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Legacy strength
Private enterprises are pivotal to Middle East’s economic landscape, with familyowned businesses serving as the backbone of many national economies.
Recent PwC surveys show Middle Eastern private enterprises are experiencing significant growth, driven by optimism and strategic adaptation, although they also face challenges like economic uncertainty. Specifically, family businesses are actively targeting growth, and 66 per cent of CEOs anticipate substantial revenue growth over the next three years. Businesses are responding to market shifts through actions like targeting new customer bases, developing new products, and embracing technological transformation, with AI being a key focus for reinvention
Family-owned companies are a significant economic force, particularly in Oman where they contribute substantially to GDP and employment. These enterprises span various industries, including consumer markets, energy, financial services, real estate, finance, automotive and hospitality. Many businesses are multigenerational, grounded in family values and long-term relationships.
Despite these strengths, private firms do face substantial obstacles, including limited capital access, succession challenges, resistance to change, and a pressing need for modernisation. There is a growing impetus for the private sector to evolve into a dynamic engine of growth, job creation, and innovation. Governments are actively working to enhance the business environment, while private equity firms are increasingly investing in Middle Eastern companies to drive growth. In summary, while challenges exist, the potential for private enterprises in the Middle East to lead economic transformation is immense, necessitating a concerted effort from both the private sector and government.
OommenJohn
OER’s cover story on ‘Oman’s Most Respected Conglomerates,’ showcases familyowned businesses that are setting new benchmarks in the Sultanate.
Oommen John
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INVESTMENT HUB
Your cover story on the contributions of SOHAR Port and Freezone to Oman’s economy made for an interesting read. With investments exceeding $30bn, including over $4bn secured in 2024 alone, SOHAR has established itself as a crucial hub connecting Oman with global markets. SOHAR has successfully diversified into sectors such as metals, petrochemicals, logistics, and food processing. This diversification has created a resilient ecosystem that supports both national development and international trade.
The Freezone has awarded numerous contracts to local companies, showcasing its commitment to fostering a dynamic investment environment that encourages sustainable trade practices. The recent launch of Phase 2 of the Freezone, which spans an additional 670 hectares, aims to significantly enhance cargo capacity and create new industrial opportunities. As Oman advances towards Vision 2040, SOHAR Port and Freezone exemplifies economic resilience and future-ready development. It definitely stands as a model for how strategic investment and community engagement can drive sustainable growth, making it an essential asset for Oman’s ambitious economic aspirations.
George Harper, MQ
MANAGING CROSS-GENERATIONAL TEAMS
Managing cross-generational teams is both a challenge and an opportunity for today’s organisations. Modern workplaces often bring together employees from multiple generations—Baby Boomers, Gen X, Millennials, and Gen Z—each contributing unique experiences, values, and ways of working. Success lies in recognizing and embracing these differences while creating an environment where every team member feels valued and heard.
Leaders who listen actively, adapt their communication styles, and foster collaboration can transform potential gaps into strengths. Mentorship programs, for example, allow seasoned employees to share their expertise while gaining fresh perspectives from younger colleagues. Flexible work practices and digital collaboration tools further support diverse work habits, keeping teams connected, productive, and engaged.
Acknowledging individual contributions, celebrating achievements, and aligning everyone around shared goals builds a strong sense of purpose and belonging. When approached thoughtfully, managing a multi-generational team does more than prevent friction—it sparks creativity, enhances problem-solving, and drives collective success.
Creating a culture of mutual respect and continuous learning is essential for crossgenerational teams to thrive. Encouraging open dialogue where team members feel comfortable sharing ideas, feedback, and concerns helps break down stereotypes and fosters understanding across age groups. Leaders can also provide training sessions that focus on generational differences, communication styles, and collaborative problem-solving. By promoting flexibility, empathy, and shared accountability, organizations not only bridge generational gaps but also cultivate a team dynamic that is innovative, resilient, and aligned with long-term business goals. Ultimately, when every employee feels empowered to contribute their strengths, the team becomes greater than the sum of its parts.
Sadaf Al-Zadjali, Muscat
At Infoline, we believe customer experience starts from the top and Al Omairi in an interview 47 LIFESTYLE ETHEREAL ELEGANCE
Al
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Oman records trade surplus exceeding RO3.5bn
The Sultanate of Oman recorded a trade surplus of RO3.555 billion by the end of July 2025, compared to a surplus of RO 5.432 billion during the same period in 2024, reflecting a decrease of 34.6 percent
Oman-Bahrain Economic Forum to explore cooperation, partnerships Oman Chamber of Commerce and Industry (OCCI) will organise an Oman-Bahrain economic forum in Muscat on October 7 2025 to explore opportunities for
Sohar International sets benchmark with Visa Award for ‘Highest Growth in Corporate Card Business in Oman’
Demonstrating its steadfast commitment to delivering robust and client-centric solutions, Sohar International has been awarded the distinguished Visa accolade for ‘Highest Growth in Corporate Card Business in Oman.’ The recognition, which benchmarks growth in corporate Visa card spend over the past 12 months against all local banks in the country, was presented during a ceremony on September 30, 2025, in the presence of senior Visa representatives Ali Bailoun, Visa’s Regional GM for Saudi Arabia, Bahrain and Oman; Nasser Bdeir, Visa’s Country Manager for Oman; and Ganes RK, Head of Visa Commercial Solutions for the GCC.
The bank’s executives, including Sajeel Bashiruddin, Chief Technology & Digital Officer, Hisham Moosa, Senior Executive Vice President & Head – Project Financing and Global Banking, Ali Taqi, Senior Executive Vice President & Head - Commercial Banking, amongst others that attended on behalf of Sohar International. This achievement reaffirms Sohar International’s leadership in advancing corporate card solutions and its growing
influence within Oman’s financial sector.
Commenting on this achievement, Abdulwahid Mohamed Al Murshidi, CEO, Sohar International, stated, “This recognition reaffirms the pivotal role of the corporate sector within Sohar International’s strategic journey, as a cornerstone of the Sultanate’s economic and commercial growth. Guided by this conviction, we continue to anticipate the evolving needs of our clients and develop innovative solutions empowered by cutting-edge technologies, enhancing the efficiency and competitiveness of our
products and services in an ever-advancing banking landscape. We remain steadfast in our pursuit to build a comprehensive portfolio of innovative banking solutions that empower companies to expand and prosper, supporting their journey toward broader horizons of growth and success.” Nasser Bdeir, Visa’s Country Manager for Oman, said: “Sohar International’s achievement reflects a strong commitment to innovation and delivering value to corporate clients. We are proud to partner with a bank that is driving growth in Oman’s payments sector and setting a benchmark for excellence.”
NBO leads EDO’s landmark RO50mn Sukuk Issuance
The National Bank of Oman acted as the Sole Issue Manager responsible for the establishment of the OMR Sukuk Programme and the issuance of RO50 million Series 1 Sukuk Certificates by Energy Development Oman (EDO), listed on the Muscat Stock Exchange (MSX).
This milestone marks the first domestic Sukuk issuance by an Omani government-related entity, representing a significant step in the ongoing development of Oman’s local capital market and the diversification of investment opportunities for investors. From its end, NBO Muzn Islamic Banking served as the Shari’ah Advisor and developed the innovative hybrid Islamic Sukuk structure.
The three-year Sukuk comes through a private placement with a profit rate of 4.40 per cent and an average yield of 4.41 per cent through a competitive bidding process. The issuance attracted strong investor interest, with total demand exceeding RO80mn, further reinforcing
investor confidence in Oman’s Sukuk market.
The successful completion of this issuance underscores NBO’s leadership in capital market advisory and Islamic structuring services. It also
reflects the bank’s commitment to advance the nation’s financial sector in alignment with Oman Vision 2040 by facilitating innovative financing instruments that contribute to the growth and diversification of the Sultanate’s economy.
Bank Muscat posts net profit of RO191.57mn for the nine months ended September 30, 2025
Bank Muscat, the flagship financial institution in the Sultanate, announced its preliminary unaudited results for the nine months ended September 30, 2025. The Bank posted a net profit of RO191.57mn for the period compared to RO170.79mn reported during the same period in 2024, an increase of 12.2 per cent. The key highlights of the results for the period are as follows: Net Interest Income from Conventional Banking and Net Income from Islamic Financing stood at RO310.9mn for the nine months period ended September 30, 2025 compared to RO293.91mn for the same period in 2024, an increase of 5.8 per cent; Non-interest income was RO123.57mn for the nine months period ended September 30, 2025 as compared to RO 110.33mn for the same period in 2024, an increase of 12.0 per cent mainly due to growth in business volumes and higher investment income; operating expenses for the nine months period ended September 30, 2025 was RO 162.82mn as compared to RO154.64mn for the same
period in 2024, an increase of 5.3 per cent; Net impairment losses on financial assets for the nine months period ended September 30, 2025 was RO43.63mn as against RO46.12mn for the same period in 2024; Net Loans and advances including Islamic financing receivables increased by 4.2 per cent to RO 10,702mn as against RO10,268mn as at September 30, 2024; Customer
deposits including Islamic Customer deposits stood at RO10,099mn as against RO10,110mn as at September 30, 2024. The full results for the nine months period ended September 30, 2025 along with the complete set of unaudited financial statements will be released following the approval of the Board of Directors of the Bank at its meeting scheduled later during October 2025.
Bank Nizwa signs strategic MoU with Omdurman National Bank Sudan
In a significant step toward expanding its international presence and fortifying its position as a regional leader in Islamic finance, Bank Nizwa, the leading and most trusted Islamic bank in the Sultanate of Oman, has signed a strategic Memorandum of Understanding (MoU) with Omdurman National Bank, one of the Republic of Sudan’s most prominent banking institutions. The agreement aims to foster crossborder collaboration and unlock new growth opportunities in line with both nations’ economic development strategies. The MoU was formally signed by Professor Abdul Monem Al Tayeb, General Manager of Omdurman National Bank, and Saif bin Abdullah Al Rawahi, Deputy General Manager - Corporate Banking at Bank Nizwa. The strategic partnership underscores Bank Nizwa’s commitment to expanding its reach across the region, with the aim to bring its unparalleled service quality, knowledge and expertise to regional customer bases, with the aim to accelerate the development and growth of Islamic finance regionally. Commenting on the occasion, Khalid Al Kayed, CEO, Bank Nizwa stated: “This agreement marks a strategic step forward in Bank Nizwa’s international growth journey. As we expand
beyond Oman’s borders, our goal is to deliver Sharia-compliant financial solutions that reflect the strength and expertise of Omani banking and meet the evolving needs of high-potential markets. This collaboration with Omdurman National Bank supports our broader mission of growth through innovation, market diversification, and the pursuit of excellence in Islamic finance.” Echoing the sentiment, Professor Abdul Monem Al Tayeb, General Manager of Omdurman National Bank,
remarked, “This partnership reflects a shared commitment to fostering progress, resilience, and inclusive growth. It is about creating lasting value for our institutions, empowering our clients, and supporting the economic wellbeing of our communities.
Through this collaboration with Bank Nizwa, we aim to deepen institutional ties, share expertise, and play a more active role in enabling greater financial integration and sustainable development.”
The International Islamic Trade Finance Corporation and Alizz Islamic Bank conduct ‘International Trade Finance Workshop’
Reinforcing its position as one of Oman’s most dynamic Islamic Wholesale Banking Institutions, Alizz Islamic Bank recently hosted the International Islamic Trade Finance Corporation (ITFC) to conduct the ‘International Trade Finance Workshop’ at the bank’s Head Office. The workshop brought together trade specialists, banking professionals and key stakeholders from the public and private sectors. It aimed to build capacity, enhance knowledge of International Trade practices and Shari’a-compliant trade finance tools and explore ways to facilitate cross-border trade for Omani businesses. Alizz Islamic Bank and ITFC emphasised the importance of developing a robust trade finance infrastructure to support the economic diversification goals of Oman’s Vision 2040. The ongoing partnership between both organisations further enhances the bank’s commitment to offering innovative and ethical financial services in alignment with Islamic
principles. Partnering with leading organisations in their respective fields is an important part of Alizz Islamic Bank’s strategy to driving sustainable growth and the bank is on a mission to better understand the stakeholders and partner’s needs to continually enhance its current offerings and innovate new ones. Touching on the workshop Dr. Muhammad Nadeem Aslam, GM – Chief Wholesale Banking Officer at Alizz Islamic Bank said “This workshop reflects Alizz Islamic Bank’s commitment to empowering Omani businesses
by offering innovative and Shari’a-compliant trade finance solutions. Through strategic partnerships with global institutions like ITFC, we can contribute to the growth of international trade and economic development in the Sultanate.” Eng. Nasser Al-Thekair, GM Trade & Business Development, ITFC, added, “Our collaboration with Alizz Islamic Bank aligns with ITFC’s mandate to advance trade among member countries of the Organization of Islamic Cooperation (OIC) and to expand access to Shari’a-compliant solutions.
WLGA Middle East LPG Summit 2025 in November
The World Liquid Gas Association (WLGA) has announced that the WLGA Middle East LPG Summit & Expo 2025, will be held at the Oman Convention & Exhibition Centre (OCEC) on November 10 and 11. The event is expected to attract more than 2,000 participants from across the globe, alongside an international exhibition hosting over 80 leading companies. Held under the patronage of the Oman Ministry of Commerce, Industry & Investment Promotion (MOCIIP), the Summit is supported by the Oman Energy Association (OPAL) and sponsored by major industry stakeholders including National Gas Company (NGC), Bharat Tanks Vessels LLP, and Ragasco. The 2025 edition will be the largest LPG-focused gathering in the Middle East, combining a high-level international conference with a world-class exhibition. Key themes will include: Harmonising the LPG Market in the Middle East; Technology-Driven Growth for the LPG Industry; Unlocking Investment Potential: Infrastructure, Innovation & Trade; The GCC as a Global Advocate: Advancing LPG for a Cleaner, More Accessible Energy Future. The Summit will provide a premier platform for collaboration,
showcasing the latest innovations, challenges, and opportunities in the LPG sector. Experts from the USA, Europe, and across the Middle East will share insights into the future of LPG. A major highlight will be the official launch of the Women in LPG (WINLPG) Oman Chapter, the first in the Middle East. WINLPG is a global network of more than 4,000 members across 15 national chapters, dedicated to increasing women’s participation across all areas of the LPG industry. “The Middle East has become a pivotal hub for the LPG sector, with rising demand, export capacity, and investment flows transforming the region into a driver of global LPG innovation and
trade,” said James Rockall, Managing Director & CEO of the WLGA. “By bringing together global leaders, innovators, and policymakers in Muscat, this Summit will showcase how technology, inclusivity, and collaboration can drive lasting growth for the industry — not just in the region, but worldwide.” Eng. Khalid Saleem Hamdan Al-Qasabi, Director General of the Ministry of Commerce, Industry and Investment Promotion (MOCIIP), stated that Oman’s Industrial Strategy 2040 seeks to attract industries by focussing on advanced technology, green industries, and hightech development to diversify the economy and lessen dependence on oil.
EXECUTIVE MOVEMENT
Eng. Raid Al Rubaiey appointed CEO of Sohar Freezone and Deputy CEO of Sohar Port
The Board of Directors of SOHAR Port and Freezone has announced the appointment of Eng. Raid Al Rubaiey as the new Chief Executive Officer of SOHAR Freezone and Deputy CEO of SOHAR Port, effective October 1, 2025. Eng. Raid brings over two decades of leadership experience across Oman’s key industrial sectors, including water, energy, food, aluminum, petrochemicals, and infrastructure.
He joins SOHAR Freezone following his role as Managing Director of Majis Industrial Services, where he led the company’s transformation in sustainable infrastructure and operational efficiency. His previous leadership roles include CEO of Oman Oilseeds Crushing Company, along with contributions to large-scale national utility and manufacturing projects.
