardless of their investment size. We strive to create a friendly rental experience and work diligently to maintain strong relationships with our clients. Our success in retaining commercial tenants reflects our commitment. Currently, we are finalising a successful project involving the delivery of industrial sites and a residential compound. We are also in discussions for a unique development on a 100,000 square meter plot as part of our expansion strategy.
Over the past year and a half, we have shifted our focus to strategic investment transactions in response to the saturated brokerage market. We have acquired four plots of land in Dubai and are in the design phase for developments scheduled to begin by mid-2028. Our approach is aimed at maximising investment opportunities and expanding our real estate portfolio.
In Oman, some of our notable projects include Malak Tower, a modern landmark in the heart of Bowsher, offering stunning views of Sultan Qaboos Street. Built to the highest engineering and architectural standards, this impressive project spans approximately 17,000 square meters, featuring 12 floors, including two basement levels for parking, a ground floor with retail outlets and showrooms, and nine floors dedicated to state-of-the-art office spaces. Malak Tower is equipped with essential amenities for a vibrant business environment, including dedicated reception and service elevators, a welcoming reception area, and lively spaces for relaxation, such as restaurants and cafes.
Another key project is Ajwaa, a prime shopping and business destination in Salalah. It provides easy access from Salalah and neighbouring cities in the Dhofar Governorate, covering over 20,000 square meters and featuring more than 196 commercial units, including shops and offices.
TIBIAAN
PROPERTIES HAS OPERATIONS IN DUBAI. WHAT ENCOURAGED YOU TO FORAY INTO UAE’S REAL ESTATE MARKET AND HOW HAS BUSINESS BEEN IN THE GCC REGION?
The real estate sector in the GCC has significant growth potential, but we must focus on stimulating demand. While the overall sentiment is positive, purchasing power remains a challenge. It is essential to ensure consistent demand from both local and international markets, which should be a top priority for the government as a strategic initiative. We appreciate the ongoing projects and initiatives, but our goal is longterm stability rather than short-term gains. Sustaining demand is crucial for expanding our workforce and accommodating the tens of thousands of graduates entering the job market each year.
The GCC ecosystem is evolving positively, with encouraging developments in Saudi Arabia and Dubai, alongside expansion in various UAE cities. Recent news about the collaboration between Dubai ports and Oman, including the establishment of a dry port, will enhance trade and business routes. This partnership is vital for Omanis and GCC nationals, strengthening our position in the regional market. We must continue to explore opportunities in Dubai and
INTERVIEW
the UAE to maximise our growth potential. We are also actively marketing Oman to UAE investors while promoting opportunities in Dubai to Omani investors. Our focus is on strategic investments, such as hotels and large projects rather than individual units. Our operational model is efficient, allowing us to function as a representative office that provides real estate investment opportunities without the need for a large staff. Ultimately, our goal is to benefit our stakeholders, particularly Tibiaan, as we navigate this new market. We are committed to exploring further opportunities for growth and development.
WHAT ARE YOUR THOUGHTS
ON OMAN’S REAL ESTATE MARKET & HOW CAN ITS ATTRACTIVENESS BE ENHANCED FOR DOMESTIC & INTERNATIONAL BUYERS?
In Oman, the real estate sector is experiencing notable growth. Last year, total transaction values surpassed RO2.5bn for the first time in years, reflecting a positive trend supported by government initiatives. With a population exceeding 5.3 million, our occupancy rates have reached 90-100 per cent, indicating strong demand. Although we face challenges related to purchasing power, the government is proactively creating an environment conducive to foreign direct investment and infrastructure development. Upcoming projects, including major highways, will drive economic growth. Real estate is crucial to this development, as all sectors rely on it. However, we need to focus on fostering sustainable demand. While we benefit from current initiatives, our aim is long-term growth, which is essential for accommodating the influx of graduates entering the job market each year.
Fostering demand and maintaining connectivity within the ecosystem are crucial for growth. Currently, the supply of real estate in Oman slightly outpaces demand. While there is no severe shortage or oversupply, this imbalance is impacting prices and transaction speeds. We remain in a buyer’s market, with pricing influenced by weak demand and purchasing power. It is vital to empower local Omanis to enhance their purchasing capacity through various business initiatives, support for SMEs, and improved financing options. For expatriates looking to invest, new projects like Sultan Haitham City provide opportunities at more affordable price
points. The government is actively working to open the economy and attract foreign investment through the Ministry of Commerce and Industry, Investment Promotion, and the Ministry of Housing, among others. While we are seeing progress, it will take time, and we hope for more rapid results.
HOW DO YOU SEE THE REAL ESTATE SECTOR’S POTENTIAL IN OMAN AND THE GCC IN 2025-26?
After spending a year and a half in Dubai, we recognised an opportunity to shift our focus from full brokerage services to strategic investment transactions. The market is saturated with brokers, so we decided to adopt a more investment-oriented approach. We have acquired four plots of land in Dubai and are currently in the design phase, with plans to start residential development by mid-2028.
On the future of the real estate sector in Oman, I would like to mention some initiatives from the Minister of Housing & Urban Planning. For many years, Oman’s overall transaction value never exceeded RO2.5bn, but it crossed that threshold last
year, reflecting significant improvement. At the recent real estate conference, projects worth nearly RO15bn were announced. These projects are expected to unfold over the next decade, totalling about RO1.5bn in additional transactions each year. This indicates that the government is actively promoting new projects and encouraging foreign direct investment (FDI) with a focus on freehold properties.
Moreover, Oman’s population has surpassed 5 million, reaching over 5.3 million last month. In the real estate sector, we have witnessed occupancy rates rise dramatically, with many of our buildings now achieving 90-100 per cent occupancy compared to the previous 60-70 per cent. Recent government initiatives are also noteworthy. For instance, the Tender Board recently awarded projects worth over RO100mn, alongside new highways connecting key regions like Matrah and Muscat. This infrastructure development will enhance connectivity and support overall business growth. Real estate plays a crucial role in the economy; every sector relies on it. Whether it is for hospitals, schools, or other facilities, real estate is fundamental and will continue to thrive.
Blending Heritage with Innovation
Aameir
Khan, Chief Operating Officer, General Development Services
LLC reiterates the company’s commitment to Vision 2040 not just as a national roadmap, but as a shared mission that defines the way GDS plans, builds and innovates
With over four decades of pioneering excellence, General Development Services LLC (GDS) has left an indelible mark on Oman’s urban and natural landscapes. At the helm is Aameir Khan, a seasoned leader whose vision and commitment have steered the company through transformative infrastructure and landscaping projects that define the Sultanate’s evolving cityscapes. Under his stewardship, GDS has not only upheld its reputation for quality and innovation but also aligned its mission with Oman’s Vision 2040. In an exclusive conversation with Dossier, he shares insights on leadership, sustainability, and the future of infrastructure development in the region. Excerpts:
GDS has been a cornerstone in Oman's landscaping and infrastructure development for over four decades. What key values or strategies have driven the company’s sustained success and relevance in such a dynamic industry?
GDS’s long-term success and sustained relevance in Oman’s landscaping and infrastructure development industry over the past 40 years is the result of a strategic blend of traditional values and forward-thinking approaches:
Uncompromising quality and excellence: From day one, we have prioritised delivering work that meets international standards. Whether it is a large-scale infrastructure project or a bespoke landscaping design, our meticulous attention to detail and high standards have built a reputation for reliability and excellence. This consistent performance has led to nearly 70% of our revenue coming from repeat clients.
budget allocation for landscaped infrastructure and green spaces. In the late 1980s and 1990s, as Oman’s infrastructure developed at an unprecedented pace, spending on green landscapes, backyards, and city beautification was not a priority. This was understandable, as essential infrastructure such as interconnecting roads, highways, and city utilities, which included electrical and sewerage networks, rightly took precedence.
However, through persistent awareness efforts and extensive marketing campaigns by GDS LLC, a growing portion of budgets began to be allocated to landscaping along roads and highways, community parks, and landscaped residential areas. The Muscat Municipality played a leading role in recognising the importance of green urban development.
We take great pride in contributing to city beautification, which also promotes carbon management and environmental sustainability. For example, the soft landscaping implemented along Sultan Qaboos Highway in the 1990s, from Muttrah Corniche to Sohar, sequesters over 55,000 metric tons of carbon annually. This demonstrates GDS LLC’s long-standing role in environmental stewardship.