The Chairman of the Board, Eng. Abdullah bin Khalfan Al Jabri commented, “The Freezone has achieved significant milestones to date. Eng. Raid’s proven leadership, strategic vision, and extensive operational experience will ensure SOHAR Freezone continues on a path of sustained growth and development.” Eng. Raid’s appointment comes at a time
of strategic momentum for SOHAR, which continues to strengthen its position as a destination connecting businesses to the world. With a strong pipeline of investment and growing demand from global tenants, the Freezone plays a key role in shaping a vibrant investment ecosystem transforming trade in Oman through sustainable practices.
“SOHAR Freezone represents one of Oman’s most dynamic platforms for industrial and
economic growth,” said Eng. Raid Al Rubaiey. “I am honoured to join at this pivotal time and look forward to working closely with our partners to develop new synergies in green manufacturing, logistics, and trade.”
Under his leadership, SOHAR Freezone will further support Oman’s diversification goals under Vision 2040, driving longterm value creation across sectors.
Taageer Finance appoints Sheikh Khalil Al Harthy as its CEO
Taageer Finance Company SAOG has announced the appointment of Sheikh Khalil Al Harthy as its new Chief Executive Officer, effective November 9, 2025, according to a statement issued by the company. Sheikh Khalil, a seasoned financial professional, brings nearly 30 years of experience in Oman’s finance, insurance, and investment sectors.
He holds a bachelor’s degree in Finance and
Information Systems, along with a diploma in Financial and Banking Sciences. Prior to this appointment, Sheikh Khalil served as the CEO of Credit Oman Company, and has held senior leadership roles in the insurance and investment management sectors.
He has also served on the boards of several closely held and public joint stock companies across energy, insurance, and finance industries in Oman.
DRIVING SUSTAINABLE GROWTH AND STRATEGIC SYNERGIES IN OMAN’S INVESTMENT LANDSCAPE
Said Ahmed Safrar, CEO, Dhofar International Development and Investment Company shares the company’s strategic direction and post-merger outlook. An OER exclusive
The merger between Dhofar Investment and Khedmah marks a significant chapter for Oman’s economy. What makes this merger so transformative?
This merger brings together two of Oman’s most established entities -- Dhofar Investment’s asset strength and Khedmah’s digital and operational expertise. Together, we are creating a unified powerhouse with greater financial depth, flexibility, and innovation capacity. It’s a merger built not only for scale, but for purpose — to make life easier for people, to empower Omani talent, and to re-engineer assets and investments for a smarter, techdriven future. It also promises growth and opportunity for all our stakeholders — shareholders, employees, and customers alike. Financially, operationally, and technologically, this merger enables stronger governance, faster adoption of innovation and an ecosystem ready to deliver long-term value for everyone connected to our journey.
How will the new entity position itself as a leader in Oman’s digital and financial transformation? Technology is the heartbeat of our next phase. With Khedmah’s billing and collection, e-wallet and remittance (Wasel Exchange – soon to be part of the
Khedmah App) infrastructure already in place, we are expanding into fintech and smart services that simplify daily life for individuals and businesses. Our aim is to build an ecosystem that accelerates Oman’s move toward a fully connected, digital economy.
At the heart of this evolution lies our vision to build a super app — one platform that brings together payments, delivery, remittance, and lifestyle services. It will represent Oman’s next leap toward becoming a tech-first nation where digital convenience is accessible and effortless for every customer.
How does this merger create opportunities for Omani professionals and innovators?
We see Omani talent as the nation’s true capital. By combining Dhofar Investment’s financial capabilities with Khedmah’s innovation platform, we are giving bright minds a space to experiment, build, and scale ideas. We want to host champions — entrepreneurs, engineers, and thinkers — by investing in them and turning their ideas into impact.
How is Dhofar Investment’s strategy evolving post-merger to meet the demands of a changing world?
We are shifting from traditional investment models to strategic, innovation-led growth. This means backing industries that power Oman’s Vision 2040 — from fintech and sustainability in all business aspects, to logistics and various other digital services. Our capital will now work harder, not just for profit, but for progress. Post-merger, we are increasingly using datadriven insights, customer analytics, and market research to guide our decisions. Our approach integrates technology adoption, loyalty programs, and customer experience to create investments that are not only profitable but also meaningful to the people who use our services every day.
How open is the group to collaborating with other players in the private and public sectors? Completely open. Collaboration is the
new competitive edge. Whether it’s startups, government initiatives, or regional partners, we’re ready to cocreate value for the nation. The merger gives us the scale and flexibility to think beyond boundaries — to partner where it matters most.
Beyond investment, what impact will this merger have on Omani communities and employment?
We are focused on creating opportunities at every level — from technology jobs to service-excellence roles. As we expand our digital and service platforms, we wll need new skills, new teams, and new ideas. Every growth initiative under this merger translates into employment, upskilling, and social value.
How are you ensuring that growth remains transparent, responsible, and sustainable?
Our governance is built on trust, transparency, and long-term thinking. With a stronger balance sheet and diversified assets, we are now in a better position to uphold sustainability — not just in financial terms, but in environmental and social responsibility as well. Every decision is made with Oman’s future generations in mind.
How are you integrating two legacy institutions — Dhofar Investment and Khedmah (formerly Khedmah OIFC) — into a single, forwardlooking organization? Integration is being approached with precision and purpose. We are aligning governance systems, digital infrastructure, and teams to operate under one shared vision. Khedmah’s transition from Khedmah OIFC to Khedmah under Dhofar Investment symbolizes modernization — streamlining operations while unlocking greater synergies between investment strength and service innovation. The result will be a unified organization ready to scale both locally and regionally. This integration also strengthens our foundation across every vertical — from billing and remittance to lifestyle services such as Khedmah Delivery, which continues to expand rapidly across food, groceries, and D2D convenience. Together, we are reshaping how Omani consumers and businesses interact with digital services, setting new benchmarks in accessibility and experience.
exchange, healthcare, and services. How do these verticals strengthen the group’s post-merger positioning? Each of our verticals represents a pillar of Oman’s economy. From building world-class infrastructure and educational institutions to investing in healthcare and hospitality, Dhofar Investment has always focused on industries that improve lives and enable national growth. Post-merger, these sectors will be empowered through digital integration and stronger capital backing — ensuring every investment not only delivers returns but also enhances the social and economic fabric of Oman.
Khedmah has become a household name for utility payments and digital services. What’s next for the brand under this new structure?
Khedmah will continue to evolve as Oman’s go-to platform for convenience. Beyond bill payments and top-ups, users will soon experience a unified app that connects remittance, insurance, education payments, delivery, and more. The goal is simple — one trusted platform that handles the essentials of modern life while continuously innovating to meet tomorrow’s digital habits.
Under Khedmah Delivery, we are expanding into food, grocery, and door-to-door services, with plans to introduce new categories of everyday convenience. This growth is driven by continuous learning from customer insights and loyalty data — allowing us to innovate with purpose and deliver solutions that truly simplify daily life.
How will Omanis and residents experience this merger in their everyday lives?
Customers will feel the impact through convenience, accessibility, and trust. The new Khedmah platform under Dhofar Investment will bring all essential transactions — from paying bills and sending money to ordering services — under one secure digital roof. Our mission is to make living in Oman smarter and simpler, where technology serves people and saves time. As we evolve into a unified super app, customer experience remains at the center of everything we do. Through real-time insights, feedback, and data-driven personalisation, we are designing services that anticipate needs and create seamless convenience — transforming Khedmah into a lifestyle brand that connects people to what matters most.
Saud Al Siyabi, Chief Operating Officer, Dhofar Investment
With the growing role of fintech, how does the new entity plan to promote financial inclusion across Oman? Financial inclusion is at the heart of our fintech journey. By expanding Khedmah’s e-wallet and remittance ecosystem, we aim to provide every Omani — from urban professionals to rural workers — with secure, seamless access to financial services. We are developing digital payment solutions that reduce barriers, promote savings, and empower small businesses to participate in Oman’s evolving digital economy.
Will the group invest directly in Omani startups and new ventures? Yes, absolutely. One of our priorities is to host and invest in national champions — Omani startups and entrepreneurs who have the vision and drive to shape the country’s future. Through targeted funding, mentorship, and access to our ecosystem, we aim to cultivate ideas in fintech, health-tech, edtech, and smart services that can grow from local successes into regional leaders.
How do you see Dhofar Investment–Khedmah’s role evolving as Oman positions itself on the global stage? Oman is entering an era defined by innovation, connectivity, and collaboration — and we intend to be one of its strongest ambassadors. With our capital strength, diversified industries, and digital platforms, we are building bridges between Oman and the global economy. Our focus is to make Oman not just a place of investment, but a hub of ideas, technology, and opportunity that resonates far beyond our borders. The merger represents a model for sustainable growth — one that benefits every stakeholder, from our shareholders and employees to our loyal customer base.
Through continued investment in technology, fintech, and the development of our super app, we’re confident that Dhofar Investment–Khedmah will play a defining role in positioning Oman as a regional leader in innovation and convenience.
EXPANDING CAPABILITIES
Oman Arab Bank highlights its ongoing strategic initiatives and future plans
Oman Arab Bank, which has increased its capital by RO50mn, aims to seize new opportunities for growth aligned with its long-term goals. Committed to national development, its priorities include expanding digital services and enhancing financial inclusion while strengthening its role as a trusted banking partner. OAB held a discussion session at its headquarters in Muscat on October 22, bringing together media representatives for an open dialogue moderated by CEO Sulaiman Al Harthi. The session focused on the Bank’s ongoing initiatives and strategic directions for the coming period, shedding light on the successes it has achieved over the past years. Al Harthi affirmed the Bank’s commitment to enhancing innovation, pushing the exceptional customer experience it provides towards larger horizons, and achieving sustainable growth. During the discussion, the CEO emphasised the importance of maintaining momentum in a dynamic economic environment, while adhering to the country’s future vision “Oman 2040,” which has become a roadmap for the future Omanis aspire to. He explained that the bank’s efforts focus on enhancing digital capabilities, supporting national talent, and raising the efficiency of operational processes in accordance with the highest international standards. Al Harthi said, “At Oman Arab Bank, we believe that progress is built on trust, innovation, and partnership. Our initiatives are not only aimed at achieving sustainable financial performance, but also at empowering our shareholders, customers, employees, and communities. This panel discussion embodies our commitment and transparency to our customers, while maintaining an open dialogue with the media and the public, whom we consider the cornerstone of our ongoing success.”
He added that Oman Arab Bank’s priorities include expanding digital services, enhancing financial inclusion, and consolidating its position as a trusted banking partner for individuals and companies alike. With its remarkable success in increasing its capital by RO50mn over the past few weeks and achieving outstanding results in recent months, the bank will continue to explore new opportunities for cooperation and investment in line with its long-term development goals. The meeting also highlighted the bank’s role in supporting national development efforts through financing solutions for key sectors, comprehensive community programs, and partnerships that enhance innovation within the national financial system. In addition, the CEO believes that at the heart of Oman Arab Bank’s strategy is a commitment to delivering an exceptional customer experience. From seamless digital services to personalized solutions, the bank continuously seeks to understand and anticipate the needs of its clients. By combining innovation with attentive service, OAB ensures that every interaction is efficient, meaningful, and aligned with the evolving expectations of its customers, reinforcing trust and long-term loyalty
OAB continues to invest in the development of national talent and leadership within the banking sector. With an Omanisation rate approaching 96 per cent, the Bank stands as one of the leading institutions in nurturing local capabilities. Its flagship “Ruwad Al Arabi” Leadership Development Program underscores this commitment by equipping future leaders from OAB and its strategic partners with advanced managerial and innovation skills. These efforts complement a range of graduate and
career-building initiatives designed to attract and empower young Omani professionals across departments. In parallel, OAB continues to strengthen its role as a key financial enabler across all segments of the economy, doing so from major corporates to SMEs through to entrepreneurs under its Tumouhi program. Tumouhi provides small businesses with access to financing, mentorship, and digital banking tools, reflecting the Bank’s commitment to supporting sustainable growth within Oman’s private sector. The Bank has also partnered with Oman Housing Bank (OHB) to enhance access to affordable housing finance through the national Iskan program, while continuously expanding its lending capabilities to meet the evolving needs of individuals and businesses alike. On the digital front, Oman Arab Bank remains at the forefront of innovation with the introduction of advanced digital banking solutions, including SoftPOS, a mobile-based payment acceptance tool designed to empower small merchants and promote a cashless ecosystem. The Bank’s growing suite of online and mobile banking platforms ensures secure, seamless access to financial services anytime, anywhere. In alignment with the Sultanate’s broader financial-sector transformation, OAB is also closely supporting national initiatives such as the Domestic Card Scheme: Maal, reinforcing its commitment to digital inclusion and local value creation. Through these strategic initiatives, Oman Arab Bank reaffirms its dedication to empowering communities, advancing financial innovation, and supporting Oman’s sustainable economic vision. With a focus on people, progress, and partnership, the Bank continues to shape a future built on trust and opportunity. And by fostering engagement with the press, Oman Arab Bank aims to build greater awareness around its progress and ensure that its initiatives remain aligned with the evolving needs of the financial sector.
PARADIGM SHIFT
At Infoline, we believe customer experience starts from the top and cascades through the culture. Our leadership philosophy emphasises empathy-driven decisions, data-informed strategies, and empowerment at all levels, says Vice President, Muadh Al Omairi in an interview with Oommen John
What is your vision for customer experience at Infoline, and what initiatives are in place to achieve it?
Infoline envisions a customer experience (CX) that truly transforms the way organisations in Oman and beyond engage with their customers. Our approach is all about blending empathy, intelligence, and innovation. We believe that CX is not just a department; it is a shared mission that flows through every process, every employee, and every interaction.
Our initiatives are grounded in three essential pillars. First, we prioritize human-centric design. This means embedding empathy into every customer touchpoint through ongoing training, cultural shifts, and personalized service. Second, we harness the power of AI to enhance our intelligence. By using automation, analytics, and conversational AI, we make real-time personalization and predictive engagement a reality. Finally, we focus on omnichannel orchestration, integrating both digital and traditional channels to create experiences that are seamless, consistent, and proactive.
From smart IVR systems to tools for sentiment analysis and advanced contact centre analytics, Infoline empowers businesses to offer experiences that are not just faster and smarter, but also more emotionally attuned. We combine local expertise with global standards to make this happen.
In what ways do you integrate customer feedback into strategic decision-making?
At Infoline, customer feedback is not just another report; it is our guiding light. Every feedback that we receive— whether from clients, end-users, or our own team—is carefully analysed and transformed into actionable insights through our Voice of the Customer (VoC) framework. We approach feedback through three levels of understanding. First, we keep a close eye on operational intelligence, tracking satisfaction scores, call quality, and digital sentiment in real time. This helps us stay on top of how people feel about their experiences. Next, we dive into tactical insights, using data dashboards to spot emerging
needs and adjust our processes or training as needed. Finally, we link customer insights directly to our strategic decisions, shaping everything from service design to technology investments and partnerships.
This culture of listening ensures that our innovations and leadership choices are always rooted in the voices of those we serve. We believe in turning data into direction and feedback into foresight, making sure we are always moving in the right way for our customers.
What key performance indicators do you prioritize to evaluate the success of the CX initiatives?
Our approach to measuring customer experience (CX) goes beyond just traditional satisfaction scores. We focus on impact-driven KPIs that truly reflect customer trust, operational efficiency, and the overall value we bring to businesses. We look at several key metrics that help us understand how we are doing. For instance, the Customer Effort Score (CES) tells us how easy it is for customers to achieve their goals with us. The Net Promoter Score (NPS) gauges customer loyalty and the strength of our long-term relationships. We also track First Contact Resolution (FCR), which assesses how accurately and efficiently we resolve customer inquiries.
We know that happy employees lead to happy customers, so we include the Employee Engagement Index to measure how our team feels about their work. Lastly, the Digital Adoption Rate helps us understand how well our customers are adapting to and engaging with our digital channels. These metrics do not just give us numbers; they provide insights into how we can improve emotionally and operationally. We are committed to ensuring that every CX initiative we undertake ties back to real, measurable business outcomes, making sure we are always on the right path for our customers.
Does leadership impact the quality of customer experience? How is Infoline adapting its CX strategies to meet evolving customer expectations? Definitely—leadership sets the tone for customer experience (CX) at Infoline. We
believe that great customer experience begins at the top and flows through our entire culture. Our leadership philosophy centres on making decisions with empathy, using data to guide our strategies, and empowering every team member. As customer expectations shift toward immediacy, personalization, and trust, we are always evolving. We run CX leadership programs to help Omani talent thrive in a digital-first economy, ensuring they have the skills to make a real impact. Additionally, we encourage innovation across different sectors by sharing customer experience insights in areas like telecom, banking, government, and utilities.
This close alignment between our leadership and experience design means that every transformation initiative we take on is not just about technology; it is about creating meaningful connections. We essentially foster loyalty among our customers and inspire our employees to give their best every day.
What emerging technologies do you anticipate will shape the customer service landscape in the next five years, and how is Infoline preparing for these changes?
The next five years are set to be shaped by the exciting blend of AI, automation, and augmented intelligence. We see three key shifts in customer experience on the horizon. First, there’s predictive CX, where we aim to anticipate customer needs even before they arise by using AI-driven analytics. Then, we have hyper-personalization, which allows us to tailor experiences to each individual customer using data and machine learning. Lastly, we understand the importance of omnichannel empathy, making sure that customers have seamless experiences whether they are interacting through voice, chat, social media, or even the metaverse.
At Infoline, we are already gearing up for this future. We are forming strategic partnerships, launching innovation labs, and investing in national capacitybuilding programs. Our vision is to position Oman as a regional hub for intelligent customer engagement, led by talented Omanis and powered by cutting-edge technology.
TRUST TRANSITION
To get and stay wealthy, it is important to be ahead of the curve and a key skill and mind set is to “read the mind of the market.”
On the back of the still almighty U.S. dollar it says in “God we Trust,” and the dollar is still the un-disputed King of the 24 hour seven days a week global FX foreign exchange market, yet gold now accounts for over 20 per cent of global bank reserves, the highest share the world has seen in nearly 3 decades. In Chinese language and culture, there is an expression: a picture is worth more than 1,000 words. In the global financial system and capital markets, this picture today is the chart of price performance of Gold, the trusted money without a government, versus the paper money and the legal & political risk of the United States of America, the USD the United States dollar.
As the world’s reserve currency, trust in the currency and trust in the system that underpins it, is important. Smart money and successful investors tend to listen to the market. The global financial market increasingly tends to say and is signaling in “gold we trust.” There is growing appreciation that the gold and silver bull market has returned, though the reasons justifying it may not be apparent. But recent price action is an important turning point.
Banks in Vietnam prominently show a display of interest rates outside their bank branches VND 5.7 per cent and US dollar = 0.00 per cent. Vietnam is also the country in the world where the price of gold as measured in ounces was already above $3,000 levels way before the global market pushed the price of gold beyond $3,000 per ounce. There are important factors in the background driving the relationship between monetary metals,
the dollar, and the other major G7 currencies. These include geopolitics: last view weeks saw plans advancing for a non-dollar (and G7) currency area incorporating the Shanghai Cooperation Organisation, BRICS, and those nations in the queue to join, representing 70 per cent of the world’s population. Additionally, there is a developing G7 bond crisis as the debt bubble hits the buffers. And technical analysis tells us that gold and silver prices are going potentially far higher. As to how high? the wise and patient investor will tell you “Let the global markets guide us.”
Gold and silver appear to be frontrunning major changes in the relationship between G7 currencies and the consequences of these tectonic shifts. As to why this is justified on fundamentals, momentum traders are unlikely to care. But political pressure on the Fed to reduce rates coupled with a stalling economy plus increasing price inflation is probably enough reason for most. Additionally, stubbornly high long bond yields in the US and elsewhere forces central banks to fund government debt at short maturities. While lower interest rates will reduce funding costs in treasury bills, it means that increasing quantities of debt need to be rolled over in addition to new funding. Long term, this is bound to be a problem. Short term, it encourages the Fed and other central banks to cut rates as much as they dare, which undermines the currency and increases gold and silver prices.
So far as gold and silver are concerned, the Fed’s interest rate policy is despite CPI inflation running well above target, and likely to increase further in 2026. Under political pressure, the Fed is abandoning an appropriate monetary policy risking a weaker dollar and much higher global gold prices. The message to readers and investors is “listen” to the market. After
years of lagging behind the metal itself, gold equities have regained momentum in 2025. Supported by stronger bullion prices and improved company fundamentals, gold mining shares have delivered outsized gains relative to gold. This rebound has reignited investor interest in the sector and could be a preview to a continued structural bull market in the price of gold.
Gold equities are often described as a leveraged play on gold. While bullion functions as a store of value and hedge against systemic risk, gold equities are businesses whose earnings are directly exposed to changes in gold prices. Gold equities have entered a new cycle of strength, breaking away from a prolonged phase of underperformance relative to bullion. Their rebound reflects not only higher gold prices but also structural improvements in capital discipline and balance sheet health of gold mining companies.
For investors, bullion and gold equities serve distinct but complementary roles. Bullion provides stability, diversification, and downside protection. Gold equities provide amplified exposure to gold prices and potential return enhancement, albeit with higher volatility. A carefully sized allocation—combining bullion’s defensiveness with the upside leverage of miners—can strengthen portfolio resilience while capturing opportunities in the current gold cycle. In the final analysis and in the words of a Chinese proverb “both survival and fortune favour the brave & the prepared mind”
Rainer Michael Preiss Partner & Portfolio Strategist at Das Family Office in Singapore
PARTNERS IN PROGRESS
OER’s listing of Oman’s Most Respected Conglomerates highlights their contribution to the Sultanate’s development, diversification of its economic base, creation of employment opportunities, community welfare initiatives and ways in which they are supporting Oman’s Vision 2040 plan under the farsighted leadership of His Majesty Sultan Haitham bin Tarik
RESILIENT GROWTH
Galfar Engineering & Contracting’s revenue growth underscores its success in securing and executing strategic projects while maintaining a competitive edge. The order book surged by 70 per cent from 2023, reaching a record of approximately $1bn in jobs, positioning Galfar strongly for future sustainability and growth
Galfar Engineering & Contracting SAOG was established in 1972 and has since grown to be among the largest publicly listed companies in Oman and one of the largest construction companies in the Middle East. With remarkable growth over the past five decades, Galfar has contributed significantly to the development of Oman as a pioneer engineering and contracting firm.
Eng. Majid Salim Al Fannah Al Araimi, is the Chairman of Galfar Engineering and Contracting. He holds a BSc in Engineering Management from the University of Missouri, USA. He is one of the Directors who has played an active role in developing the business of a group of private companies and several reputed educational institutions in the Sultanate of Oman. He is the Chairman of National Drilling and Services Co. SAOC, United Gulf Energy Resources SAOC and the Travel Point Group and holds office as the Vice Chairman of several private companies.
Despite a challenging market landscape, Galfar demonstrated resilience and strong revenue growth. The parent company reported revenue of RO272mn in 2024, marking a growth of 14.2 per cent compared to 2023. This growth in revenues reflects the company’s ability to secure and execute strategic projects while maintaining a competitive market position. Additionally, the company’s order book grew by 70 per cent
from 2023 to reach a record level of approximately 1 billion worth of jobs in hand, hence, positioning it strongly for future sustainability and growth. This strengthening of the order book reflects the company’s strategic success in securing high-value contracts, particularly within the Oil & Gas and Infrastructure sectors. The subsidiary companies have shown notable operational improvements, with key business units including Aspire Readymix, Aspire Projects, and Al Khalij Heavy Equipment making steady progress toward profitability. While these subsidiaries reported a combined loss of RO0.336 million, their turnaround strategies are delivering gradual improvements. Additionally, its associate company in Kuwait delivered a profit of RO0.096 million (Galfar Share), reflecting the strength of its regional operations.
The Parent Company continues to make-up 95 per cent of the entire consolidated business. Looking ahead, Galfar remains committed to strengthening profitability, optimising costs, and enhancing operational efficiency. Recently and in collaboration with its partners, Galfar
has positioned firmly in the future of 3D Printing Technology and its growing application. Similarly, Galfar maintains a large base of employees working in various sectors in many geographical areas in Oman, where an average of 16,708 workers have been working on the company’s projects over the past six years.
The parent company reported revenue of RO272mn in 2024, marking a growth of 14.2 per cent compared to 2023. This growth in revenues reflects the company’s ability to secure and execute strategic projects while maintaining a competitive market position
Eng. Majid Salim Al Fannah Al Araimi Chairman, Galfar Engineering and Contracting.
SHAPING THE FUTURE
The Al Hashar Group endeavours to be one of the most competitive companies in the industry with emphasis on efficiency in operations, reliability for customers and thrust on growth
Al Hashar Group, one of the pioneering business house and one of the most progressive and diversified corporations in the Sultanate of Oman, owes its evolution to the vision of its founding father, Late Sheikh Saeed bin Nasser Al Hashar.
From a modest showroom in the port town of Muttrah, the group has developed into a world-class conglomerate with wide and varied interests in many areas of operations.
The Group’s prowess extends from Automobiles (consumer and industrial-strength), Electronics, Appliances & Storage solutions, Hospitality, Car rental & leasing, Tourism & Travel, Real estate, Engineering & Projects and Construction domains. In each of these areas, the combined forces of professionalism, customer focus and commitment are the pillars of the group’s success.
Undeniably, the vision of the company’s founding father, tempered with the leadership of the current management continues to set new standards in all diverse areas of operations. It is constantly shaping itself for the challenges ahead and working towards Oman’s progress.
Al Hashar Automotive is part of the Al Hashar Group. It stands as one of the first corporations established in the Sultanate of Oman. Its expansive portfolio ranges from the sales and
servicing of prestigious automotive brands to mainstream brands as well as medium and heavy-duty trucks. Additionally, the group is involved in the sales of construction equipment, tyres, lubricants, car rental and leasing, electronics and appliances, hospitality, general contracting and engineering consultancy. Al Hashar has been a leading automotive distributor for over 5 decades. Under the vision of its founder, The Al Hashar Group has built a strong and robust infrastructure for the automobile industry covering the majority of the Sultanate.
“Recognising the responsibility on the shoulders of each member, we endeavour to be one of the most competitive companies in the industry with emphasis on efficiency in operations, reliability for customers and thrust on growth, in all sectors of our diversified operations. It is these values that broke new ground for us more than four decades ago. It is these
We endeavour to be one of the most competitive companies in the industry with emphasis on efficiency in operations, reliability for customers and thrust on growth, in all sectors of our diversified operations
Sheikh Al Muhannad Al Hashar Chairman, Al Hashar Group
KEY ENABLER
Through its customer-centric approach and pursuit of excellence, the Al Khonji Group adds significant value – connecting people with properties, and marketing brands in a relevant, meaningful and emotional way that creates long-standing relationships
Oman has a long-standing history as a maritime trading nation. The AlKhonji family has played an important part in this success since brothers Mohamed and Ahmed AlKhonji opened their first business in 1920.
The business started with a shop and a yard at Muttrah Souk, where they stockpiled anything related to dhows shipping, import, and export. Over the following generations, the businesses expanded into foods, timber, boats, building materials, transportation, equipment and services to real estate.
The family had a famous dhow, “Fateh Al Khair,” mainly used by the founder Ahmed AlKhonji to import materials from India, Pakistan, Iraq, and Bahrain. In return, vegetables, dry dates, and cooking ghee were exported to Gulf countries, India and beyond.
Older brother and founder Mohamed AlKhonji had another important role, that of official mediator between shippers, dhow owners, and suppliers. Many times, captains and traders were welcomed to Bait AlKhonji, when on a stopover in Muttrah. Today, the family home is used for community meetings during which social matters and developments in Oman are discussed on a regular basis.
Since 1920, the Group has been able to become a leading family enterprise sustained by generations
of entrepreneurial excellence built on solid relationships and remaining relevant. With the surge of modernity in the 1960s and 1970s, things were not only changing for the business but also for the family. Being one of the first to have electricity, radio, and telephone, AlKhonji’s introduced cars and water pumps and electricity into the community. In the decades that followed, the family business has grown from a small trading company to one of Oman’s most influential family conglomerates.
Today, the business is led by the third and fourth generations, which look forward to progressing handin-hand with Oman’s development and with relationships across the region. The Group has representation in a portfolio of listed investments covering the sectors of Banking, Hospitality, Education, Insurance, Manufacturing and Services. It is very active in developing its land bank to productive economic use in its core focus area of residential and commercial properties as well as being involved in specialist projects in education, activity, hospitality and
special purpose buildings. Through its customer-centric approach and pursuit of excellence, the Group adds significant value – connecting people with properties, and marketing brands in a relevant, meaningful and emotional way that creates long-standing relationships based on respect, value, and trust.
Since 1920, the Group has been able to become a leading family enterprise sustained by generations of entrepreneurial excellence built on solid relationships and remaining relevant
Khalil bin Abdullah bin Mohamed Al Khonji Chairman, Al Khonji Group
CREATIVE VENTURES
The Al Raid Group has evolved as a developer offering futuristic shopping concepts to go with the social and cultural fabric of the region
Al Raid Corporation’s corporate success mirrors that of Oman’s own progress over the past five decades –a developmental march underpinned by sound leadership, farsightedness and ambition. Sheikh Abdullah Al Araimi has used his formidable skills to steer the growth of Al Raid into the dynamic and vibrant commercial enterprise that it is today. Sheikh Abdullah founded Al-Raid group in 1974 and his vision and dedication have fuelled the growth of Al Raid Group into one of Oman’s most respected corporate enterprises today
Sheikh Abdullah Al Araimi exemplifies a unique brand of entrepreneurship that found inspiration in the modern renaissance ushered in by late His Majesty Sultan Qaboos in 1970. Enthused by a vision to support the budding nation’s economic development, he set up Al Raid Corporation in 1974. Over the past five decades, the company has blossomed into one of Oman’s leading business houses that serves as a model for young aspiring entrepreneurs today.
But as with many successful enterprises, Al Raid’s beginnings were rather humble. Sheikh Abdullah Al Araimi laid the foundations with the launch of a home appliances business. Carpets and handicrafts were soon added to the business, giving rise to a full-blown and successful trading operation. At this juncture, he took the momentous step to venture into property and real estate development.
That decision paid handsome dividends leading to the establishment of a fine selection of properties in key locations in Muscat city. With the opening of Al Araimi Complex, a landmark shopping centre in the heart of Qurum in 1994, Al Raid Corporation became a force to reckon with.
Today, Al Raid is a well-diversified business house with interests in landscaping and irrigation services, civil maintenance, sports construction facilities, kitchen equipment and catering solutions, carpets, antiques, handicrafts, jewellery, designer watches, perfumes and gifts, and the mainstay real estate business.
With over 5 Million Sq. ft. of built up projects, the Al Raid group has emerged as a specialist developer of futuristic shopping malls and remarkable leisure destinations, among others, in Oman.
With a second generation of entrepreneurs at the helm, Al Raid is now on the threshold of a new phase in its growth. The Group is preparing
Al Raid is a well-diversified business house with interests in landscaping and irrigation services, civil maintenance, sports construction facilities, kitchen equipment and catering solutions, carpets, antiques, handicrafts, jewellery, designer watches, perfumes and gifts, and the mainstay real estate business
Sheikh Abdullah Al Araimi Chairman, Al Raid Group
EXPANDING FOOTPRINT
The Al Osool Group is transforming real estate services in the GCC through strategic partnerships, expanding its portfolio, and prioritising a people-first management approach
Established in 2006, Al Osool Group has evolved into one of the Sultanate of Oman’s most trusted names in integrated real estate and facilities management. Built on a foundation of service excellence, reliability, and innovation, the Group serves an extensive portfolio of government, institutional, and private sector clients across the region.
With core verticals spanning property management, leasing, brokerage, facilities management, landscaping, valuations, project marketing, pest control, fire & safety, and renovation & fit-outs, Al Osool delivers comprehensive end-to-end solutions tailored to modern assetmanagement needs.