Today, all our design-and-build projects incorporate a Carbon Net Zero policy using sustainable, water-efficient systems and materials. By actively promoting subsurface irrigation, recycled and sustainable products, and local organic inputs, we deliver integrated hardscape and softscape solutions that minimise environmental impact. For instance, our ongoing Oman Cultural Complex Landscape Package includes the planting of over 1,000 trees, sequestering more than 9,000 metric tons of carbon, helping the project approach Net Zero Carbon Emissions
Oman is undergoing a significant transformation under Vision 2040. How is GDS aligning itself with the country’s national goals in terms of infrastructure modernisation and green urban planning?
At GDS, we see Vision 2040 not just as a national roadmap, but as a shared mission, which defines how we plan, build, and innovate. Our role as a leading landscape and external infrastructure contractor is to deliver projects that embody the principles of modernisation, sustainability, and community well-being outlined in the vision.
We align with these goals by integrating green urban planning into every stage of our work by prioritising climate-resilient plant species, waterefficient irrigation technologies, and eco-friendly construction practices. Our designs balance functionality with aesthetic excellence, creating spaces that enhance quality of life while reducing environmental impact.
On the infrastructure side, we are leveraging modern engineering solutions, smart technologies, and horizontal integration to deliver projects more efficiently and with longer-lasting value. Prestigious initiatives such as Sultan Haitham City External Works for the Experience Center, Muttrah Waterfront, and the Golden Jubilee Walkway, or the Oman Cultural Complex demonstrate our commitment to shaping urban spaces that reflect Oman’s cultural heritage while meeting global sustainability standards.
Another strong initiative GDS LLC has been taking is to find a synergy to lead ‘Made in Oman’ initiative in the agriculture and horticulture industry. As historically, Oman imports most of the input materials for external lighting packages and agricultural inputs from the European and American manufacturers, we have been actively working towards changing the perspective of consultants, clients, and private buyers that Omani products supersede these imported finished goods, or are on par with their quality. With an active approach to find a perfect balance between financial feasibility and quality-finished goods, GDS LLC’s R&D team is actively progressing in promoting ICV products, job creation and adding skill profiles for Omani nationals.
GDS is not only supporting Oman’s transformation under Vision 2040, we are helping lead it, ensuring that every project contributes to a greener, smarter, and more connected future. With a perfect blend of Omani and expatriate workforce and leaders, we are confident that our company would be creating an example for others in terms of quality exceeding price, and constant innovation that allows a firm to stay competitive despite the rising manpower and material costs.
Looking ahead, what is your vision for GDS over the next decade, and what emerging trends do you believe will redefine the landscaping and infrastructure sectors in Oman and the wider region?
Over the next decade, my vision for GDS is to continue to be the pioneer for introducing new technologies and upgrade the quality expectations from either a landscaped project or a product sold in retail. I have been constantly pushing forward the idea that being the largest and well-recognised landscape and infrastructure entity in Oman, we need to aggressively spearhead to find a balance between imported materials and locally manufactured products being used in either the construction or the agricultural sectors.
Unfortunately, we see that over 60% of raw materials or input materials being imported for the construction of either infrastructure or landscape projects. With a dynamic local population, strategic geographical location, and with flexible financing options, Oman could more than cater to set up its own small scale industries for manufacturing products for not only local consumption, but also for exports. For example, light fittings and light poles for a hardscape project does not necessarily need to be imported as finished goods to cater to the current expansive growth in Oman from European manufacturers. With strategic JV’s, and with a mandate to only use local products, this could become a feasible reality. Rural farm areas in Oman could also provide for organic and bio fertilizers in addition to composts to local factories, which in-turn will boost ICV and add to job creation.
Hence, as GDS LLC, we are actively working with local and international partners to help establish thriving industries that could be profitable and feasible over the long term within our realm of experience and expertise.
As for the factors that will redefine the landscape sector in Oman over the next decade, I would say it would be the implementation of smart and connected solutions, such as AI based decoderirrigation and maintenance systems, Satellitefencing systems for automated mowers and warning systems, and water efficient landscape designs. All of these should be locally developed and sourced from Omani manufacturers or assemblers. In addition, majority of our work implementation will steadily shift from hierarchybased management system to a more data driven management system, requiring many of us to stay agile to the changes that need to be implemented within our daily operations in the coming years.
Opportunities galore
By continuing to prioritize sustainable practices and technological innovation, Oman is actively constructing a diversified, resilient, and globally competitive economy for the
Oman’s construction industry, while poised for growth, navigates a landscape marked by both significant challenges and compelling opportunities. Addressing these factors will be critical for sustained development and the realization of Oman Vision 2040.
OPPORTUNITIES ACROSS THE SECTOR
• Economic Diversification: Oman’s aggressive pursuit of economic diversification, particularly investments in non-oil sectors like tourism, logistics, manufacturing, and renewable energy,
• Sustainable and Smart Infrastructure: The strong governmental focus on developing green buildings, smart cities (like Sultan Haditha City and Madinat Al Irfan), and energy-efficient systems presents significant opportunities for innovation and specialized construction.
• Growing Demand for Housing: Driven by population growth, urbanization, and an increasing expatriate population, there is a sustained demand for residential properties, particularly in affordable and mid-range segments.
• Increased Foreign Direct Investment (FDI): Investor-friendly policies, including the Golden Visa program and incentives within Special Economic Zones, are actively attracting foreign capital and expertise into the real estate and construction sectors.
• Public-Private Partnerships (PPPs): The government’s encouragement of private sector participation in development projects, particularly in integrated housing and infrastructure, opens new avenues for investment and collaboration.
• Technological Advancement: The increasing adoption of BIM, prefabrication, AI, and digital tools offers opportunities to enhance project efficiency, reduce costs, and improve overall project outcomes, despite initial adoption challenges.
• Local Content Development: Policies aimed at strengthening local industries and supply chains create opportunities for Omani businesses and foster skill transfer, enhancing the overall resilience of the construction ecosystem.
CHALLENGES FACING THE INDUSTRY
• Skilled Labor Shortage: This remains a persistent issue, exacerbated by an aging workforce, a decline in vocational training participation, and increasing demand from new projects. The reliance on expatriate labor, while cost-effective, creates a dependency that the Omanization policies seek to balance, adding complexity.
• Financing Constraints: Limited access
to financing options and fluctuations in global oil prices can affect the funding and progress of large-scale construction projects.
• High Construction Costs: Rising prices of construction materials, coupled with various permitting and approval fees, contribute to inflated property prices, posing a challenge for both developers and buyers.
• Supply Chain Disruptions: The industry faces challenges related to logistics, including overland transport limitations for heavy equipment, port-specific constraints, and complexities in customs compliance and paperwork. Over-reliance on international suppliers also exposes businesses to delays and global economic disruptions.
• Affordability Constraints: A notable disconnect exists between ambitious government planning for housing and the financial capacity of citizens, particularly for mid-range properties. This can lead to marketing difficulties and unsold units.
• Oversupply in Residential Market (Muscat): Despite growing demand, Muscat has faced an oversupply of nearly 20% of the total residential supply. This oversupply has historically led to lower occupancy rates and a decline in rental yields.
• Slow Adoption of New Technologies: Compared to more developed markets, the adoption of advanced construction technologies like BIM and prefabricated methods is gradual, primarily due to high initial costs and the availability of skilled labor to implement these new technologies.
• Resistance to Change: Encouraging a shift towards sustainable practices and new methodologies often encounters resistance due to ingrained habits and perceptions about higher costs.
FUTURE OUTLOOK
Oman’s construction industry is poised for a period of sustained growth, underpinned by the strategic vision of Oman Vision 2040. The outlook is characterized by continued expansion across multiple sectors, driven
CONSTRUCTION
by deliberate government initiatives and increasing investor confidence.
CONTINUED GROWTH TRAJECTORY
Forecasts consistently indicate a positive trajectory for the Omani construction market, with projected annual growth and steady CAGR over the coming years. This expansion is expected to be fueled primarily by investments in infrastructure, tourism, residential, and industrial sectors. The government’s commitment to these sectors, coupled with its focus on economic diversification, will maintain momentum.
KEY GROWTH DRIVERS
Oman Vision 2040 will continue to be the central guiding force, emphasizing economic diversification and sustainability as core tenets. This long-term national strategy will ensure that construction remains a vital contributor to non-oil GDP growth, with a focus on developing a knowledge-driven, globally competitive economy.