Over the years, the Group has expanded through strategic vertical integration, achieving notable milestones including ISO certification, the launch of sanitisation and pest-control services, on-demand maintenance for owners’ associations, and a robust fire & safety division aligned with NFPA and Oman Civil Defence regulations.
Supported by a highly skilled executive team with multidisciplinary backgrounds, Al Osool’s operating ethos emphasises data-driven advisory, asset optimisation, and tenant satisfaction—ultimately reducing operational costs while enhancing asset longevity. A key strength of Al Osool lies in its
valuation & advisory division, offering RICS-aligned reporting trusted by prominent domestic and international financial institutions. With deep market intelligence, the Group consistently supports investors with feasibility studies, development concepts, due diligence, and financial modelling. Meanwhile, its project marketing capabilities harness digital campaigns, research-led pricing strategies, and long-standing local networks to ensure superior exposure for residential, commercial, retail, and hospitality assets.
Strengthening its regional presence, Al Osool has recently executed a landmark partnership with MHD, forming MHD Al Osool Real Estate Development, a visionary collaboration aimed at shaping new-age property development and investment offerings within Oman.
Hassan Mohammed Juma Chairman and Managing Director, Al Osool Group
This strategic alliance enhances access to capital, expands market reach, and reinforces Al Osool’s position as a key catalyst for real estate transformation in the Sultanate. Furthering its international footprint, the Group has expanded into the UAE real estate brokerage market through the formation of H2O Al Osool in Dubai. With two branch offices, a team of 35 specialised agents, and advisory capabilities in 12 languages, the Dubai arm caters to a rapidly diversifying investor base.
Leveraging global insights, financial planning expertise, and local
redefining real estate service delivery across the GCC and is poised for sustained regional leadership in the years ahead.
SUSTAINABLE DEVELOPMENT
The
Al Yousef
Group (AYG) is a versatile investment powerhouse dedicated to sustainable growth and community impact
The Al Yousef Group (AYG) is a diversified investment holding company with operations covering a broad spectrum of activities including financial services, oil and gas, real estate development, telecommunications, trading and services.
Having commenced operations over four decades ago with its first activity commencing in October, 1977, the Group’s vision is to become a leading investment house in the region, with emphasis on private equity investments in the main economic sectors – oil and gas; logistics; financial services; consumer products; infrastructure and real estate – with the objective of enhancing AYG’s shareholders’ value and serving the community with the best of its abilities.
Dr. Mohamed Musa Al-Yousef, who is the Chairman of AYG is a reputed personality in the Sultanate’s business fraternity. He takes the credit of being the first Omani Chartered Accountant (FCCA) from the UK. He also holds a doctorate in Economic Development from the University of London and a M.Sc. from Bristol University. During his remarkable career, Dr. Al Yousef has headed some of the most prestigious organisations and business bodies in Oman and the GCC region.
His vision today is a guiding light
to the entire caravan of Al Yousef Group- An investment conglomerate with diverse interests in the Sultanate and beyond. Muscat Electronics LLC (ME) is part of the Al Yousef Group, which plays a modest role in the development of the nation- by providing world class products and services across industries to the citizens and residents of Oman. Since its establishment in 1979, Muscat Electronics has grown from strength to strength ever since.
AYG believes in sustainable development and its business decisions are based not merely on financial considerations, but also on various other social consequences. As a direct result, the group companies are engaged in events that boost and bolster the betterment of society, community and environment.
Another important initiative is to extensively promote the In-Country Value (ICV) and nurturing of SMEs by procurement of products and services from SME specifically and local companies in general. The group aims to contribute to the welfare of the Omani citizens and residents by creating the least environmental impacts. AYG’s prosperity is directly linked to the well-being of its customers, dealers, partners and all stakeholders.
Al Yousef Group (AYG) is committed to give back to the society by way
of a series of corporate social responsibility (CSR) initiatives. While focusing on the welfare of employees, the Group continues to fund and support various social, humanitarian, charitable and environmental activities across the Sultanate – which is part and parcel of the core values of the group. AYG provides support to Omani people in various sectors to enable them to succeed and grow in a sustainable manner.
Dr. Mohamed Musa Al-Yousef Chairman, Al Yousef Group
TIMELESS TRUST
The Ajit Khimji Group is a prominent Omani conglomerate with diverse interests in investments, luxury watches, and retail. Through strategic joint ventures, it drives innovative projects across multiple sectors
The Ajit Khimji Group is a renowned conglomerate based in the Sultanate of Oman with diversified business interests. The Group’s core activities include investments, luxury watches and jewelry retail and is also engaged in diversified retail and project led activities facilitated through the Asha Group, its 100 per cent subsidiary and through joint ventures with international institutions.
The Ajit Khimji Group is a legacy of trust, enterprise and quality and the Group’s history in the Sultanate of Oman can be traced back to over 150 years. Led from the front by the illustrious Chairman Ajit G. Khimji, the Group’s hallmark is its relentless quest for perfection, dedication to quality and fostering an environment that nurtures individual and team excellence. The Group’s operations are strengthened by highly qualified and experienced professionals, who lend their individual and collective skills to fulfil the Group’s objectives.
The Group companies include Kitara Capital, Mistal, Asha Enterprises and so on. Kitara Capital is a platform where successful entrepreneurs and business families come together to generate offers in co-investment opportunities to create wealth. Kitara Capital is very different from a fund management company or a wealth management advisory firm.
With a legacy of 40 years, covering a diverse range of business interests locally and regionally, Asha Enterprises has grown to be a major force in the Sultanate of Oman. The company’s unwavering commitment to meet the demands of its customers and it’s understanding of the nation and its changing business landscape, has given Asha Enterprise an edge in the market.
Over the years, Asha Enterprises has expanded its presence across retail, projects and communication. The company’s retail footprint extends from award winning restaurants, international rent-a-car operations, money exchange and airport travel retail.
Mistal, the impeccably styled boutique designed by Kristian Gavoille, is the address in Oman for those with a distinct taste in fine accessories. Home to a curated collection of timepieces, jewelry and writing instruments, it caters to the connoisseurs of
the exquisite. Its refined taste is showcased even through the wellappointed interiors of the showroom, radiating an aura of aristocracy with its distinct and elite style.
The Ajit Khimji Group is a legacy of trust, enterprise and quality and the Group’s history in the Sultanate of Oman can be traced back to over 150 years. The Group’s operations are strengthened by highly qualified and experienced professionals, who lend their individual and collective skills to fulfil the Group’s objectives
Ajit G. Khimji Chairman, Ajit Khimji Group
A PILLAR OF PROGRESS
MB Holding Company has set benchmarks through its global forays, diversified business and CSR efforts
Founded in the Sultanate of Oman in 1982, MB Holding Company LLC has grown from modest roots into a diversified multinational group, which is active across oil and gas, engineering, mining and minerals, and real-estate sectors. With a global reach spanning multiple countries, the company has established itself not just as a major corporate player but also as a key contributor to Oman’s growth, employment generation and community development.
At its core, MB Holding operates through a suite of specialised subsidiaries. In oil- and gas-related services, MB Petroleum Services LLC provides a “one-stop-shop” offering for oilfield services. In exploration & production (E&P), Petrogas E&P LLC leads the group’s upstream hydrocarbon interests both in Oman and overseas. In mining, Mawarid Mining LLC actively pursues minerals exploration beyond Oman, marking MB’s entry into non-oil sectors. In engineering, United Engineering Services LLC has been a pillar of Oman’s engineering services landscape for more than three decades. Beyond these, MB Holding has interests in realestate development, manufacturing and trading.
The company places strong emphasis on operational excellence, quality, health, safety & environment (QHSE), and corporate governance as the Group believes that QHSE excellence is a core part of Operational Excellence.”
It has set high benchmarks in QHSE and governance, elevating industry standards in Oman and helping raise the country’s global business reputation.
MB Holding’s achievements reflect both scale and diversity. The group has grown to operate in multiple countries across the Middle East, Europe, Africa, South Asia and Australia. In recognition of its achievements, the company is consistently ranked amongst the “Top 100 Arab Family Businesses.”
The mining arm, Mawarid, is a pioneering private-sector mining company in Oman, venturing into copper and gold exploration and contributing to diversification of the national economy.
MB Holding has made substantial contributions to Oman’s economy and society by employing thousands of employees internationally and in Oman. It supports job creation, particularly for Omani nationals, and invests in people development and leadership.
The Group’s expansion into mining, minerals and engineering aligns with Oman’s aim to diversify away from oil-reliant revenue streams. The company’s presence in non-oil sectors helps broaden the industrial base. Through its affiliate, MB Foundation the Group commits to community outreach, sustainable development and social investment.
As Oman charts its path under Vision 2040 towards a knowledgebased and diversified economy, MB Holding appears well positioned to play a leading role. With its strong foundations in oil & gas, and growing presence in mining, engineering and investment, the group’s future lies in balancing its traditional strengths with emerging global trends— sustainability, local talent development and digital-enabled operations. The company’s stated mission to ‘maximise stakeholder value through managing a selective, sustainable, profitable and high-value business portfolio,’ underscores the company’s direction.
Dr Mohammed Al Barwani Chairman, MB Holding
PIONEERING CONTRIBUTION
The MHD Group stands as a formidable testament to local entrepreneurship, diversification, women’s empowerment and national impact
The Mohsin Haider Darwish LLC (MHD Group) stands as one of the largest and most pioneering business houses in the Sultanate of Oman. The Mohsin Haider Darwish Group (MHD) was founded as a family proprietary business in 1974 in Oman. It was later converted into its present form as a corporate entity in 1987. The MHD Group has played an instrumental role in Oman’s economic and infrastructural evolution.
Guided by strategic planning, professional management, and a commitment to the nation’s vision, the Group has consistently delivered success and built value, reflecting the tremendous progress achieved by the Sultanate under its wise leadership. Today, the Group is a powerful symbol of Omani private sector dynamism, managed under the stewardship of two distinct clusters, both chaired by leading women entrepreneurs.
MHD Group has cultivated a vast and
strategically diversified portfolio that touches nearly every aspect of Omani life and commerce. The Group’s businesses are organised into two main clusters:
1. Automotive, Construction Equipment & Renewable Energy (ACERE): This cluster focuses on mobility and infrastructure, covering the distribution and servicing of Automotive brands, Commercial Vehicles, and essential Construction Equipment. It also includes segments for Tyres & Batteries and the emerging sector of Renewable Energy.
2. Infrastructure, Technology, Industrial & Consumer Solutions (ITICS): This cluster encompasses a broad range of industrial and consumer-facing divisions, including Computers, Office Automation & Telecom, Electrical & Electronics, Engineering Products, Gases, Chemicals & Medical Equipment, Building Materials, and Projects.
The MHD Group is a powerful symbol of Omani private sector dynamism, managed under the stewardship of two distinct clusters, both chaired by leading women entrepreneurs
Through these divisions, MHD represents numerous world-renowned international brands, acting as the trusted local partner and leveraging its extensive network to deliver quality products and services across the Sultanate.
The Group’s associated companies further extend its reach into specialized fields such as Special Oilfield Services and IT solutions.The MHD Group’s contributions to Oman are multifaceted, extending beyond market success to encompass national development and empowerment.
The MHD Group has demonstrated a strong commitment to the government’s workforce nationalisation goals. By operating in critical sectors like engineering, infrastructure, and medical equipment, MHD has been a reliable engine for economic stability and growth. Its ability to successfully launch and manage major projects and provide essential building
materials directly supports the country’s infrastructural expansion. The Group’s role as an exclusive partner for major global automotive and technology brands also ensures Omani consumers and businesses have access to high-quality international products.
The Group has sets an exemplary standard for corporate leadership in the region. Areej Mohsin Haider Darwish and Honorable Lujaina Mohsin Haider Darwish, Omani women chair both primary clusters, MHD-ACERE and MHD-ITICS respectively.
This is a significant achievement and a powerful demonstration of successful women’s empowerment. Areej Darwish and with Honorable Lujaina Darwish have been recognized for their influence across the Middle East region by organizations like Forbes Middle East on multiple occasions.
By operating in critical sectors like engineering, automotive, infrastructure, and medical equipment, MHD has been a reliable engine for economic stability and growth. Its ability to successfully launch and manage major projects and provide essential building materials directly supports the country’s infrastructural expansion
Areej Mohsin Darwish Chairperson, MHD-ACERE
SERVING OMAN’S PRIORITIES
The
Muscat Overseas Group
has been a firm believer in contributing to the overall development of the Sultanate by creating opportunities across a range of economic and social sectors
Established in 1972, the Muscat Overseas Group (MOG) has grown steadily and diversified over the last half century, mirroring Oman’s economic development. MOG’s vision has been to be a trusted partner and contributor to the development of Oman.
The Group’s consistent effort has been to promote new commercial ventures while at the same time helping small businesses grow sustainably into viable enterprises. The Group has been involved with the banking and financial services sector, expanded social infrastructure and housing, invested in independent power projects, schools, universities, healthcare facilities, while participating in industrialisation and other services sectors.
MOG has earned the trust and confidence of its customers across a number of the sectors. Some of these are:
Dealerships
The Group’s story starts with the Muscat Overseas Industrial and Marine Equipment Trading Company being set up in 1972. The company continues to supply a range of industrial and marine equipment and services across Oman. Its franchise model uses state-of-the-art warehouses located in Ghala, Nizwa and Sohar, assuring accurate and timely supply to the construction, industrial, power and marine sectors
throughout the country. The company continues to provide In Country facilities for repair and maintenance.
The Muscat Overseas Engineering Services Company provides engineering services to the aviation, manufacturing, oil exploration, construction, mining, power and marine sectors.
Agriculture and Aquaculture
Muscat Overseas Agriculture Company was set up in 1974 with a view to further the Sultanate’s agricultural sector. In an effort to harness the potential of Oman’s diverse marine life, it established Oman Aquaculture Company in 2012. Based out of Salalah, the company aims to produce Abalone on land in a controlled environment. The initiative is an effort to put Oman’s Abalone on the world map as a quality product without depleting natural sea resources. Agriculture Modern Engineering Company, which is into landscaping has undertaken and delivered a number of projects to client’s satisfaction.
Oil & Gas
Over the years MOG has developed a key presence in the oil and gas sector. The Muscat Overseas Oilfield Supplies Company meets the equipment supplies and service requirements of the oil, gas, petrochemical, water and power industries.
Pharmaceutical MOG forayed into pharmaceutical with the Drug Manufacturing
Company (DMC) in 2010. The primary activity of DMC is to manufacture Active Pharma Ingredients (API). The company has set up a manufacturing plant in the Sohar Industrial Estate to manufacture bulk drugs antibiotic of cephalosporin. DMC aims to position Oman as a leading supplier of APIs to manufacture drugs in the GCC region and Europe.
MOG is an organisation that is rooted in Oman delivering sustainable value for its stakeholders and is committed to serving Oman’s development needs under the visionary leadership of His Majesty Sultan Haitham bin Tarik.
HE Sheikh Salim bin Mustahail Al Mashani Vice Chairman, Muscat Overseas Group
A DIVERSIFIED POWERHOUSE
The OMZEST Group has evolved from a local Omani enterprise into a diversified industrial and services conglomerate with a global footprint and deep national impact
In the Sultanate of Oman, the OMZEST Group stands as a remarkable example of homegrown entrepreneurial dynamism and diversified growth. With roots reaching back to the mid-1970s, this conglomerate has grown from a modest enterprise into a sprawling group covering manufacturing, services, trading, contracting, finance and investments. From its founding leadership under Dr. Omar bin Abdul Muniem Al Zawawi to its status as a major contributor to Oman’s private-sector growth, OMZEST has played a key role in both economy and society.
OMZEST’s business operations are deeply diversified, spanning multiple industries and geographies. The group consists of over 75 wholly owned and associate companies with activities in manufacturing, trading & agency representation, contracting and services, finance, investments, travel, education and more. Manufacturing is a major focus of the group with approximately 60-65 % of the group’s revenue is derived from manufacturing activities, with its products ranging from automotive batteries, detergents and foodstuff to textiles, industrial components and power switchgear. Many of OMZEST’s manufacturing companies export to nearly 100 countries globally and export business accounts for roughly 75 per cent of the turnover of the manufacturing arm.