STRATEGIC RECOMMENDATIONS
To capitalize on the opportunities and mitigate the identified challenges, several strategic recommendations are critical for the sustained growth and resilience of Oman’s construction industry:
• Addressing Labor Shortages: A concerted effort is required to bridge the skilled labor gap. This involves significant investment in vocational training and skill development programs for Omani nationals, fostering collaborations between construction firms and educational institutions. Simultaneously, leveraging construction technology, such as automation and robotics, can enhance efficiency and reduce reliance on manual labor, optimizing workforce utilization.
• ·Enhancing Supply Chain Resilience: To counteract disruptions and reduce import reliance, strategies should focus on digitalization of supply chains, promoting local content in procurement, and adopting agile supply chain management practices. This includes supporting local manufacturing of construction materials and components, reducing logistical costs and lead times.
• Promoting Sustainable Practices:
Incentivizing green building designs, integrating renewable energy solutions (e.g., solar panels, biogas plants), and implementing robust waste management and water recycling systems are paramount. This requires clearer regulations, increased awareness campaigns, and financial incentives to overcome the initial higher costs and resistance to change.
• Streamlining Regulations and Financing:
hurdles and simplify permitting processes are essential to improve the ease of doing business and attract further investment. Additionally, exploring innovative financing mechanisms and fostering stronger partnerships with banks can improve access to funding for developers and buyers, particularly for affordable housing initiatives.
• ·Leveraging Technology: Encouraging the wider adoption of Building Information Modeling (BIM) across project lifecycles, promoting smart home technologies, and expanding the use of prefabrication and modular construction methods will enhance efficiency, reduce costs, and improve project delivery timelines. Governmentled initiatives and incentives are crucial to accelerate this technological transition.
• Fostering Public-Private Collaboration:
government entities, local businesses, and international investors is essential for successful project delivery and investment attraction. This collaborative approach can help align development goals with market capabilities and ensure efficient resource allocation.
• Targeting Mid-Range and Affordable Housing: While luxury properties attract significant foreign investment, focusing on the mid-range and affordable housing segments is crucial to meet the needs of the broader population and ensure market stability. This can help address the oversupply in certain luxury segments and ensure a balanced market.
Oman’s construction industry is undergoing a profound transformation, driven by the ambitious Oman Vision 2040 and its unwavering commitment to economic
steady and substantial growth, moving beyond its historical reliance on oil revenues to embrace a future built on robust infrastructure, thriving tourism, and innovative urban developments.
Flagship projects like Sultan Haitham City and Madinat Al Irfan are not merely construction endeavors; they are visionary blueprints for smart, sustainable, and climate-responsive urbanism, setting new benchmarks for regional development. The strategic expansion of Special Economic Zones, particularly Duqm, serves as a tangible demonstration of Oman’s dedication to attracting diversified industrial and green investments. Furthermore, the proliferation of Integrated Tourism Complexes is fundamentally reshaping the real estate landscape, drawing international investors and residents through progressive ownership policies and attractive lifestyle offerings.
skilled labor shortages, supply chain complexities, and the need for enhanced technological adoption, Oman’s proactive policy environment, including streamlined regulations, favorable tax incentives, and the introduction of comprehensive building codes, positions the industry favorably to overcome these hurdles. The deliberate interplay of policy reforms, strategic investments, and a clear national vision creates a compelling environment for sustained growth.
The future of Oman’s construction industry is intrinsically linked to its national development agenda. By continuing to prioritize sustainable practices, embrace technological innovation, and foster robust public-private partnerships, Oman is not only building structures but is actively constructing a diversified, resilient, and globally competitive economy for the decades to come.
Promising Prospects
Oman's construction industry offers a blueprint for diversification and sustainable growth. A Dossier report
Oman’s construction industry is experiencing a robust resurgence, positioning itself as a pivotal sector in Oman’s broader economic transformation. The market is projected to expand significantly, with estimates indicating a growth from RO3.81 billion (approximately US$9.9 billion) in 2025 to RO4.40 billion (approximately US$11.4 billion) by 2029, reflecting a CAGR of 2.8%.
The fundamental driver behind this renewed momentum is Oman Vision 2040, the national blueprint for comprehensive economic diversification and sustainable development. This strategic framework directs substantial investments towards critical infrastructure, a burgeoning tourism sector, and an expanding real estate market, aiming to reduce the nation’s
historical reliance on hydrocarbon revenues.
Major urban development initiatives, such as Sultan Haitham City and Madinat Al Irfan, are at the forefront of this growth. These projects are complemented by the strategic expansion of Special Economic Zones (SEZs) in key locations like Duqm, Sohar, and Salalah, which are actively attracting significant foreign and local investments, particularly within the industrial and logistics sectors.
RESIDENTIAL REAL ESTATE
The residential real estate sector, a crucial component of the construction landscape, is anticipated to demonstrate substantial growth, with a projected CAGR of 9.19% from 2025 to 2033. This growth is fueled by increasing population figures, accelerated urbanisation,
and a notable rise in the expatriate population. Furthermore, tourism-related construction, particularly Integrated Tourism Complexes (ITCs), is identified as a vital growth area. Oman has ambitious plans to add 5,800 hotel rooms and deliver 62,800 new residential units by 2030, bolstering its tourism capacity and accommodating the anticipated demographic expansion.
The current growth trajectory for Oman’s construction industry, evident from 2025 onwards, should be viewed not merely as a cyclical economic recovery but as a profound strategic reset and a period of sustained expansion. The industry experienced a decline from 2017 to 2019, followed by a sharp contraction in 2020. However, the subsequent period, including the 2020-2024 timeframe, showed a negative CAGR, indicating that
the immediate aftermath of 2020 remained challenging. The current and projected growth, therefore, represents a deliberate, policy-driven recovery and a planned trajectory.
This commitment is underpinned by the government’s proactive economic diversification efforts and targeted investments. For potential investors, this indicates a higher degree of policy certainty and long-term commitment supporting the market’s growth, potentially mitigating some of the traditional risks associated with economies heavily reliant on oil. It positions Oman as a market where growth is actively engineered and sustained through strategic national initiatives.
Government commitment to funding development projects is evident in recent figures. Public expenditure in Oman increased by 4% year-on-year in Q1 2025, reaching approximately RO2.8 billion (US$7.2 billion). Of this, development expenditure by ministries and civil service units accounted for approximately
RO254 million (US$660.6 million) in Q1 2025, signifying a disbursement rate of 28% of the total development allocation for the year. This financial backing underscores the government’s dedication to stimulating construction activity across various sectors.
Oman Vision 2040 stands as the foundational framework guiding the Sultanate’s reforms and investments. Its overarching aim is to achieve comprehensive economic diversification and long-term sustainability, thereby reducing the nation’s historical dependence on hydrocarbon revenues. A central objective of this Vision is for non-oil sectors to contribute 90% of the economy by 2040. This ambitious target necessitates significant contributions from burgeoning sectors such as manufacturing, logistics, and tourism, all of which inherently require substantial construction activity.
The government’s strategic focus is resolutely placed on developing robust infrastructure, diversifying the economic base, investing in green energy solutions, and fostering sustainable economic opportunities for the Omani populace. This strategic alignment ensures that construction is not merely a reactive industry but a proactive enabler of national development goals.
Oman’s construction landscape is currently defined by a series of ambitious, large-scale projects that are transforming the country’s urban, industrial, and tourism sectors. These developments are integral to achieving the objectives outlined in Oman Vision 2040, driving economic diversification and creating new opportunities across the Sultanate.
INFRASTRUCTURE PROJECTS
Oman is undertaking substantial infrastructure development to support its economic diversification goals, with significant investments in transportation, energy, and social facilities.
ROAD NETWORK EXPANSION
The Ministry of Transport, Communications and Information Technology (MTCIT) has announced several transformative projects under its 2025 executive plan, with nearly RO989 million allocated to development projects, 93% of which is directed towards enhancing Oman’s road network.
Plans for 2025 include launching 30 major infrastructure projects with a combined value exceeding RO800 million, covering 700 km of road network improvements, logistical
CONSTRUCTION
connectivity, and tourism infrastructure. Key projects include the dualisation of the RaysutMughsail road to improve access to southern Oman’s coastal areas, and the Sultan Said bin Taimur Road (Adam-Haima-Thumrait) spanning 400 km, to be executed in partnership with an Omani-Saudi coalition. Other dualisation projects include the Izki-Nizwa Road and the Al Kamil Wa al Wafi-Jalan Bani Bu Hassan-Jalan Bani Bu Ali Road, with work on Phase 1 of Rub al Khali Road also commencing.