OMZEST’s journey is marked by several noteworthy milestones and industry firsts. Under the leadership of Dr. Omar Al Zawawi, the group expanded rapidly and gained recognition as a major privately owned business house in Oman.
The group’s products have achieved market leadership inside Oman, while export markets have spanned continents, reflecting strong competitive positioning. OMZEST’s manufacturing units have been recognized for quality, environmental certifications and process excellence.
The contributions of OMZEST to Oman’s economy and societal development are substantial:
Economic diversification: By focusing strongly on manufacturing and exports, OMZEST aligns with Oman’s drive to reduce dependence on oil & gas and build a broader industrial base.
Employment generation & skill development: The group employs thousands of people across multiple sectors and invests in training, research & development for its workforce.
Export growth and global footprint: OMZEST helps place Oman on the global map through its export-oriented manufacturing and its representation of international brands, which enhances the country’s business reputation and links with global value chains.
Sectoral building blocks: Through its involvement in banking, manufacturing, infrastructure, education and services, OMZEST has helped build foundational sectors within the Omani economy rather than simply operating within an imported model.
Sustainable business practices: The group emphasises sustainability, quality, environment and governance as part of its core strategy.
As Oman charts its future under visions such as Oman Vision 2040, the role of groups like OMZEST remains critical. With its manufacturing base, global export reach, diversified business lines and commitment to local capacity building, OMZEST is well positioned to support the nation’s ambitions for industrialisation, employment and sustainable growth. Challenges remain— such as maintaining innovation, adapting to global competition, and aligning with the fast-evolving digital economy—but with its track record and deep roots in Oman, OMZEST is likely to continue being a key private-sector engine.
OMZEST’s business operations are deeply diversified, spanning multiple industries and geographies. The group consists of over 75 wholly owned and associate companies with activities in manufacturing, trading & agency representation, contracting and services, finance, investments, travel, education and more
AN UNEQUIVOCAL LEADER
Saud Bahwan Group stands as a homegrown Omani business success story, which has evolved, from trading roots to one of the largest diversified conglomerates in the region
In the Sultanate of Oman, the Saud Bahwan Group (SBG) stands out as one of the most prominent and diversified familybusiness conglomerates. Founded in the mid20th century by Sheikh Saud Salim Bahwan and now under the leadership of Mohammed Saud Bahwan, the Group has grown from humble trading roots into a multibusiness powerhouse with operations across automotive, heavy equipment, manufacturing, infrastructure, civic services and property. Through its nationwide presence and brand partnerships, SBG has not only contributed significantly to Oman’s economic activity, but also to employment, skill development and industrial diversification.
The Saud Bahwan Group operates across a broad spectrum of sectors, reflecting its diversified strategy:
• Automotive & allied businesses: SBG is widely recognised in Oman for its representation of major global automotive brands including Toyota, Lexus, Ford, Kia and others.
• Heavy vehicles, construction and equipment: The Group has strong activities in heavy machinery, constructionequipment distribution and turnkey industrial projects.
• Manufacturing, industrial equipment & turnkey projects: SBG is also involved in manufacturing, infrastructure solutions and municipal/civicservices provision — ranging from steel structures, desalinisation plants and specialequipment systems.
• Real estate, property and travel & tourism: Complementing its industrial
footprint, SBG has investments in property development, travel & tourism ventures and providing services in civic & municipal sectors.
• Nationwide presence and service network: One of SBG’s distinguishing features is its extensive Omanwide network. As noted, the Group ensures “a facility within a 30 the customer, anywhere in Oman” and operates numerous outlets, servicecentres and branches.
The Saud Bahwan Group has achieved a number of significant milestones:
The Group is consistently ranked among the top family businesses in the Arab world. The founder, Sheikh Saud Salim Bahwan, earned numerous awards and honours during his lifetime, including the Sultan Qaboos Order (Oman’s highest civilian honour) and the Japanese “Order of the Rising Sun”.
Through its automotive business, SBG has helped make Toyota a household name in Oman and established highservice standards in the automotive aftermarket, dealership network and parts availability.
The Group’s ability to turn brand agencies into marketleaders and set industry benchmarks has been emphasised in its own corporate messaging (“Turning brands into market leaders… Setting benchmarks, creating standards… Continuous innovation & excellence.”).
As Oman advances its Vision 2040 agenda — focused on sustainable growth, industrial modernisation,
In summary, the Saud Bahwan Group stands as a homegrown Omani business success story — evolving from trading roots to a diversified conglomerate with deep impact across industries. As the Sultanate charts its future, Saud Bahwan Group remains a key player — one that blends legacy, scale and ambition in service of Oman’s growth.
CONSISTENT PERFORMANCE
The Suhail Bahwan Group has contributed to Oman through its cross sectoral presence and by upholding its core values of professionalism and dedication
The Suhail Bahwan Group (SBG) stands, as one of the Middle East’s largest and most professionally managed corporate enterprises, headquartered in the Sultanate of Oman. Founded in 1965 as a modest trading firm in Muttrah by Sheikh Suhail Salim Bahwan, the Group has expanded exponentially over more than half a century to become a multibillion-dollar entity. Guided by the vision of Oman’s leadership, SBG has played a crucial and persistent role in the nation’s economic diversification and infrastructural development. Today, the Group is a powerful force, driven by a mission to enrich the quality of life across the Gulf Region, North Africa, and South Asia.
The Suhail Bahwan Group’s strength lies in its profound business diversification, which covers nearly every aspect of industrial and consumer life. The Group operates across a wide spectrum of vital sectors, including:
• Engineering and Infrastructure: Anchored by companies like Bahwan Engineering Company (BEC) and SOGEX Oman, this division handles largescale Engineering, Procurement, and Construction (EPC) turnkey projects. This includes essential infrastructure like power generation and water desalination plants, major industrial facilities, and iconic structures.
• Energy and Power: Through SOGEX, SBG is involved in the development, operation, and maintenance of critical power and water facilities, including Independent Power Projects (IPPs)
both in Oman and internationally (e.g., Saudi Arabia and Algeria), contributing directly to national energy security.
• Chemicals and Fertilizers: The Group has significant investments in heavy industry, notably operating a plant in Oman that produces approximately 1.3 million metric tons of urea annually. This manufacturing focus contributes substantially to Oman’s non-oil economy, with exports reaching markets across the U.S., Asia, and Latin America.
• IT and Telecommunications: Through entities like Bahwan CyberTek, the Group offers advanced digital transformation, industrial analytics, and IT solutions to various sectors, including banking, government, and oil & gas.
• Other Key Sectors: The portfolio is rounded out by interests in Healthcare (including the Oman International Hospital), Automotive, Agriculture & Chemicals, Travel & Lifestyle, and the representation of over 100 international brands.
SBG’s achievements are deeply interwoven with Oman’s national progress, marked by pioneering initiatives and a commitment to operational excellence.
The Group has been instrumental in securing vital international franchises and developing heavy industries, such as its successful ventures in fertilizer manufacturing and its collaboration on massive power and water projects. Its construction and engineering arms have been responsible for executing
(Oman International Hospital) directly improve the quality of life for Omani citizens. Furthermore, the Bahwan family’s philanthropic efforts have included constructing hospitals, cancer research institutes, and public libraries, reflecting a strong sense of corporate social responsibility and nation building.
Sheikh Suhail Salim Bahwan Chairman, Suhail Bahwan Group of Companies
ILLUSTRIOUS LEGACY
As Oman charts its future, the Towell Group remains a storied partner of scale, stability and ambition
Over 150 years since the company came into being, the Towell Group continues its illustrious journey as one of the largest private sector conglomerates in Oman, with strong ties to the Middle East, India, and Europe.
As a family business trusted for generations, it remains at the heart of the nation’s commercial, industrial, and business evolution – with operations spanning multiple sectors such as Engineering, Automotive, Real Estate, Transportation & Services, FMCG, Manufacturing, and IT Services.
Today, Towell Group is inspired by its past, and at the same time committed to a prosperous future. The Group has been a major contributor to the ongoing development of Oman.
The Group has made significant contributions to Oman’s economy and society across domains such as:
• Economic diversification: By evolving beyond trading and importexport into manufacturing, engineering, automotive, FMCG and construction supplies, the group supports Oman’s target of expanding nonoil privatesector activity.
• Job creation & skills development: With divisions spanning technical, manufacturing, automotive service, retail and distribution, the group provides employment opportunities, technical training and career paths for Omani nationals.
• Infrastructure & industry support:
Through its buildingmaterials, engineering and automotive divisions, the company contributes to supplychain capacity, project delivery and support of constructionindustry growth in Oman.
• Global linkage & brand representation: By collaborating with global consumergoods and automotive brands, it helps connect Oman to international supplychains and qualitystandards, raising the standards of product availability and service.
• Corporate Governance: The Group has committed to modern corporate governance, bringing in Independent Directors and instituting professional management alongside the founding family. It emphasises succession planning and is firmly behind the Omanisation process, prioritising the nurturing and development of nextgeneration local talent.
• Social Responsibility: Through its Corporate Social Responsibility (CSR) activities and initiatives, the Group consistently serves the Omani community with generosity and pride, cementing its status as a trusted partner in the nation’s ongoing development and social well-being.
• Legacy and stability: As a longstanding family business with strong roots in Oman, the group signals the maturity of the private sector and the capacity for Omanifounded and owned enterprises to lead diversified portfolios.
As Oman pursues its Vision
PIONEERING PROGRESS
The Zubair Corporation has been a cornerstone of Oman’s economic growth, cultural preservation, and social development for over five decades
In 1967, Oman started extracting oil and exporting it, that’s when Oman began to look to the future with optimism. In that same year, Mohammad Al Zubair decided to enter the business world, departing from his role at Petroleum Development Oman (PDO) and establishing Muscat Trading Company.
After the late His Majesty Sultan Qaboos Bin Said, - may his soul rest in peace - , became the Sultan in 1970, he drove the development march across all economic and social aspects of the nation. At the time, the Omani private sector was engaged in simple trading of foodstuffs and textiles only. However, a few individuals had the foresight to begin building economic entities that would help grow the nation.
Muscat Trading Company, under the helm of Mohammad Al Zubair, was one of those pioneering companies. Despite limited capabilities at the time, the company rapidly developed and grew in quick succession.
Today, it is a regional conglomerate, with over 60 subsidiary companies spanning numerous sectors, including; energy, engineering and contracting, real estate and hospitality, finance, banking and investments, automotive, IT and electrical equipment and furniture to name a few. Today, the Zubair Corporation remains a wellestablished name not only in Oman but also throughout the region and internationally.
Since its establishment in 1967,
The Zubair Corporation has been a pivotal force in Oman’s development, actively contributing to the nation’s advancement in economic, cultural, social, and tourism domains for over five decades. Its multifaceted initiatives span various sectors, reaching across diverse governorates, Wilayats, and societal segments.
In alignment with the Omani Renaissance, the Zubair Corporation has spearheaded numerous initiatives, with a particular emphasis on empowering the youth. These initiatives align with the national commitment to nurturing future leaders and supporting key infrastructure projects that underscore the Sultanate of Oman’s continuous growth.
Exemplifying the Corporation’s commitment to economic empowerment is the Zubair Enterprises Development Centre (Zubair EDC), while the Bait Al Zubair Foundation stands as a testament to its dedication to cultural initiatives. These strategic endeavours underscore The Zubair Corporation’s enduring commitment to fostering holistic progress and sustainability in Oman.
Zubair EDC
Bait Al Zubair Foundation
The Zubair Corporation is firmly committed to preserving and advancing Oman’s heritage, culture and art. The Bait Al Zubair Foundation is the largest privately funded culture
Established in 2013, the Zubair Enterprises Development Centre (Zubair EDC) is a growth initiative of the Corporation. It highlights the important role of enterprise development in an increasingly diversified economy. The centre provides and inspiring, supportive and professional environment for young Omani entrepreneurs and enterprises of all sizes to accelerate sustainable businesses.
contemporary Omani culture.
Dr Mohammad Al Zubair Founder, Zubair Corporation
Celebrating Visionary Excellence in Corporate Leadership
With over 26 years of setting new standards in business and financial journalism, Oman Economic Review now proudly presents the OER Corporate Excellence Awards, honouring the visionaries at the helm of Oman's business landscape. This prestigious event will celebrate the corporate leaders and MSX-listed companies in the Large, Mid, and Small-cap categories, who have demonstrated unmatched foresight and excellence, setting bold benchmarks in an ever-evolving market.
This year OER Corporate Excellence Awards turns into a case study driven,nomination based awards platform where corporates and individuals showcase real,proven business impact through innovation, resilience and excellence.
For more information, contact SHIVKUMAR on 99267159, shivkumar@umsoman.com OR DHANISH on 92637189, dhanish@umsoman.com
Qais bin Mohammed Al Yousef Minister of Commerce, Industry & Investment Promotion
DATE: NOVEMBER 10, 2025
VENUE: SHERATON OMAN HOTEL
OER Corporate Excellence
Award Categories:
• Bank of the Year
• Insurance Company of the Year
• Finance Company of the Year
• Technology Company of the Year
• Manufacturing Company of the Year
• Energy Company of the Year
• Healthcare Company of the Year
• Real Estate Company of the Year
• Innovative Company of the Year
• Business Leader of the Year
• Young Business Leader of the Year
• CEO of the Year
• Innovative Leader of the Year
• Transformation Leader of the Year
• ICV Initiative of the Year
• CSR Initiative of the Year
• Sustainability Initiative of the Year
• Branding of the Year
• Lifetime Achievement Award
• Sustainability & ESG
• Customer Experience
• Talent Development & Workplace Culture
• Crisis Management & Resilience
• Digital Transformation
• Growth & Profitability
Chief Guest
HE
OPENING NEW VISTAS
India–Oman hold high complementarities for a trade deal
India and Oman’s partnership, rooted in historical and cultural ties, is evolving into a strategic economic alliance. The upcoming Free Trade Agreement (CEPA) is expected to deepen trade, investment, and technological cooperation, aligning Oman’s Vision 2040 with India’s growth agenda, potentially doubling bilateral trade in five years.
The economic relations between India and Oman are a remarkable example of how historical bonds can evolve into a modern, multidimensional strategic partnership. Rooted in centuries of maritime and cultural exchanges across the Arabian Sea, the two nations have forged a resilient and enduring alliance marked by mutual trust, economic cooperation, and a shared vision for regional stability. Oman’s proximity to India and its open and progressive economic outlook have made it one of India’s most reliable partners in the Gulf region. The large Indian diaspora, numbering over 700,000, plays a pivotal role in Oman’s economy, contributing to its construction, health, education,
and service sectors, while also acting as an organic bridge between the two societies. Over the years, India and Oman have expanded their cooperation beyond traditional areas of trade and energy. The relationship today encompasses investments, renewable energy, technology partnerships, and maritime security. Both countries maintain regular high-level political exchanges and institutional mechanisms for dialogue, which have provided steady momentum to the relationship. As Oman implements its Vision 2040, a blueprint for economic diversification away from hydrocarbons, India emerges as a natural partner due to its technological prowess, manufacturing capacity, and growing expertise in sectors such as green energy, digital services, and infrastructure. Against this backdrop, the potential India–Oman Free Trade Agreement (FTA), also referred to as a Comprehensive Economic Partnership Agreement (CEPA), holds transformative potential for both economies. Negotiations for the CEPA began in November 2023 and have progressed with exceptional
speed and seriousness. By mid-2025, both sides have successfully concluded five rounds of discussions. This agreement will mark India’s second major trade pact with a Gulf nation after the landmark Comprehensive Economic Partnership Agreement signed with the United Arab Emirates in 2022. The India–Oman FTA reflects a shared understanding that enhanced economic integration can deliver longterm gains in trade, investment, and employment. CEPA will significantly improve the competitiveness of Indian exports in Oman and, by extension, in the wider Gulf market as CEPA aims to bring down tariffs, potentially reducing them to zero for a wide range of goods including textiles, chemicals, automotive components, steel, plastics, and electronics. In addition to goods trade, the FTA will also cover services, investment facilitation, digital trade, and labour cooperation. India has strongly advocated for clauses that safeguard the interests of Indian workers in Oman. Beyond the economic dimension, the agreement has a clear strategic component. Oman’s location on the Arabian Peninsula, overlooking the Strait of Hormuz through which nearly 20 percent of global oil exports pass, gives it immense geopolitical importance. India and Oman have witnessed a consistent upward trajectory in their bilateral trade, reflecting both economies’ resilience and complementarity. Total trade between the two countries stood at $10.61bn in 2024–25, registering an impressive growth of 18.6 percent over the previous fiscal year. India’s exports to Oman amounted to $4.07bn, while imports from Oman reached $6.55bn. Bilateral trade has shown steady growth since 2017–18, almost doubling in value over eight years. The overall trade relations remain balanced and mutually beneficial, given that Oman serves as a reliable energy supplier while India provides diversified industrial and consumer goods. The upcoming FTA is
Source: Ministry of Commerce, Government of India
expected to boosting India’s value-added exports in sectors such as engineering goods, chemicals, and manufactured products to Oman. Going ahead, going by the bilateral trade trend of the recent years, the potential benefits will come from the FTA and bilateral trade is expected to double in the 5 years after the signing of FTA.