OMAN RAIL NETWORK
The development of a national railway network is a significant undertaking, aiming to connect major cities like Muscat, Sohar and Duqm, facilitating the movement of both goods and people across the country. The UAE-Oman railway project, named Hafeet Rail, is officially underway, connecting the UAE capital of Abu Dhabi with the Omani port city of Sohar. This 238-kilometer railway will include 60 bridges and 2.5 kilometers of tunnels.
Work on the project began in May 2024, following a shareholder agreement between Hafeet Rail (a company formed by Etihad Rail and Oman Rail) and construction companies. Progress is noted in North Al Batinah, Al Buraimi, and Abu Dhabi, with over one million man-hours clocked. The project aims for a record-breaking timeline, with passenger trains reaching 200 km/hr. and freight trains 120 km/ hr., significantly reducing travel and transport
times. This railway project holds the potential to reshape Oman’s economic landscape by improving connectivity, facilitating trade, and promoting economic diversification, ultimately positioning Oman for future growth and prosperity.
Plans are also underway to introduce a metro system in Muscat to alleviate congestion and offer an efficient alternative to road transport. Additionally, the MTCIT announced plans for water taxis.
PORT DEVELOPMENT
Oman is focusing on modernising its port infrastructure through the Omani Ports Development Strategy (2025-2040). This includes signing long-term concession agreements for Khasab, Shinas, and Dhalkut ports, and launching an electronic ‘Ports Community Platform’ to streamline operations and enhance global competitiveness. The expansion of Salalah Port further enhances the Sultanate’s position as a commercial and industrial hub.
ENERGY AND UTILITIES INFRASTRUCTURE
Oman is making significant strides in green energy infrastructure. The first hydrogen refueling station is set to open at Muscat International Airport in 2025, reinforcing the country’s commitment to low-carbon
technologies. Major Green hydrogen projects, such as the Green Energy Oman (GEO) 25GW green hydrogen plant and the HYDROM Green Hydrogen Blocks (Phase A) in Duqm and Salalah, are under development.
These initiatives align with Oman’s ambitious targets to raise renewable energy’s share in the total electricity mix to 30% by 2030 and 70% by 2040, aiming for net-zero emissions by 2050. Furthermore, a waste-to-energy plant in Barka, South Al Batinah, is being built to convert municipal solid waste into electricity.
SOCIAL INFRASTRUCTURE
Aligned with Oman Vision 2040, affordable housing initiatives are gaining traction in the residential market. The government is committed to providing 62,800 new residential units by 2030, with 5,500 expected in 2025, and over 80,000 new homes projected by 2040 to meet population growth.
The Ministry of Housing and Urban Planning has signed contracts for integrated housing projects across multiple governorates, including 1,050 homes in Wilayat of Amerat and 1,350 in Halban district, equipped with modern utilities. Additionally, the Projects, Tenders and Local Content Authority (formerly
known as Tender Board) awarded a contract for the design and construction of 20 integrated school buildings across various governorates, valued at US$103 million. Sultan Haitham City alone is planned to include 30 public schools, 9 private schools, 8 health centers, and a 1200-bed hospital.
COMMERCIAL AND INDUSTRIAL PROJECTS
The commercial real estate market in Oman is anticipated to reach US$13.84 billion by 2031, expanding at a CAGR of 8.78% from its 2022 value of US$6.49 billion. This growth is supported by the recovery of oil prices and the completion of new infrastructure like Muscat International Airport.
The Mall of Oman, the Sultanate’s inaugural mega-mall, is a significant commercial development. AECOM provided lead consultancy services for this monumental project, which features 145,000 square meters of retail space, dining outlets, and various lifestyle experiences. The Mall of Oman is LEED Platinum rated, making it the largest building in Oman and the country’s first major retail project to achieve this prestigious accreditation, highlighting its commitment to sustainability.
Oman is actively expanding its industrial sector through new investments and the establishment of industrial cities and free zones. The Public Authority for Special Economic Zones and Free Zones (OPAZ) is leading efforts to establish new industrial cities, collaborating with the Public Establishment for Industrial Estates (Madayn) on projects such as Mahas Industrial City (Musandam) and Al Mudhaibi Industrial City. These expansions are crucial for attracting foreign direct investment, creating employment opportunities, and enhancing national production capacity.
The Duqm Special Economic Zone (SEZAD) has emerged as a major hub, hosting largescale projects like the Duqm Refinery and crude oil storage facilities. The Sohar Freezone focuses on mining, ceramics, and construction materials manufacturing, while the Salalah Free Zone attracts investments in pharmaceuticals and petrochemicals.
As of late 2024, 183 industrial licenses were issued, with 68% linked to industrial cities, underscoring their role in economic diversification. Oman’s Industrial Strategy 2040 outlines ambitious plans to triple the manufacturing sector’s contribution to GDP by 2024, increase industrial exports to RO25 billion by 2040, and attract RO40 billion in industrial investments, with a focus on leveraging advanced technologies.
The Invest Oman platform plays a crucial role in facilitating and localising highvalue investment projects across Oman’s special economic zones, free zones, and industrial cities. By early 2025, 40 high-value investment projects, valued at approximately RO1.8 billion, had been successfully localized through this platform. The platform has processed nearly 90-investment proposals worth around RO4.9 billion, covering key sectors such as manufacturing, food security, and healthcare. The platform integrates 22 key government and private sector entities, streamlining investment facilitation under the supervision of the Ministry of Commerce, Industry and Investment Promotion.
Overall, the prospects for Oman’s construction industry look promising with the sector holding the potential to be a major contributor to Oman’s drive for economic diversification.
Key trends –Construction sector
Oman's construction industry is undergoing significant transformation, driven by a confluence of economic, social, and technological trends. These trends are shaping investment patterns, project methodologies, and the overall market landscape.
ECONOMIC DIVERSIFICATION AND NON-OIL GROWTH
Oman Vision 2040 is the primary catalyst for the industry’s evolution, fundamentally shifting the nation’s economic focus away from hydrocarbons. This strategic imperative mandates increased investment in non-oil sectors such as tourism, logistics, and manufacturing, all of which are inherently construction-intensive. The government’s commitment to raising the non-oil sector’s contribution to 90% of the economy by 2040 underscores the sustained demand for diverse construction projects.
SUSTAINABILITY AND GREEN BUILDING PRACTICES
There is a growing emphasis on sustainability and eco-friendly building practices within Oman’s construction sector. This includes the adoption of energy-efficient designs, water conservation measures, and the utilization of sustainable and locally sourced materials. Initiatives like Green Build Oman 2024, pioneered by Petroleum Development Oman (PDO), aim to promote sustainable practices and foster an eco-friendlier built environment. The Oman Building Code (OBC) also incorporates provisions for optimizing energy efficiency and promoting sustainable practices.
Despite these efforts, the adoption of green building practices faces challenges, including resistance to change, the perceived higher costs, the complexity of sustainable technologies, difficulties in sourcing
sustainable local materials, and inadequate integration of renewable energy systems. For instance, Oman has a lower number of LEED-certified buildings compared to its GCC neighbors, and a lack of motivation to change, coupled with subsidized electricity, has historically dimmed the urgency for green buildings.
TECHNOLOGICAL ADOPTION
The Omani construction industry is gradually increasing its adoption of advanced technologies such as Building Information Modeling (BIM), smart home technologies, and prefabricated construction methods. BIM is recognized for its potential to improve efficiency, reduce delays, and enhance project delivery, aligning with Oman Vision 2040’s
goals for sustainability and energy efficiency. Smart home technologies are increasingly integrated into luxury residential projects, driven by consumer demand for enhanced convenience, security, and energy efficiency. Prefabrication and modular construction are gaining popularity due to their costeffectiveness, time efficiency, and reduced construction waste.
However, the pace of adoption for these technologies is slower compared to more developed markets, primarily due to high initial implementation costs, a lack of awareness, inadequate training, and a shortage of skilled labor capable of utilizing these new tools. The absence of government incentives and clear regulations/standards for BIM implementation are also identified as critical barriers.
URBANIZATION AND POPULATION GROWTH
Rapid urbanization and a growing population are significant drivers of demand for both residential and commercial spaces across Oman. The expatriate population has seen a sustained increase since 2023, leading to heightened demand for rental accommodation, particularly in Muscat. While tens of thousands of new properties are in the pipeline, experts warn of a potential supply shortfall by 2035, as population growth could outpace the delivery of new residential units, necessitating an estimated 340,000 additional homes to maintain a healthy 90% occupancy rate.
INCREASED FOREIGN INVESTMENT AND PROPERTY OWNERSHIP
Oman has actively relaxed property ownership laws for foreigners and introduced the Golden Visa program, making the real estate market increasingly attractive to international
investors. The Golden Visa, available for investments of RO250,000 (5-year visa) or RO500,000 (10-year visa), grants long-term residency and the right to own residential, commercial, and industrial properties outside Integrated Tourism Complexes (ITCs). ITCs, such as Al Mouj Muscat and Muscat Hills, specifically allow non-Omani nationals freehold property ownership, combining lifestyle appeal with investment potential.
Oman’s policy reforms, particularly the Golden Visa and freehold ownership in ITCs, represent a sophisticated strategy to integrate foreign investment and human capital directly into its economic diversification and urban development goals. The connection is clear: easier ownership combined with residency benefits directly leads to increased foreign investment, particularly in ITCs, which are themselves major construction projects.
This creates a symbiotic relationship where real estate acts as a magnet for both capital and skilled residents. This approach positions
Oman competitively within the GCC for attracting high-net-worth individuals and skilled expatriates. It also ensures that real estate development is not just about building structures but about fostering vibrant, internationally appealing communities that contribute to the broader economic transformation.
MIXED-USE AND LIFESTYLEORIENTED DEVELOPMENTS
There is a discernible trend towards the development of mixed-use projects and lifestyle-oriented communities that offer comprehensive amenities. These developments often integrate residential, commercial, retail, and leisure components, catering to a holistic living experience. Furthermore, there is a growing demand for luxury properties and branded residences, particularly in prime locations like Al Mouj Muscat and Sultan Haitham City, which offer high-end living with scenic views and modern amenities.
Nominations Open Now!
The best of the best within construction, infrastructure, projects, civil engineering, real estate, design engineering and construction materials industry in Oman will be felicitated at Dossier Construction Awards.
Event Key Highlights
• Awards to key industry projects, companies and personalities
• Presentation on an upcoming large iconic project
• Attendance of over 200 industry leaders
• Networking with industry peers
Scan to Nominate
Nominations closes on 7th September 2025
Award Categories
• Best Construction Safety Initiative
• Best MEP Contractor
• Best EPC Contractor
• Best Construction Contractor
• Best Manufacturing Company
• Global Omani Company of the Year
• Commercial Vehicle of the Year
• Excellence in IFM Services
• Best MEP Supplier
• Best Interior Design
• Best Project Design
• Best Architect
• Best Engineer
• Best Project Management Consultant
• Market Leader of the Year - Paints
• Best Project Management Consultant
• Claims Management Consultant of the Year
• Real Estate Services Company of the Year
• Best Real Estate Project
• Best Real Estate Consultant
• Best Project Developer of the Year
• Best Sustainable Project
• Best Renewable Energy Project
• Best Industrial Project
• CEO of the Year
• Business Leader of the Year
• Business Icon of the Year
Focus - Real Estate
Date: September 17, 2025
Venue: JW Marriott Hotel Muscat
Time: 07:30 pm - 9:00 pm followed by dinner
Minister of Housing and Urban Planning
Under the auspices of HE Shaikh Salim bin Mustahail Al Mashani
Creating Global Hubs
With multimodal infrastructure, strategic investment, and regulatory modernization all moving in concert, Oman is well on its way to becoming the logistics heart of the Gulf—and a vital link between continents
As global trade routes shift and supply chains demand resilience, Oman is emerging as one of the most dynamic logistics players in the Middle East. From excellent seaports in Salalah, Sohar, and Duqm to ambitious rail links and high-value air cargo operations, the Sultanate is executing a bold strategy to transform itself into a top-ten global logistics hub by 2040. With the government’s Vision 2040 as its compass and Asyad Group at the helm, Oman’s logistics sector is not just growing— it is accelerating. In 2024 alone, the sector contributed more than RO1.7 billion to GDP and is set to expand significantly in both scale and sophistication.
A PORT POWERHOUSE
Oman’s location at the crossroads of east-west trade makes its ports naturally strategic—but it is the recent infrastructure and efficiency upgrades that are setting them apart. At the southern gateway, Port of Salalah is one of the world’s most efficient container ports, recently expanding its capacity from 4.5 million to 6.5 million TEUs. A US$300 million investment has transformed it into a global transshipment hub, linking Asia, Africa, and Europe. To the north, Sohar Port—a joint venture between Asyad and the Port of Rotterdam—has embraced both growth and
green innovation. In 2023, container volumes surged by 15%, while Ro-Ro traffic grew 25%. Sohar also launched the region’s first wind-powered commercial cargo vessel and is investing in a solar-driven LNG terminal. Port of Duqm, meanwhile, is the rising star. Inaugurated in 2022, its new container terminal opened in 2024 with 26,000 TEUs of yard capacity and state-of-the-art automated cranes. Duqm is rapidly evolving into a hub for energy, petrochemicals, and mining exports, backed by $12 billion in surrounding industrial development.
TAKING TO THE SKIES
The Ministry of Transport unveiled the National Aviation Strategy 2030 in February this year. The strategy aims at strengthening Oman’s economy through improving the aviation industry in the Sultanate, which will significantly and directly contribute to the gross domestic product. The National Aviation Strategy aims to develop an effective organizational framework that contributes to supporting and developing the aviation sector, strengthening the Omani economy, creating job opportunities, building manpower and strengthening companies’ capabilities and expertise.
The Strategy also focuses on the coordination and integration between the components of the aviation organization by harmonizing
its operations, and avoiding risks. It places importance at restructuring Oman Air by adopting a comprehensive programme designed to address gaps and support growth through changing the Omani aviation business model. The plan is to update the carrier’s network of destinations, develop products, enhance its sales and marketing capabilities, upgrading the level of integration with the travel and tourism sector in the Sultanate, and to focus on incoming tourists in the Sultanate in order to link Europe, Asia and the Middle East via Oman’s national carrier. This will enable Oman Air to truly become a premium destination airline, for a premium destination.
Oman’s aviation logistics sector is proving its capacity for speed and precision. In mid-2025, Asyad Logistics completed its first direct airfreight shipment of racecars to Moscow and followed up with a 200-tonne delivery of critical electronics to India under tight deadlines. Muscat and Salalah airports are expanding cargo facilities, while Duqm is positioning itself as a future air logistics hub— potentially including drone logistics, a bonded customs warehouse, and dedicated aviation R&D zones.
THE RAIL LINK – A GAME CHANGER
One of the most transformative infrastructure
line connecting Sohar Port to the UAE rail network. Construction began in 2024, with plans for both freight and passenger trains traveling up to 200 km/h.
Travel time between Sohar and Abu Dhabi is expected to drop to under two hours, radically enhancing trade flow and regional integration. This is the first phase of Oman’s broader rail vision, which includes planned lines from Muscat to Nizwa, Salalah to Marmul, and extensions to Duqm and beyond.
INLAND LOGISTICS: DRY PORTS AND DIGITAL WAREHOUSING
Oman’s logistics strategy goes beyond ports and airports—it is creating a fully integrated ecosystem. The Khazaen Dry Port, near Barka, serves as a vital inland terminal for containerized goods, offering bonded warehousing, reefer facilities, and less-thancontainer-load (LCL) services ideal for SMEs.
A new National Port Community System is also in play—digitally integrating customs, shipping lines and logistics firms into a streamlined platform. The result? A worldleading average dwell time of just 12.5 hours, with 90% of cargo cleared within the first hour.
CONTRIBUTOR
At the core of this transformation is Asyad Group, Oman’s national logistics powerhouse. Since its founding in 2016, Asyad has unified the country’s ports, shipping, rail, and freight operations under one roof. Today, it operates over 80 vessels, manages three major ports, a shipyard, a dry port, and Oman Post’s national delivery services.
Asyad is also blazing a trail in sustainability. It recently adopted the UN-backed Global Impact Disclosure framework and launched joint initiatives on green logistics with Be’ah and Amazon. Plans are underway for an IPO of its shipping unit, signaling growing
By the Numbers: Oman’s Logistics at a Glance
• Contribution to GDP (2024): OMR 1.7 billion
• Vision 2040 target: OMR 36 billion
maturity.