India’s exports to Oman demonstrate a diversified pattern that underscores complementarities between the two economies. Petroleum products lead the export basket, followed by engineering goods, mica, coal, and other ores, chemical products along with items such as textiles, gems and jewellery, and leather goods represent important labour-intensive sectors that stand to benefit immensely from the FTA as these sectors will face competitive advantages due to reduced tariff barriers; they can achieve substantial growth. The proposed CEPA will thus act as a catalyst in expanding India’s export profile and encouraging greater integration of small and medium enterprises into global value chains.
Oman plays a crucial role in ensuring India’s energy and fertiliser security. In 2024–25, mineral fuels and fertilisers constituted the largest share of India’s imports from Oman followed by organic chemicals and plastics and polymers. These imports are strategically important for India’s manufacturing and agricultural sectors, which rely heavily on stable supplies of energy and raw materials. The CEPA is expected to create a more predictable and favourable framework for long-term energy trade, enabling India to negotiate
better prices and diversify its sources of essential inputs. As Oman diversifies its economy under Vision 2040, it may also increase its exports of petrochemical and industrial products to India, further enhancing the depth of bilateral trade.
The investment relations between India and Oman are another pillar of their strategic partnership. There are over 6,000 Indian enterprises and establishments in Oman with cumulative investments exceeding $7.5bn. These investments span a wide range of sectors, including iron and steel, cement, fertilisers, textiles, cables, and chemicals. On the Indian side, several large-scale ventures in Oman highlight the long-term confidence of Indian investors. Many Indian financial institutions maintain active operations in Oman, facilitating trade finance and investment linkages. Looking ahead, the India–Oman partnership is poised for a new phase of economic dynamism underpinned by the forthcoming CEPA. The FTA will open up new avenues for cooperation in renewable energy, digital services, logistics, and infrastructure development. India’s expertise in manufacturing and IT services aligns closely with Oman’s diversification agenda, while Oman’s strategic location offers India enhanced access to the Gulf, African, and European markets. Emerging sectors such as green hydrogen, clean energy, and maritime logistics are expected to lead the next wave of collaboration.
The synergy between Oman’s Vision 2040, India’s Make in India initiative, and Maritime India Vision 2030 creates
a framework for mutually beneficial growth. Both nations are exploring the creation of industrial clusters and investment corridors that will attract joint ventures and strengthen supply chain resilience. Moreover, tourism and healthcare cooperation are likely to receive a significant boost, especially given that Oman hosted over 700,000 Indian tourists in 2024. The India–Oman relationship is therefore evolving from a trade-driven partnership into a comprehensive economic alliance that addresses the challenges and opportunities of a changing global order. The India–Oman Free Trade Agreement will represent more than a commercial arrangement; it will be a strategic milestone in the broader framework of India’s engagement with the Gulf Cooperation Council. With deep complementarities in trade structure, investment flows, and developmental goals, both countries are ideally positioned to craft a partnership that delivers sustainable and inclusive growth. The agreement is expected to enhance market access, diversify export destinations, and stimulate job creation in both economies. In an era marked by global trade disruptions and shifting geopolitical dynamics, the India–Oman FTA stands as a testament to the two nations’ shared commitment to open, rules-based trade and longterm economic stability. It will not only expand bilateral trade beyond the current $10bn level but also strengthen the foundations of cooperation in energy, technology, and innovation that will signal to the world that strong, forward-looking economic partnerships remain the cornerstone of regional prosperity and global cooperation.
TRUST BASED LEADERSHIP
Can you give us an overview of Hill International?
Hill International is an American company based in Philadelphia, Pennsylvania. We have been in the
business for almost 50 years with a presence in the Middle East region for about 38 years. We are a pure project Management Company which is focussed on supporting clients,
managing their project and defending their claims. In the region, we started our operations in Abu Dhabi and today we have offices in almost every GCC country and the larger MENA region.
Our regional office is in Dubai. We have 4,300 people strong team of Project Management Consultants (PMC). This might not sound too big, but for PMC it is one of the largest in the world.
You have done projects worth $1 trillion worldwide, which are your biggest markets and what kind of iconic projects have you worked on? We focus on mega projects across sectors - aviation, railways, real estate, mixed use development - to name a few. If you look at the aviation sector, we have managed almost all airport projects in the region including Muscat, Salalah, Bahrain, Dammam, Abu Dhabi and Qatar.
In the railway sector, we managed the Riyadh Metro, Lusail and Doha Metro. Currently we are working on the land bridge in Saudi Arabia. We dominate the entire PMC market across most sectors. If we speak about iconic buildings, in Abu Dhabi as an example we managed Shaikh Zayed Grand Mosque, Shaikh Zayed National Museum, Abu Dhabi Corniche several landmarks such as Etihad Towers, Nation Towers and ADNOC HQ. I believe, we have helped shaped the city skyline of Abu Dhabi and most cities in the region.
How has Hill Internatinal contributed to the PMC market in Oman? In Oman, our major projects have been the Muscat International Airport and the Salalah Airport. We also managed the Al Sharqiya Highway and Military Base. We are currently managing Theme Park and Water Park at A’Sharq Development. We see Oman as a promising market and expect to do more work here in future.
Hill International has recently merged with GISI (Global Infrastructure Solutions Inc.) What is the rationale behind the merger and how will it strengthen the company?
It was a tremendous move. Hill International’s merger with GISI gives us tremendous power in terms of bonding capacity, depth and cash flow. The merger enabled us to grow quickly, and it has been very fruitful, especially in the GCC region. Since the merge, we have got humongous projects.
GISI is a US based company with global operations. While they do have a PMC practice, they do construction or contracting work on a limited basis. They are very selective in their work and take on only high-end and high calibre projects. In addition, they do advisory and claims. So, GISI does what Hill International does and a bit more.
Hill International has helped a range of businesses such as transportation, environmental, power and electrical. How does this kind of a differentiated product mix work and does such expertise enable you to do turnkey solutions?
Absolutely. We have a big pool of professionals across disciplines and sectors and this helps the business. Project management as a concept is fundamentally the same whether you are managing an airport project or a real estate project as finally it comes down to managing the complexity and technical aspects of the project. Over and above project management, we also need the requisite technical skills such as aviation experts, real experts etc. hence we built on the fundamentals through our technical expertise. This helps us to handle big and complex projects.
Hill International is ranked highly in the world across a number of metrics. What are the fundamental strengths as a company?
Firstly, clients are our foremost priority. We constantly strive to protect and satisfy a client’s interest. I remember an instance when one of our client’s was challenged by his Board of Directors saying, ‘Why should we chose Hill International?’ His answer was ‘because whenever there is a problem, I see their top management on the project site, supporting the staff and solving problems.’ This is something which we are proud of.
The fact that we care about clients by prioritising and satisfying their interests is our biggest strength. This is what differentiates us from our competitors. We care and go to the site – the proverbial trenches - to resolve problems, unlike others who just lead their people onsite and then leave them to struggle with
whatever comes their way.
How long have you had a presence in the Middle East region?
We have been in the region for about 38 years. Our basic concept here is repeated work. All we ask for is a chance to prove our abilities and to demonstrate as to what we can do, and the rest is easy. Most of our existing clients give us repeat business as they know that they can trust us. They have faith and trust in our PMC capabilities and that is what matters. Price is not everything. Clients look for a company which protects their interests and makes sure that their project objectives are met.
How has the Middle East market been over the couple of years and what are your thoughts on its future prospects? The construction market is cyclical across the world and the Middle East is no exception. There is demand, you build and then there is a period of stagnation. The industry goes through these cycles everywhere. The rule of thumb is that there is a correction every eight years. We started in the UAE, and in 2008 we were impacted like everyone else, but we were sure that the market will revive and it has done so. Presently, the market is booming across region - in the UAE, Saudi Arabia, Qatar and Oman.
Can you share your thoughts on Oman’s market, its potential and ways in which its growth can be accelerated?
Oman has a lot of potential. I mean, they have the fundamentals and pretty much everything needed for fast-paced growth. I think Oman is a bit more conservative than its regional peers such as the UAE and Saudi Arabia, which are aggressive, but the potential for growth is amazing.
The number of cities under design or under strategic development in Oman is unbelievable. I think in the near future, we are going to see a major growth in the construction industry in Oman. The international airports and the Oman Convention and Exhibition Centre will be major factors for growth as they will attract tourism and people.
CAPITAL CRED
What Banks Can Learn from Hip Hop
By Dave Pender
The author is co-founder of Muscat marcomms agency Al Hikayaat and former government advisor on trade and investment promotion.
Hip hop and finance might seem like unlikely partners, one born at block parties in the Bronx, the other on trading floors, but over the past two decades they have found common ground. The overlap is not limited to celebrity endorsements. It lies in shared strategies - ownership, storytelling and building trust with audiences.
Bronx Roots, Global Reach
Hip hop emerged in the mid-1970s in the South Bronx, shaped by economic decline, redlining and the loss of manufacturing jobs. The borough had shed more than 600,000 manufacturing positions in the late 60s and early 70s, with youth unemployment estimated at 80 per cent. In that environment, DJs adapted turntables, MCs gave voice to local realities, graffiti artists claimed public space and breakdancers turned pavements into stages.
While initially a party movement, hip hop was implicitly political in its ability to unite young people from disadvantaged backgrounds and provide an alternative to cycles of selfdestruction. By the mid-80s its political edge sharpened. Reagan-era economic policies reduced social welfare budgets and widened the gap between rich and poor, as well as between communities of colour and white Americans. The spread of crack cocaine in inner-city neighbourhoods - examined in the 1980s by the US Senate’s Kerry Committee and later reported by journalists such as Gary Webb in his “Dark Alliance” series - was linked to drug trafficking networks connected to the US-backed Contra war in Nicaragua and to failures in US oversight during the Cold War.
With the older generation of Black radical politics less visible, rappers became recognized as the voices of their generation. The culture reframed itself as serious,
radical and rooted - positioning rap as a conduit for identity and agency.
Hustle as a Business Plan
The early years of hip hop were also years of self-reliance. With no established infrastructure, artists learned to produce their own work, market directly to their audience and monetize whatever platforms were available. Nelson George, cultural critic and filmmaker, describes hip hop as “a response to the erasure of Black and Latino voices from mainstream culture” – a grassroots economy where creativity and commerce merged. This built-in focus on ownership, resourcefulness and audience connection was not just about survival. Over time, it became a refined playbook for building brands, cultivating loyalty and turning attention into revenue streams.
Bakari Kitwana, writer and political analyst, describes the “hip hop generation” - late Gen X through Millennials - as a demographic that approaches money with independence, brand control and direct audience relationships at its core. These are the same qualities banks and fintechs now seek in a market where traditional trust structures are under pressure.
Stacking Paper, Spreading Influence
The Recording Industry Association of America values hip hop’s annual music streams and purchases at over $15 billion. Many artists have translated cultural influence into investment portfolios:
• Jay-Z: An early stake in Uber reportedly returned over $200 million
• Nas: Through Queensbridge Venture Partners, invested in more than 100 companies including Ring, PillPack and Coinbase
• Snoop Dogg: Casa Verde Capital’s cannabis and consumer brands portfolio is valued at around $300 million
These moves are continuations of the same principles that drove hip hop’s early growth –diversify income, act quickly, control assets and connect directly with the audience.
Cred is the New Collateral
A 2024 Deloitte survey found 62 per cent of Gen Z prefer to receive financial advice from creators or public figures they trust over traditional advisers. IBM research shows 88 per cent of bank managers believe they understand Gen Z, yet only 34 per cent of those customers agree. The gap points to a need for financial institutions to rethink how they build and sustain loyalty.
Some are responding. In April 2024, Chase launched a multi-year partnership with The Hip Hop Museum in the Bronx to improve access to banking and financial literacy in underserved communities. Barclays in the UK has sponsored festivals with hip hop stages, using them to offer on-site account services and business advice for creative entrepreneurs.
Fintechs have gone further. Cash App, namechecked in more than 200 hip hop tracks, continues to partner with artists like Travis Scott and Snoop Dogg for “Cash App Fridays” and creator-driven giveaways. As of mid-2024, Cash App has surpassed 55 million monthly active users, up from 44 million in 2022, with Block, Inc. crediting hip hop and culturally embedded campaigns as key drivers of growth.
The Real Playbook
George’s view of hip hop as a self-made economy and Kitwana’s focus on credibility help explain why partnerships with finance work. From its earliest days, the culture has relied on principles that go beyond style
- community, ownership, diversification, respect and audience-first thinking. These are structural strengths in industries where trust is fragile and attention is hard-won. For financial institutions, adopting such principles is a practical response to market reality. Gen Z and younger Millennials grew up with fragmented media, low trust in large institutions and the tools to bypass traditional marketing. They are more likely to engage with brands that feel embedded in their cultural landscape, speak directly and deliver measurable benefits.
Each value offers a clear parallel. Community sustains loyalty, much as fan commitment keeps audiences with an artist for decades. Ownership mirrors the need for banks to protect digital ecosystems and customer data in a competitive fintech market. Diversification guards against volatility, echoing how artists manage multiple income streams as music revenue models change. Respect means acting on feedback, while audience-first thinking drives products and services designed around user needs rather than institutional convenience.
The most successful collaborations work on this deeper level. They move past visible sponsorship to develop tools, education programs and investment pathways that serve specific communities. In a sector where relevance is as important as interest rates, these approaches offer a competitive advantage that cannot be easily replicated.
No Caps, Just Facts
Hip hop’s influence on finance is not about adopting its aesthetic. It is about recognising a proven operating model. Own your assets, move fast, diversify and maintain credibility. For banks and fintechs ready to work on those terms, the culture offers more than marketing, it offers a blueprint for long-term relevance.
Rhyme & Reason Playlist
• Apache: The Incredible Bongo Band, Bongo Rock (1973)
• The Message: Grandmaster Flash & The Furious Five, The Message (1982)
• Planet Rock: Afrika Bambaataa & The Soulsonic Force, Planet Rock: The Album (1986)
• Nuthin’ but a ‘G’ Thang: Dr. Dre ft. Snoop Dogg – The Chronic (1992)
• California Love: 2Pac ft. Dr. Dre, All Eyez on Me (1996)
• U Don’t Know: Jay-Z: The Blueprint²: The Gift & The Curse (2002)
• If I Ruled the World (Imagine That): Nas ft. Lauryn Hill, It Was Written (1996)
• Still D.R.E.: Dr. Dre ft. Snoop Dogg, 2001 (1999)
• DNA: Kendrick Lamar, DAMN. (2017)
• Savage Remix: Megan Thee Stallion ft. Beyoncé, Savage Remix (2020)
• He Got Game: Public Enemy, He Got Game (1998)
• Can I Kick It? A Tribe Called Quest, People’s Instinctive Travels and the Paths of Rhythm (1990)
FUTURE FOCUSED
The World Liquid Gas Association’s goal is a cleaner liquid gas sector
In what ways is the World Liquid Gas Association enhancing international cooperation to address common challenges in the LPG sector?