LOOKING AHEAD
With multimodal infrastructure, strategic investment, and regulatory modernization all moving in concert, Oman is well on its way to becoming the logistics heart of the Gulf—and a vital link between continents.
From the deep waters of Salalah to the smart warehouses of Khazaen, Oman’s logistics journey is not just a story of movement, but of momentum. As the world looks for faster, greener, and more secure trade corridors, the Sultanate offers an increasingly compelling answer.
Transformative Urban Developments
Oman's real estate landscape is undergoing a profound transformation, driven by a series of ambitious, large-scale projects meticulously aligned with Vision 2040
Oman’s real estate market is undergoing a seminal change, which is being driven by Integrated Tourism Complexes (ITCs). These ITCs are more than just residential projects; they are integrated ecosystems combining residential, hospitality, retail, and leisure components. The provision of freehold ownership for non-Omanis is a significant policy shift, and their competitive pricing and attractive rental yields position them as a compelling investment proposition.
The consistent development and expansion of these complexes underscore their central role in Oman’s economic diversification strategy, particularly in tourism. This synergy between tourism and real estate creates a more resilient market, attracting long-term foreign capital and residents, and fostering a vibrant, multicultural environment. The development of branded residences within ITCs further elevates Oman’s luxury market profile. These developments are designed not only to diversify the economy and attract investment but also to significantly enhance urban living standards across the
Sultanate. Two flagship projects, Sultan Haitham City and Madinat Irfan City, exemplify Oman’s commitment to creating modern, sustainable urban environments.
SULTAN HAITHAM CITY
Inaugurated in 2023, Sultan Haitham City is envisioned as a pioneering model for future cities in Oman. Located in the Seeb governorate, it spans an expansive 14.8 million square meters. The city is meticulously planned to accommodate 100,000 people within 20,000 residential units, offering a diverse mix of detached villas, semidetached villas, townhouses, and apartments. A significant emphasis is placed on green infrastructure, with 2.9 million square meters dedicated to green spaces, including a vast 1.64 million square meter Central Park and Valley. The city will feature 19 integrated neighborhoods, promoting a holistic living experience. Its design principles prioritise affordability, efficiency, inclusivity, health, compactness, robustness, circularity
(through the use of solar and wind energy, and water reuse), accessibility, and safety. The infrastructure within Sultan Haitham City is designed for seamless connectivity and sustainable mobility. It includes new connections to the Muscat Highway and Sultan Qaboos Road, with 23 different access points to ensure quick access and mitigate congestion. A 3.4 km Boulevard is designated for pedestrians and public transportation, complemented by 32 km of main city streets, 150 km of neighborhood streets, and 25 km of dedicated paths for walking and cycling. Beyond residential and green spaces, the city will host comprehensive public amenities, including 25 mosques, 30 public schools, 9 private schools, 8 health centers, and a 1200bed hospital. The development is structured in phases, with construction scheduled from 2024 to 2045, and the initial phase slated for completion by 2030. This strategic, holistic approach to urban development is expected to create highly desirable and resilient communities, driving sustained property value appreciation in these areas. It also positions Oman as a leader in sustainable urbanism within the GCC, attracting environmentally conscious and lifestyle-focused investors and residents.
MADINAT AL IRFAN
Madinat Al Irfan City is another massive urban project conceptualised to serve as a vibrant hub for business and entertainment, seamlessly integrating residential, government services, medical facilities, and commercial centers. Its vision is rooted in economic diversity, efficient public transportation, responsible resource utilisation, and environmental protection, aligning closely with the UN’s Sustainable Development Goals. The project aspires to be a model for long-term resilience and a “net-zero” city. Spanning
624 acres, Madinat Al Irfan City’s masterplan uniquely incorporates the existing topography, including a 25 km long wadi (riverine valley), which will be retained as a central park and transformed into the world’s largest natural falaj aquaculture system. The design prioritises green spaces for food cultivation, energy-efficient buildings, and circular water management systems. Mobility within the city emphasises human-scaled streets, compact neighborhoods, and mixed-use blocks to encourage walking and significantly reduce car dependency by half. Sustainability features include the specification of solar panels, district cooling, dense urban farms, treated water reuse for irrigation, and smart meters to lower energy and water consumption. These projects are not merely real estate developments; they are comprehensive urban ecosystems designed from the ground up with sustainability, quality of life, and economic diversification at their core. Their long development timelines signal a profound, long-term commitment from the government.
INTEGRATED TOURISM COMPLEXES (ITCS) AS INVESTMENT HUBS
Integrated Tourism Complexes (ITCs) are pivotal to Oman’s real estate expansion, offering a unique opportunity for non-Omani nationals to acquire freehold property. These complexes are strategically priced, offering competitive rates compared to other GCC locations while delivering similar, if not higher, rental yields. For instance, apartment sales in ITCs range from RO 800 to RO 1,100 per square meter, which is notably lower than prices in Dubai and Abu Dhabi. Villas within ITCs are typically priced between RO 750 and RO 1,000 per square meter. Rental returns in ITCs are attractive, ranging from 5 per cent to 8 per cent, or even 5.6 percent to 8.3 percent, positioning them among the highest in the GCC.
AL MOUJ MUSCAT
A premier luxury waterfront destination, Al Mouj Muscat spans a picturesque sevenkilometer coastline, offering an exceptional lifestyle to its residents. This integrated community features a 400-berth marina, an 18-hole golf course with an adjoining country club, four hotels, a comprehensive retail center, and 4,000 housing units, including villas, townhouses, and low-rise condominiums, alongside office buildings.
Residents also benefit from extensive green spaces, walkways, waterways, and a variety of retail and dining facilities. Al Mouj Muscat is an ongoing phased development, continually unveiling new luxury waterfront projects. Its consistent quality and amenities have established it as one of Muscat’s most desirable residential localities.
MUSCAT BAY
Muscat Bay is a stunning resort community nestled within one of Oman’s most scenic bays. The project offers a diverse range of residential options, including 120 apartments, 29 four-bedroom villas, 16 three-bedroom twin villas, and 42 three-bedroom duplexes from the Zaha collection. For those seeking ultimate luxury, there are 33 coastal lagoon villas and 22 Grand Hilltop villas. The community provides an array of amenities, such as a private beach, beach club, diving center, lagoon, swimming pools, sports grounds, spas, wellness centers, and the presence of a Jumeirah Hotel. Many properties are ready for immediate occupancy, with flexible payment plans available for certain villa types.
HAWANA SALALAH
This luxurious, tourism-focused project boasts stunning sea views, high-end villas, and upscale hotel units, making it an ideal choice for investors seeking strong returns from vacation rentals. Hawana Salalah has already successfully delivered and sold over 1,000 units. Recent developments include the launch of “Amazi,” an oceanfront project featuring resort-style amenities and 150 exclusive waterfront villas, with Phase 1 expected to complete by the end of 2027. The community has also delivered “Azure” and “Fanar Views,”
offering serviced keys for short-term rental options. Amenities include a water park, a 171-berth marina, a seven-kilometer stretch of beachfront, shopping centers, a lively promenade with bars and restaurants, a beach club, and five-star hotels like the Juweira Boutique Hotel, Salalah Rotana Resort, and Fanar Hotel & Residences. Hawana Salalah offers a variety of housing options, including apartments, villas, chalets, and townhouses.
JEBEL SIFAH
Located less than an hour’s drive from Muscat, Jebel Sifah is nestled between six kilometers of coastline and the majestic Al Hajar Mountains. This destination has seen over 900 units sold and delivered and features a golf course, a modern marina, and the Sifawy Boutique Hotel. Designed with expansive open spaces, Jebel Sifah emphasises outdoor living. The first phase of its beachfront residences has sold out, with Phase 2 currently under delivery.
THE SUSTAINABLE CITY – YITI (TSC YITI)
Positioned as Oman’s first ‘net-zero’ city, TSC Yiti is a mixed-use mega-tourism project situated 30 kilometers from central Muscat. It is scheduled for completion by 2025, with its first phase, valued at US$900 million, already underway. The project encompasses 1,657 residential units, including 300 villas, 1,225 apartments, and 132 luxury serviced apartments. Key features include a green spine, extensive public spaces, a hotel, a resort, and a school with a sustainabilityfocused curriculum. TSC Yiti aims for 100 percent water recycling and waste diversion, demonstrating a strong commitment to environmental stewardship.
On a strong footing
Oman's real estate sector has demonstrated robust growth and an increasing contribution to the national economy, reflecting a broader positive trajectory across various segments
Oman’s real estate sector is currently experiencing a period of significant dynamism, driven by ambitious national development strategies and a concerted effort towards economic diversification. The Sultanate’s real estate sector has exhibited impressive expansion. By November 2024, total transaction values surged to RO3.13 billion ($8.13 billion), marking a substantial 28.1 percent year-on-year increase. A broader report for 2024 indicates a 29.5 percent growth, reaching $8.6 billion by the end of September. This significant rise in transaction values underscores a buoyant market sentiment and increasing activity.
The real estate sector’s economic footprint is also expanding, with its activities contributing RO820.7 million ($2.1 billion) to Oman’s Gross Domestic Product (GDP) by September 2024. A closer examination of transaction types reveals that mortgage contracts constituted the largest portion of the traded value, amounting to RO2.2 billion. This was followed by sale contracts at RO1 billion and swap contracts at RO13 million.
The predominance of mortgage contracts in the overall transaction value suggests that a substantial portion of the market’s growth is being propelled by financing activities, rather than solely by new sales volume. This indicates a strong underlying confidence from financial institutions and property purchasers in the long-term value and stability of Omani real estate. The increasing reliance on mortgage financing also implies that the market is maturing, with more sophisticated financial instruments being widely adopted for property acquisition.
Furthermore, foreign real estate trading has witnessed a remarkable ascent, surpassing RO77.7 million, representing a 19.4 percent increase between 2023 and 2024. Similarly, real estate trading activities involving Gulf Cooperation Council (GCC) countries in Oman grew by 16.5 percent to RO38.1 million
during the same period. This impressive rise in foreign and GCC investment further reinforces external confidence in the Omani property market. The reliance on mortgage contracts and the growth in foreign investment collectively suggest that interest rate policies and the stability of the banking sector will continue to exert a direct and significant influence on the market’s sustained expansion.
RESIDENTIAL SECTOR PERFORMANCE
The residential real estate sector in Oman is positioned for considerable growth. It is projected to expand at a Compound Annual Growth Rate (CAGR) of 9.19 per cent, increasing from $4.38 billion in 2024 to $6.80 billion by 2029. Another projection indicates a CAGR of approximately 9.8 percent during the 2024-2030 period. This optimistic outlook is supported by a growing inventory; residential supply increased by 3.6 percent in 2024, with 38,400 new homes delivered, bringing the total housing stock to approximately 1.1 million units. An additional 5,500 units are anticipated to enter the market in 2025. Oman Vision 2040, the national development roadmap, projects a substantial population increase from 5.3 million currently to 7.7 million by 2040. This demographic shift is expected to necessitate the delivery of over 80,000 new homes by 2040 to meet demand. However, some experts caution about a potential long-term supply shortfall, estimating that approximately 340,000 new homes would be required to maintain a sustainable 90 percent occupancy rate. This disparity between projected supply and anticipated demand suggests that sustained price appreciation could occur in high-demand areas over the long term.
Current occupancy rates in the residential sector average 85.2 percent across all units, with villas and Arabic houses maintaining a slightly higher rate of 87.5 per cent compared
to apartments at 80.8 percent. Apartment occupancy levels notably rose by 3 percent in 2024. Demand is primarily fueled by a rising expatriate population, particularly for housing options in areas such as Al Mouj, Muscat Hills, and Shatti Al Qurum. Premium residential segments also continue to attract interest. Muscat consistently holds a significant market share, especially within the luxury and highend residential categories.
Residential property prices experienced a 7.3 percent year-on-year increase in Q1 2025, largely driven by a 6.5 percent rise in residential land prices. Within specific property types, apartment prices saw a significant 17 percent increase in May 2025, while villas gained 6.4 percent. At the governorate level, Muscat led price growth with a 17.4 percent increase in residential land values in Q1 2025, followed by Musandam (12.8 percent), North Al-Batinah (7.3 percent), and South Al-Batinah (6.1 percent). However, some governorates, including Al Buraimi and Al Dhahirah, experienced declines. This uneven growth across regions indicates that investment strategies must be highly localised, identifying specific growth drivers in each area. The government’s focus on integrated housing projects across multiple governorates aims to distribute development and address existing infrastructure gaps, which is a direct response to these regional disparities.
COMMERCIAL AND HOSPITALITY SECTOR
The commercial real estate market in Oman is also poised for expansion, with an estimated value of $6.49 billion in 2022 and an anticipation to reach $13.84 billion by 2031, expanding at an 8.78 percent CAGR. Another projection estimates the market to reach $3.47 billion by 2033 with a 5.64 percent CAGR. The growth in this sector is largely attributed to the recovery of oil prices, the completion of the new Muscat International Airport, and the
successful operation of the Oman Convention and Exhibition Centre (OCEC), which has boosted business tourism.
The retail environment is undergoing a transformation, gradually shifting from standalone retail establishments towards larger format malls, reflecting changing consumer preferences. While the overall commercial market demonstrates growth, there is a clear adaptation occurring within its sub-sectors. Traditional office and retail spaces face challenges due to the growing emphasis on remote work and online purchasing. However, this shift has simultaneously spurred increased demand for warehouses and distribution centers, particularly those supporting e-commerce fulfillment. This dynamic highlights the necessity for developers to adapt their strategies, focusing on experiential retail, flexible office solutions, and robust logistics infrastructure.
The hospitality industry in Oman is experiencing a steady uptick in activity. The country plans to add nearly 6,000 hotel rooms through 35 new hotels and resorts by 2030, which will increase the existing hotel capacity by approximately 25 per cent. More than half of these new rooms are slated for the upper-upscale and luxury categories, signaling a strategic move towards high-end tourism offerings. Oman’s three- to five-star hotel sector reported strong performance in the first four months of 2025, with revenues rising 17.3
percent year-on-year to RO109.213 million by April. Guest numbers climbed 8.6 percent, and occupancy rates increased by 14.4 percent to 61.1 percent. International visitors are a key driver of this growth, with significant increases in guest numbers from Oceania, Africa, Europe, and the Americas. This robust growth in hospitality and logistics directly supports Oman Vision 2040’s emphasis on economic diversification beyond oil, positioning the Sultanate as a global trade and tourism hub.
KEY REGIONAL MARKET HIGHLIGHTS
Real estate development and performance in Oman exhibit distinct patterns across its various regions, reflecting diverse economic drivers and investment focus. Muscat Governorate, while maintaining its position as the leading trading sector, recorded a modest growth of 1.7 percent with RO1.2 billion in total value by September 2024. However, Muscat demonstrated strong leadership in residential land price growth, with a significant 17.4 percent increase in Q1 2025. Muscat is also anticipated to dominate the commercial real estate market.
Beyond the capital, other governorates have shown remarkable growth. South Al Batinah Governorate experienced the highest advancement in real estate trading, reaching RO 1.2 billion with an impressive 244.4 percent growth. North Al Batinah Governorate
also saw substantial growth, with RO 877 million in trading value, a 122.8 percent increase.
Al Dakhiliyah, North Al Sharqiyah, and Dhofar governorates experienced significant growth, with trading values surging by 119.2 percent, 101.6 percent, and 41.1 percent respectively. Musandam and Al Buraimi governorates also showed positive growth patterns, while Al Wusta experienced a moderate expansion of 10.6 percent. In contrast, South Al Sharqiyah and Al Dhahirah Governorates registered declines of 9.7 percent and 10.7 percent respectively.
This highly varied performance across Oman’s governorates underscores the need for highly localised investment strategies. Areas like Al Duqm continue to attract industrial and logistics investments, leveraging its strategic location and the ongoing expansion of the Duqm Special Economic Zone. Sohar maintains steady demand for warehousing and manufacturing spaces, while Salalah’s real estate sector thrives on tourism-related developments. This uneven development highlights the critical importance of government-led infrastructure projects and economic zone expansions in specific regions to stimulate balanced growth across the Sultanate, aligning with the broader objectives of Oman Vision 2040 to diversify economic hubs.