The World Liquid Gas Association is strengthening international cooperation by creating platforms where knowledge and experience can be openly shared. Through global forums, conferences, and joint research initiatives, the WLGA brings together industry leaders, policymakers, and experts to address shared challenges—from safety and efficiency to market development. We are also promoting standardised
safety, environmental, and operational guidelines so that best practices are aligned across regions. In parallel, the Association works closely with international organisations and governments to advocate for pragmatic, technology-neutral policies that recognise the role of LPG and renewable liquid gases in a balanced, secure energy transition.
With the rise of alternative fuels, how do you plan to position LPG as a preferred energy source?
As new fuels and technologies emerge, our strategy is to position LPG as a clean, reliable, and immediately
deployable energy solution. LPG already offers significantly lower carbon emissions than coal or oil, making it an ideal transition fuel that complements renewables rather than competes with them. The WLGA continues to invest in innovation— supporting advances in efficiency, distribution, and hybrid integration with solar and other renewable systems.
At the same time, we are expanding global awareness campaigns that highlight LPG’s strengths in accessibility, affordability, and environmental performance, ensuring
it remains front of mind for both policymakers and consumers.
How should the industry prepare for geopolitical uncertainties that could impact LPG supply and demand?
Geopolitical volatility is on the rise with an impact on global energy. Resilience in the face of this uncertainty begins with diversification. The LPG industry, as an intrinsically resilient energy provider, must prepare for greater demand as governments look for reliable and secure energy sources.
The industry must also broaden its supply base and strengthen local storage and infrastructure to withstand shocks. Building regional partnerships and trade agreements reduces exposure to single-market dependencies and enhances collective stability. The WLGA also encourages members to embrace data-driven forecasting and risk-management tools so they can anticipate disruptions— whether from conflict, logistics bottlenecks, or policy shifts—and respond proactively. In essence, preparedness and collaboration are the best safeguards against geopolitical risk.
What are the biggest regulatory challenges facing the LPG industry today, and how should companies in Oman adapt to it?
The LPG sector faces a growing web of safety, emissions, and sustainability regulations, which vary across
markets but often share a common goal of lowering environmental impact. For companies in Oman, this means aligning business models with emerging carbon-reduction and renewable-integration policies, while continuing to uphold world-class safety and performance standards.
Strengthening compliance capacity through workforce training, digital monitoring, and active policy engagement will be essential. Those who treat regulation not as a constraint but as a catalyst for modernisation will be best positioned for growth in this evolving landscape. Specifically in Oman there is also a need to address an ageing price regulation that has not changed in more than 30 years and is no longer fit-for-purpose.
Oman lags the GCC region in safety, largely due to the regulatory model which promotes customer-owned cylinders which does not hold marketing and distribution companies responsible for cylinder integrity. A change in the pricing model and the cylinder ownership would bring Oman in-line with most developed markets, not just in the region, but in the world.
With increasing pressure for sustainability, what steps is the association taking to promote cleaner alternatives in the LPG sector?
Sustainability is a key pillar of WLGA’s agenda. We are actively encouraging the adoption of renewable and
recycled LPG technologies (rLPG/rLG) to reduce lifecycle emissions. This includes supporting R&D partnerships that explore carbon-neutral production, carbon capture, and circular-economy solutions across the value chain. Equally important is our promotion of responsible production, transport, and end-use practices, ensuring that the environmental benefits of LPG are fully realised from source to consumer. The association’s goal is a cleaner Liquid Gas sector that continues to deliver energy access while supporting accelerated decarbonisation.
How do you foresee the global LPG market evolving in the next five years, particularly in the light of renewable energy trends?
Looking ahead five years, we expect steady demand growth in developing economies driven by urbanisation, industrial expansion, and the push for clean cooking access. At the same time, markets will see a gradual integration of renewable LPG and hybrid systems—particularly in industrial heat and transport—blending traditional and renewable molecules through existing infrastructure.
Competitive pressures will spur innovation and consolidation, as companies adapt to the twin imperatives of decarbonisation and digitalisation. The result will be a more efficient, diversified, and technologically advanced global LPG industry—one that remains central to the world’s evolving energy mix.
Sustainability
is
a
key pillar of WLGA’s agenda. We are actively encouraging the adoption of renewable and recycled LPG technologies (rLPG/rLG) to reduce lifecycle emissions. This includes supporting R&D partnerships that explore carbon-neutral production, carbon capture, and circular-economy solutions across the value chain
ENHANCED PARTNERSHIPS
Energy Development Oman secures diverse financing to support longterm growth
Energy Development Oman (“EDO”) has completed an attractive $1bn international loan alongside successfully refinancing its OMR loan facilities. Together, the transactions extend EDO’s debt maturity profile, reduce financing costs, and diversify its lender base, strengthening the company’s position to support future growth.
Mazin al Lamki, CEO, EDO, commented: “These transactions have met our primary goals of cost-efficiency and investor diversification, while strengthening our banking partnerships. They put EDO in a strong position to finance further growth and demonstrate the confidence that both local and international banks place in our credit standing and long-term strategy.”
The five-year USD 1 billion Term Loan was upsized from the initial $750mn following strong investor demand, with aggregate commitments exceeding $1.5bn. More than half of the final allocations came from outside the GCC, led by major Asian banks, highlighting EDO’s ability to access diverse pools of international liquidity. Proceeds will be used for general corporate purposes ($750mn) and to prepay a portion of EDO’s existing $2bn facility due in 2029 ($250mn), contributing to a smoother debt maturity profile. Mashreq and GIB acted as Joint Initial Mandated Lead Arrangers, Underwriters and Bookrunners, leading the syndication process, while Sohar International Bank joined as the sole Omani MLA.
AlSalt Al Kharusi, Country Head, Mashreq Oman, said: “At Mashreq, our role goes beyond capital – it’s about bridging global liquidity with national ambition. By leading this $ 1 billion syndication alongside worldclass institutions, we have reinforced Oman’s ability to attract large-scale international capital on competitive terms. This transaction reflects our strong conviction in the Sultanate’s growth trajectory and our commitment to enabling the critical sectors that will help cement Oman’s position as a regional hub for energy and infrastructure finance.”
Shortly prior, EDO refinanced its two OMR loan facilities. The RO375mn Term Loan was refinanced at the same amount, extending its maturity to 2028 with two annual extension options at EDO’s discretion. The RO150mn Revolving Credit Facility was increased to RO200mn and also extended to 2028. Bank Muscat acted as lead arranger and Facility Agent for both financings, supported by sizeable commitments from Sohar International Bank for the Term Loan, and Bank Dhofar for the RCF. Sultan al Mamari, CFO, EDO, said,
“The strong support from Omani banks in our domestic refinancing, together with the breadth of international participation in the USD transaction, reflects market confidence in EDO’s strategy. These outcomes give us greater financial flexibility, a stronger maturity profile, and a more diversified lender base, supporting both current operations and our future growth.”
With reference to the OMR loan facilities, Ahmed Al Balushi, Deputy Chief Executive Officer – Banking at Bank Muscat, commented, “Bank Muscat, as the largest financial institution in Oman, is proud to be the lead arranger and facility agent for both facilities and appreciates the strong partnership with EDO.”
The breadth of investor participation across domestic and international banks reflects the confidence in EDO’s credit and in Oman’s energy sector. By securing attractive financing in a competitive global market, EDO demonstrates its resilience and sets a clear direction for how leading Omani credits can attract international capital with credibility and scale.
CREATING VALUE
Hydrom signs strategic agreement with Ankaa Space and Technologies to advance Oman’s renewable resource measurement capabilities
Hydrom, the orchestrator of Oman’s green hydrogen strategy, has signed a strategic agreement with Ankaa Space & Technologies LLC to operate and manage wind measurement stations across the Sultanate. The collaboration aims to strengthen the accuracy and continuity of renewable resource assessments, generating high-quality data that underpins project planning and accelerates the development of largescale green hydrogen projects in Oman.
The agreement underscores Hydrom’s commitment to building a deliveryready green hydrogen ecosystem by advancing local expertise, empowering Omani talent, and promoting in-country value. Through this partnership, Hydrom continues to build an integrated and sustainable
value chain that supports national capabilities and contributes to the realisation of Oman Vision 2040.
Eng. Abdulaziz bin Said Al Shidhani, Managing Director of Hydrom, said, “This agreement marks a key step in engaging Omani enterprises and specialised talent in the delivery of green hydrogen projects. Hydrom will extend technical guidance to Ankaa, develop work plans, and implement training programs that enable Omani professionals to gain hands-on experience in wind and solar resource measurement, station operations, and data management. These efforts strengthen Oman’s capacity to localise critical technologies and advance projects toward bankable outcomes.”
Mohammed Al Riyami, CEO, Ankaa Space & Technologies, added, “We are
committed to executing this agreement to the highest standards and to building national capabilities in renewable resource measurement and land study technologies. Partnering with Hydrom provides a model of effective public–private collaboration that supports Oman’s vision to localise value chains and develop specialised national expertise in this vital sector.”
This milestone supports the broader objectives of Oman’s green hydrogen strategy by enhancing data reliability, expanding local participation, and deepening national capabilities within the renewable energy domain. It reinforces the Sultanate’s position as a structured, investment-ready ecosystem and a trusted regional hub for the production and export of green hydrogen.
ETHEREAL ELEGANCE
Heritage meets Haute Couture: Al Sadaa Haute Couture transforms the Sultanate’s fashion scene
The Sultanate of Oman’s fashion landscape welcomed a new era of elegance and artistry with the grand launch of Al Sadaa Haute Couture, the nation’s newest beacon of luxury fashion. Set against the dazzling backdrop of The St. Regis, the launch unveiled Al Sadaa’s debut collection, ‘Be You’ – a stunning tribute to confidence, authenticity, and timeless femininity.
Founded by Her Excellency Lujaina Mohsin Darwish, a true icon of style, sophistication, and elegance, Al Sadaa Haute Couture is a reflection of her refined aesthetic and passion for design. The brand stands as a luxurious haven where virtuosity, heritage, and creativity converge, redefining modern couture and setting a new standard for elegance in Oman.
The exclusive grand opening gathered the crème de la crème of Oman’s fashion and lifestyle scene, regional celebrities, high-profile guests, and
discerning fashion connoisseurs, for an evening of style and sophistication. Guests were captivated by the runway unveiling of the Be You collection, a series of exquisitely handcrafted pieces that celebrate grace, strength, and individuality. The show featured 20 bespoke creations, each adorned with luxurious silhouettes, intricate hand embroidery, and flawless finishing, crafted to perfection by expert artisans. Adding to the glamour of the evening, guests were enthralled by unforgettable performances from renowned Arab stars Ruwaida AlMahrouqi, Viviane Mrad and Alaa Al Hindi.
“Al Sadaa was born from a desire to create a brand and aesthetic that resonate with the essence of the modern woman – one that captures the harmony between strength and softness, confidence and grace,” said HE Lujaina Mohsin Darwish. “To me, Al Sadaa is more than couture; it is an expression of art, emotion, and identity,
brought to life through craftsmanship and storytelling. With our debut collection, ‘Be You,’ we celebrate the timeless beauty of authenticity, and the power that comes from embracing who you are and wearing your individuality
brand’s signature philosophy: true couture begins with emotion. Each design draws inspiration from Omani heritage, Islamic and geometric motifs, and the harmony of nature, blending tradition with modern sophistication. Crafted from luxurious lace, brocade, mikado, crepe, tulle, and chiffon, every garment is handmade with meticulous attention to detail, featuring delicate
The collection moves through a palette of soft neutrals and bold, expressive tones, symbolising the many dimensions of womanhood, from quiet strength to radiant confidence. Each piece is designed not just to adorn, but to empower, reminding women that elegance begins with being unapologetically themselves.
With the unveiling of Al Sadaa Haute Couture and its inaugural collection, Be You, the brand begins its journey to establish a new standard of luxury and sophistication in Oman, one that honours culture, celebrates individuality, and redefines what it means to wear true couture.
URBAN INNOVATION
OMRAN Group showcases tourism and urban projects at Urban October 2025
In line with its mandate as the executive arm of the Sultanate of Oman for tourism development, OMRAN Group participated in the Ministry of Housing and Urban Planning’s Urban October event from October 6 to 9, 2025. During the event, the Group presented a portfolio of current and future projects that aim to support efforts in advancing Oman’s tourism and
urban development landscape. The participation underscored OMRAN Group’s pivotal role as a catalyst for tourism infrastructure and Integrated Tourism Complexes (ITCs), creating destinations that seamlessly combine hospitality, lifestyle, and sustainability. It also reinforced the Group’s contribution to Oman Vision 2040 and the National Tourism Strategy, while enhancing the
Sultanate’s competitiveness on both regional and global levels.
The Group’s showcase featured insights into mixed-use developments and upcoming hospitality projects that aim to enhance tourism experiences. These initiatives are designed to attract international investment, empower local communities, and elevate Oman’s global tourism
positioning. The showcase also presented design models and progress updates on four landmark projects:
Madinat Al Irfan, a flagship urban development envisioned by OMRAN as a catalyst for diversification and sustainable growth. Designed as a vibrant mixed-use destination, it integrates residential, business, hospitality, retail, and cultural spaces within a future-ready urban framework.
Port Sultan Qaboos Waterfront, a landmark redevelopment project that will transform Muscat’s historic port into an integrated, mixed-use tourism destination. The project seeks to preserve the site’s cultural and architectural heritage, while
opening new horizons for tourism and modern lifestyles, and strengthening investment opportunities within a framework of balanced and sustainable development.
Four Seasons Resort and Private Residences, Muscat a luxury beachfront resort on the Al Bustan coast featuring 200 hotel rooms, 100 hotel apartments, five restaurants, and premium leisure and sports facilities. This project marks the first entry of the Four Seasons brand into Oman, reflecting a promising, attractive, and distinctive investment environment; and, Club Med Musandam Resort, a 215,000 sqm beachfront development in Khasab with 300 rooms and extensive leisure amenities, blending authentic Arabian
hospitality with world-class family and leisure tourism experiences, while representing the first Club Med resort in the Middle East.
Through its participation, OMRAN Group also highlighted progress on major developments and strategic collaborations that are shaping the future of Oman’s tourism sector. These include luxury hospitality ventures, unique cultural and leisure experiences, and partnerships aimed at strengthening infrastructure, diversifying accommodation offerings, and broadening opportunities for both visitors and local communities, all driven by effective governance, transparency, and a sustainable investment environment.
UNPARALLELED LUXURY
Al Mouj Muscat unveils Azura Beach Residences Phase 2
Al Mouj Muscat, the Sultanate’s leading integrated destination, has launched Phase Two of Azura Beach Residences - a bespoke collection of waterfront homes with uninterrupted marina and beach views. Following the remarkable sell-out of Phase One, this new release continues the community’s legacy of redefining coastal exclusivity within Muscat’s most desirable address.
Comprising 307 residences, the collection offers a mix of one, two and three-bedroom apartments across two mid-rise towers, as well as fourbedroom beachfront chalets, each with a private pool and direct access to the beach. Designed with open-plan interiors, expansive terraces, and sophisticated finishes, every home is crafted to maximize natural light, space, and panoramic views over the marina and open sea.
Located within the exclusive Al Marsa District, residents of Azura Beach Residences Phase Two will enjoy immediate access to the 400-berth Al Mouj Marina as well as the lively promenade of retail and dining, landscaped parks, and Oman’s only signature PGA golf course.
Enhancing its resort-style appeal, the development also features an infinityedge pool, private wellness spaces,
a co-working lounge, and dedicated family areas for play and relaxation.
Nasser Al Sheibani, CEO, Al Mouj Muscat, said, “Phase Two of Azura Beach Residences builds on the remarkable success of the first release and responds to what discerning buyers are seeking today; privacy, serenity, and a deeper connection to the sea. By creating a community where every home is oriented to the water, we have introduced something truly special. Azura offers a sanctuary where every detail is attuned to coastal living at its most exclusive.”