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Wednesday, 22nd October, 2025
Intercity Hotel Muscat
Unlocking Oman’s Real Estate Potential
Oman's government is proactively shaping its real estate sector through a series of strategic policies and regulatory reforms designed to cultivate a more attractive and transparent investment climate
Oman Vision 2040 stands as the Sultanate’s overarching national roadmap for comprehensive economic diversification, with an ambitious target for non-oil sectors to constitute 90 percent of the economy by 2040. This vision is not merely a plan but a profound commitment to fostering a sustainable, knowledge-driven, and globally competitive future. It places significant emphasis on building robust infrastructure, investing in green energy initiatives, creating
long-term economic opportunities for the Omani population, and enhancing the overall quality of life. The vision actively champions the development of special economic zones, promotes innovation and technology adoption within the real estate sector, and seeks to increase foreign ownership in property projects. Government initiatives under Vision 2040 directly support these objectives, including the Ministry of Housing and Urban Planning (MoHUP) Smart City
Masterplans, various Investment and PublicPrivate Partnership (PPP) Opportunities, the introduction of Golden Visa Schemes, Investor Residency Programs, and a GCC Tourist Visa.
The real estate sector is explicitly identified as a vital component for achieving economic diversification and attracting investment. This top-down strategic alignment provides a strong, predictable framework for long-term investment, reducing policy uncertainty and
ensuring continued government support for key projects and initiatives.
FOREIGN PROPERTY OWNERSHIP AND RESIDENCY PROGRAMS
Omani law has undergone significant liberalisation to facilitate foreign investment in real estate. Foreign nationals of all backgrounds are permitted to own real estate within designated zones, primarily Integrated Tourism Complexes (ITCs). Ownership within ITCs is typically freehold, granting permanent ownership with full rights over both the property and the land. Outside these designated ITCs, land ownership generally remains restricted to Omani nationals.
access to financing with real estate collateral, and the ability to sell residential units after four years.
A significant development is the Golden Visa Program, launched in September 2021, specifically designed to attract foreign investment. This program offers two tiers:
• Tier 1 (10 years): For real estate investments of not less than RO500,000
• Tier 2 (5 years): For real estate investments of not less than RO250,000
A notable benefit of this visa is that residents with a Golden Visa can purchase real
In addition to freehold, usufruct rights are available, allowing for the usage of a property for a specified term, typically up to 99 years, without outright ownership of the land. The government’s progressive policies include the usufruct system for expatriates aged 23 and above, enabling them to purchase housing units in multi-storey residential buildings for 99 years. This system offers benefits such as personal or partnership ownership with first-degree relatives,
estate outside ITCs, including residential, commercial, and industrial properties, in full ownership with transfer rights. The program also grants the right to live and move freely within Oman, benefiting from the country’s stable internal policies, rapidly growing and diversifying economy, and tax incentives.
Eligibility criteria for the Golden Visa include a minimum age of 21 years, no criminal record, valid health insurance for
the applicant and family members, no prior deportations, and confirmation of the required investment amount. For foreign owners, key rights include renting the property and earning income, selling or transferring ownership at any time, passing the property to legal heirs, and full legal protection via the registered title deed.
The shift from strict foreign ownership regulations to allowing freehold in ITCs and the introduction of the Golden Visa represent a deliberate and significant policy liberalisation. This directly addresses a historical barrier to foreign investment. The Golden Visa, in particular, broadens
ownership opportunities beyond ITCs for significant investors, and the inclusion of family residency and inheritance rights makes Oman a more attractive long-term destination. These policies are designed not just to attract capital but also to retain high-net-worth individuals and skilled expatriates, fostering a more diverse and stable population base that, in turn, fuels demand across various real estate segments and supports the broader economy.
REAL ESTATE
TAXATION LANDSCAPE FOR REAL ESTATE INVESTORS
Oman’s taxation landscape for real estate investors presents a favorable environment, even with the recent introduction of a personal income tax.
Personal Income Tax (PIT): Oman has become the first GCC country to announce a personal income tax, which will come into effect on January 1, 2028. The tax rate is set at 5 percent on annual gross income exceeding OMR 42,000 (approximately $109,200). However, the direct impact on individual property investors is limited because rental income and capital gains from property sales remain tax-free for individuals, unless these are derived from business activities. This preserves a fundamental advantage of the Omani property market. Deductions from taxable income may include education expenses, health-care expenses, zakat, charitable donations, and interest on loans financing the acquisition or construction of an individual’s main residence. The Oman Tax Authority anticipates that 99 percent of the population will remain unaffected due to this high exemption threshold.
OTHER TAXES:
Capital Gains Tax: There is zero capital gains tax for individual investors on property sales in Oman.
Inheritance Tax: Oman does not have an inheritance tax structure; instead, it applies inheritance laws from the investor’s country of origin.
VAT: Residential property transactions remain exempt from the 5 percent VAT introduced in 2021. VAT, however, applies to commercial properties.
Rental Income: Individual property owners remain exempt from personal income tax on rental income until 2028. A municipal tax on rental income, typically around 3 per cent, may apply depending on local regulations.
Property Transfer Costs: A 3 percent stamp duty is applicable to property transfers, payable to the Ministry of Housing.
The introduction of a personal income tax might initially seem concerning, but a deeper look reveals its minimal direct impact on individual real estate investors due to specific exemptions for capital gains and rental income. This
strategic design ensures that Oman maintains its competitive edge as a tax-friendly investment destination for property. The absence of inheritance tax is also a significant long-term draw for wealth planning. This nuanced tax policy aims to increase government revenue from high earners without deterring real estate investment, particularly from foreign individuals. It signals a balanced approach to fiscal reform, supporting economic diversification while maintaining investor confidence.
RECENT REGULATORY REFORMS AND FEE ADJUSTMENTS
The Ministry of Housing and Urban Planning (MoHUP) plays a central role in regulating the housing and urban planning sector, promoting real estate development, and balancing urban growth with sustainable development in Oman. This ministry has been actively engaged in a series of recent regulatory reforms and fee adjustments aimed at enhancing the efficiency and attractiveness of the real estate market.
In January 2025, MoHUP revised real estate service fees to enhance service efficiency and provide greater value to beneficiaries. A key change was the halving of registration fees for real estate sales contracts from 2 percent to 1 percent for Omani individuals and companies. This significant reduction directly lowers ownership costs for local buyers. For real estate transactions facilitated through Islamic banks, fees have been set at 0.5 percent, further streamlining tailored financing solutions. Mortgage registration fees are now capped at 0.5 percent, offering more flexible financing opportunities for investors.
These fee adjustments are part of a broader government strategy to attract investment and support the real estate sector. The reforms also include provisions for reimbursing amounts paid for changes in business activity type, providing financial relief to existing investors. Adjustments have been made to land use permit fees, with exemptions for agricultural lands converted for non-investment purposes within government planning zones. Furthermore, certain e-government service fees have been eliminated to promote digital transformation and reduce financial burdens on citizens. To make property ownership more accessible, several groups are exempt from real estate ownership fees, including low-income earners, persons with disabilities, beneficiaries of the Family Income Scheme, and retirees with a monthly income
Oman’s
Real Estate Market –Reasons to Invest
• Transparent policies
• Full ownership options
• Long-term residency incentives
• Favorable tax regime
• Commitment to infrastructure and smart urban growth
below RO300. The ministry anticipates these changes will increase beneficiary satisfaction to 90 percent, with clearer fee structures and simplified processes.
Beyond fee adjustments, regulatory updates include new Land Regulation Controls, which clarify agricultural land requests and approvals, and regulate survey increases for non-Omanis and Omani legal entities. The new Banking Law, Royal Decree 2 of 2025, enacted in January 2025, modernises the financial sector, enhances regulatory oversight, and incorporates provisions for digital and Islamic banking. This law includes increased minimum capital requirements for the Central Bank of Oman (CBO) and domestic banks, and mandates that banks dispose of acquired real estate within 24 months. Additionally, the Commercial Companies Regulation, under Ministerial Decision 245/2025, introduced in July 2025, enhances regulatory clarity and streamlines corporate procedures, including electronic registration for non-shareholder managers and restrictions on authorised signatories.
This recent flurry of regulatory updates, particularly from MoHUP and the new Banking Law, indicates a government actively working to modernise and streamline the real estate and financial sectors. The reduction in registration and mortgage fees, alongside exemptions for vulnerable groups, directly aims to lower entry barriers and stimulate demand. The banking law changes, while broad, also impact real estate financing conditions. The Commercial Companies Regulation changes enhance corporate governance, which indirectly boosts investor confidence in the business environment. These reforms demonstrate a commitment to improving the ease of doing business and making property ownership more accessible and affordable, particularly for local citizens. This proactive stance is vital for maintaining market liquidity and attracting both domestic and foreign investment.