The development is offered with 100 per cent freehold ownership for all nationalities, along with eligibility for a residence visa and a host of ownership benefits. Building on the success of the original Azura launch, which sold out in record time, this release offers a compelling
Shaping Tomorrow Together
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STRATEGIC DEVELOPMENT
Sur Industrial City attracts six projects worth over RO13mn in H1 2025
Sur Industrial City, affiliated to the Public Establishment for Industrial Estates “Madayn,” received seven investment applications during the first half of 2025, of which six projects with a total investment volume of over RO13mn were localised. This brings the cumulative investment volume in Sur Industrial City to RO2.3bn, with the total leased area touching 6,602,122 sqm out of the total developed area of 7,796,686 sqm.
Eng. Nasser Al Mabsali, Director General of Sur Industrial City, noted that Madayn is currently implementing a number of infrastructure projects in the city. “The consultancy project for the shipbuilding and maintenance zone’s infrastructure is progressing, with data collection and topographic and hydrographic surveys already completed, while preliminary designs are now underway. As part of the consultancy project for the city’s masterplan development, data collection and hydrological and economic studies have been finalised, with initial design work in progress.
Al Mabsali added that 50 per cent of the walkway lighting and solar energy system installation has been completed as part of the Green Belt Project, whose landscaping works were fully completed recently. Al Mabsali informed that the industrial
city is studying the development of a marine berth for general cargo and containers. He further noted that several key projects were completed in Sur Industrial City in the first half of 2025, which include security fence rehabilitation, wastewater treatment plant, air quality monitoring system in the wilayat of Sur, and box culverts project.
Sur Industrial City provides integrated infrastructure and services, including road networks, electricity, gas, water, wastewater systems, wired and wireless telecom networks, and high-speed internet. The city offers large investment plots of up to 2 million sqm per plot with direct sea access and convenient connectivity to Muscat–Sur Expressway and Al Sharqiyah Expressway.
Sur Industrial City is fully equipped to attract diverse industrial activities including petrochemical, logistics, mining, pharmaceutical, construction materials, shipbuilding and maintenance, and education and residential services. Covering an area exceeding 36 million sqm, Sur Industrial City currently employs 2,737 workers, of whom 55 per cent are Omanis. The city successfully provided 211 job opportunities for Omanis by the end of the first quarter of 2025.
TIMELESS VOYAGE
Sindbad: The Omani Sailor, World Premieres at the Royal Opera House Muscat
The Royal Opera House Muscat celebrated the triumphant world premiere of Sindbad: The Omani Sailor, a landmark grand-opéra production that captivated audiences with its visionary artistry, deeply rooted cultural spirit, and bold storytelling.
Presented to full houses on October 3 and 5, the performances marked an historic achievement for Arabiclanguage opera. Audiences were transported by the power of Maestro Hisham Gabr’s compelling score, at once epic and intimate, beginning with the haunting sound of bagpipes echoing eerily through the darkened auditorium, and rising to stirring crescendos that carried Sindbad across
oceans. Gabr’s musical tapestry was beautifully rendered by the Hungarian Radio Symphony Orchestra and brought to life by an all-Arabic cast and traditional Omani performers, in a fusion that felt both seamless and momentous.
Visually, the opera dazzled with stunning sets and exquisite lighting design. Projections gave brilliant mobility to the sea, morphing it from serenity to storm, while costume and set elements reflected the diversity and elegance of Oman’s regions. A highlight for many was the live presence of an oud player on stage, a symbol of continuity between past and present. And in an unprecedented moment, the audience collectively
inhaled the heady, enchanting scent of Sindbad, a bespoke perfume created in partnership with Amouage, as it drifted gently through the auditorium, heightening the immersive experience.
HH Sayyid Dr Kamil Fahad Al Said, Member of the Board of Directors of the Royal Opera House Muscat, reflected, “Sindbad, the Omani Sailor is more than an opera. It is a living voyage of heritage, imagination, and human connection. Anchored in Oman’s maritime spirit and sung entirely in Arabic, it embodies our values of courage, openness, and dialogue between cultures. Through our collaboration with Amouage, this vision deepens into a multi-sensory journey, where music and fragrance
stage. Sindbad reminds us that the arts are not only a mirror of identity, but also a bridge through which cultures encounter one another, exchange meaning, and carry forward the spirit of humanity.”
fragrance collaboration and its cultural significance, Sayyid Khalid Bin Hamed Al Busaidi, Chairman of Amouage, commented, “This collaboration brought together two Omani Houses that value culture not just as heritage,
but as an expression of identity. At Amouage, we have always viewed perfumery as more than scent; it is a form of craftsmanship that carries a deeper meaning. Working alongside the Royal Opera House Muscat on Sindbad: The Omani Sailor has been a profound
creative journey, one that brought music and fragrance together to tell a story rooted in our land, and expressed through both voice and scent. It reflects the richness of Oman, and allows us, each in our own discipline, to share it with the world.”
“This is a night we will long remember,” said Umberto Fanni, Director General and Artistic Director of the Royal Opera House Muscat.
“This is a landmark production by the Royal Opera House Muscat, a grand opera entirely in Arabic. It showcases Royal Opera House Muscat’s strength in delivering complex, international productions while embedding an Omani perspective into a timeless legend, deepening its cultural impact.”
Speaking about the creative journey, director Csaba Káel, Intendant of MÜPA Budapest and founder of the Bartók Spring International Art Week, commented:
“It was a privilege to collaborate
on this production with such a prestigious institution as the Royal Opera House of Muscat and to contribute to a significant moment in the history of modern Arab opera. After the debut in Muscat, we are beyond excited to bring the magical world and feeling of Sindbad to the Hungarian audience for the closing
night of Bartók Spring 2026”.
Directed by Csaba Káel and produced in collaboration with MÜPA Budapest, Sindbad: The Omani Sailor will next appear on the international stage in Hungary in April 2026, furthering its journey as a beacon of Arab creativity and operatic innovation.
TRUST AND INNOVATION
Changan Oman celebrates five years of success with exclusive anniversary offer
Changan Oman, represented by Arabian Gulf Automobiles and Equipment LLC (AGAE), marked a major milestone as it celebrated its fifth anniversary in the Sultanate with an event held at their flagship showroom in Qurum. The occasion brought together senior executives from Changan Automobile in China, including the Executive Vice President, alongside AGAE management, valued customers, and media representatives.
The ceremony underscored Changan’s rapid rise in Oman’s automotive sector since its launch five years ago. In a relatively short span, the brand has earned a reputation for blending advanced engineering, modern design, and strong aftersales support, qualities that have resonated with Omani motorists.
During the celebration, the visiting Chinese delegation commended Changan Oman for establishing a solid market presence and reaffirmed the brand’s long-term commitment to the region. A spokesperson for Changan expressed gratitude to customers and partners in Oman for their trust, noting that the country remains a key focus in Changan’s international growth strategy.
To commemorate the occasion, Changan Oman launched its 5th Year Anniversary Offer, available until December 19, 2025, presenting an exceptional range of ownership benefits across its line-up. The anniversary offer combines multiple privileges, including free registration, free insurance, assured free service package, free window tinting, 5 per cent VAT covered, and a super
warranty. Applicable across the Changan and UNI ranges, the offer is designed to deliver greater value, convenience, and peace of mind to customers, with assured gifts such as window tinting for select Changan models and both window tinting and ceramic paint protection for the UNI Series.
Exclusive 5th Year Anniversary Offer
The exclusive 5th Year Anniversary Offer covers Changan’s complete range, including the Alsvin, EADO Plus, CS35 Plus, CS75 Plus 4WD, CS95 Royal and the premium UNI Series models, UNI-K, UNI-T, UNI-S and UNI-V, each bringing a unique blend of performance, technology, and design.
Changan Range Offers
Free registration: Complimentary first-year registration for private (yellow-plate) vehicles.
• Free insurance: One-year comprehensive insurance valid in Oman and the UAE.
• Free service packages
• Alsvin – 2 years / 35,000 km.
• EADO Plus, CS35 Plus, CS75 Plus 4WD, CS95 Royal – 3 years / 55,000 km.
• Free window tinting: Provided on EADO Plus, CS35 Plus, CS75 Plus 4WD and CS95 Royal.
• VAT covered: 5 per cent VAT included within the vehicle price.
• Super warranty: 6 years / 250,000 km manufacturer’s coverage for all Changan models.
UNI Series Offers
Free registration and insurance: First-year coverage for private buyers (Oman and UAE).
• Free service package: 5 years / 105,000 km periodic maintenance.
• Free window tinting and paint protection: Ceramic coating applied at Changan service centres with a 3-year warranty against manufacturing defects.
• 5 per cent VAT covered: Included in the vehicle price during the offer period.
• Super warranty: 6 years / unlimited mileage manufacturer’s warranty for the UNI range.
A spokesperson for AGAE said the anniversary represents both a moment of pride and a promise for the future. “Five years ago, Changan entered Oman with a vision to offer vehicles that combine reliability, style, and technology. The response from our customers has been remarkable. We are grateful for their continued trust and are committed to delivering excellence in every aspect of ownership.” As Changan Oman celebrates the anniversary milestone, the brand looks ahead to the next phase of growth, driven by innovation, customer focus, and enduring trust built over five successful years in the Sultanate.
DISTINCTIVE CHOICE
Changan UNI-K sets a new standard in luxury performance SUVs
Astriking statement of modern engineering, the Changan UNI-K seamlessly combines futuristic design, advanced intelligent features, and exceptional performance. With EMI options starting from RO173 and a six-year unlimited mileage warranty, it offers exceptional value for drivers who want cutting-edge innovation alongside peace of mind.
The UNI-K is offered in two distinctive variants, Platinum and Royal, each designed to meet different expectations of style and capability. The Platinum variant comes equipped with 20-inch alloy wheels, a panoramic sunroof, LED daytime running lights, auto LED
headlamps, and LED taillamps. It features electrically folding and heated mirrors, hidden door handles, memory settings for the driver’s seat and mirrors, stainless steel door sills, and soft leather interior trim.
The Royal variant builds upon the Platinum with a more commanding look and enhanced comfort features. It features 21-inch alloy wheels, dynamic indicators, split LED daytime running lights, enhanced ambient lighting, an eight-way electrically adjustable driver’s seat, and a welcome function.
This variant offers the highest expression of the UNI-K’s bold vision and premium craftsmanship.
At the heart of the UNI-K is a 2.0 litre turbocharged engine delivering 233 hp and 390 Nm of torque. Paired with an eight-speed automatic transmission and a 4WD system, it provides strong acceleration, stability, and capability in all driving conditions. The combination of power and control makes it equally suited to dynamic road trips and everyday urban journeys.
The UNI-K is equipped with an array of intelligent driver assistance systems designed to make every journey safer and more enjoyable. Intelligent Adaptive Cruise Control, Forward Collision Warning, Lane Change Assist, and Rear Cross Traffic Alert work together to enhance
driver awareness and control. A triple-screen digital display cluster, consisting of a 3.5 inch TFT, a 10.25-inch TFT, and a 9.2-inch TFT, delivers key information in a clear and futuristic format. A 12.3-inch infotainment screen offers navigation, connectivity, and entertainment in one seamless interface.
From its commanding presence on the road to its meticulously crafted cabin, the UNI-K embodies a perfect balance of innovation and refinement. Combined with its cutting-edge technology and confident performance, the UNI-K stands as a distinctive choice for drivers who demand a truly elevated driving experience.
BILLBOARD
Wassan Dental Centre’s expanded stateof-the-art facility opens in Muscat
Wassan Specialty Dental Centre, one of Oman’s most trusted names in dental and orthodontic care, celebrated the grand opening of its expanded facility in Al Khuwair, marking a new milestone in its 22-year journey of excellence and innovation. The inauguration was attended by Dr. Muhanna bin Nasser bin Rashid Al Musalhi, Director General of Private Health Institutions - Ministry of Health; HE G.V. Srinivas, Ambassador of India to the Sultanate of Oman; and Angelo Maura, General Manager for the Middle East and Africa at Align Technology, among other distinguished guests, and members of the Omani and Indian healthcare community. The new facility introduces 15 advanced treatment suites equipped with cutting-edge dental technology and designed to enhance comfort, safety, and accessibility. Special emphasis has been placed on inclusive design, ensuring easy access for patients with disabilities, wider corridors, and dedicated treatment areas that allow every patient to receive care with dignity and ease. “This is a proud moment for all of us,” said Dr. Siju George, Specialist Orthodontist and Founding Doctor of Wassan Dental Centre. “What defines Wassan is not the walls or the equipment, but the people operating the facility. Our vision is to create a place where every patient feels cared for, respected, and understood — where human connection matters as much as clinical excellence.” He added, “Our dream is to build a world-leading dental centre — a place recognised not only for the care we provide but also as a centre where people can come to learn from us.” The expanded centre blends Omani cultural warmth with world-class innovation. From digital dentistry and Invisalign treatments to paediatric, cosmetic, and restorative care, every detail has been thoughtfully designed to deliver a seamless, five-star experience
Khedmah signs agreement with Simpa Marketing Research to survey customer preferences
In line with its ongoing commitment to meeting customer expectations, Khedmah has signed a strategic cooperation agreement with Simpa Marketing Research to launch a comprehensive survey to measure customer satisfaction, and explore their preferences and aspirations regarding the services provided by the company. As the Sultanate of Oman’s leading digital solution and mobile app for bill payments and collections, Khedmah continues to serve as a one-stop platform for convenient and secure payments, including utility bills, mobile recharges, traffic fines, social protection fund contributions, charitable donations, and more. The agreement will entail conducting field surveys, questionnaires, and interviews with users of the Khedmah and Khedmah Delivery applications. The aim is to analyse customer experiences with the services provided via Khedmah’s digital platforms, which include paying utility bills –electricity, water, phone, and internet –, recharging mobile credit and electricity meters, paying traffic fines, and many other services. It also covers food delivery services provided through the Khedmah Delivery app. The survey will also evaluate the quality of service offered at Khedmah’s branches, ensuring the company achieves the highest levels of customer satisfaction in line with its reputation and growth aspirations. Simpa Marketing Research is one of the leading companies in Oman in the field of market research and opinion polling. It offers integrated solutions that help organizations understand customer behaviour, measure satisfaction,
for patients and families. Dr. Muhanna Al Musalhi commended the clinic for setting high benchmarks in professionalism and quality, praising its contribution to Oman’s private healthcare sector. HE GV Srinivas appreciated the inclusive spirit of the event — the strong participation of Omani guests, the traditional Omani music, and the deep partnership between Oman and India in healthcare advancement. Since its founding in 2003, Wassan Dental Centre has grown into a leader in digital orthodontics and comprehensive dental care. It was among the first to introduce Invisalign clear aligner treatments to Oman and continues to uphold the highest international standards of precision and patient experience. Under the leadership of Dr. Siju George, Wassan has become internationally recognised for advancing the science and art of smile transformation. The expanded facility also features the Smile Academy, a dedicated space for clinical training, and professional development — reaffirming Wassan’s commitment to education and excellence in dentistry.
and improve the customer experience through field surveys, analytical questionnaires, and reliable, accurate reports. At the conclusion of the study, a comprehensive and detailed report will be submitted, including findings and recommendations that will contribute to enhancing services and improving the overall customer experience at Khedmah. Commenting on the initiative, Mohammed Al Jabri, Manager – Customer Experience at Khedmah, said, “Through this initiative, we aim to ensure customer satisfaction and gather their feedback on all our service channels—whether at branches, via the app, or the website. We are committed to always being close to our customers and listening to their feedback at all times.”
CELEBRATING NATIONAL DAY
On 20th November 2025, the Sultanate of Oman will commemorate the 281st anniversary of the founding of the Al Busaidi State, under the wise and visionary leadership of His Majesty Sultan Haitham bin Tarik — may Allah protect him.
United Media Services is proud to present the 20th annual edition of “Oman A Nation on the Move”, a bilingual book that highlights the most significant achievements and transformations witnessed by the Sultanate across various sectors.
