
Omani startup opens the door to success with palm waste
In a rare industrial breakthrough from the Arab world, an Omani entrepreneur has turned agricultural waste into a commercially viable business, earning global recognition for his efforts to recycle discarded palm fronds into high-quality building materials.
Khalid Mohammed Ahmed al Khalifan, a native of the Wilayat of Ibra in North Sharqiyah, is the founder of Oman PVC, the only factory in the region producing doors, flooring, and decorative panels from palm tree waste. His innovation was awarded a national patent in 2021 by the Ministry of Commerce, Industry and Investment Promotion.
In an exclusive interview with Muscat Daily, Khalid said he began his professional journey as a technician in the private sector before launching an aluminium unit focused on doors, windows and kitchen fittings. In 2019, he ventured into entrepreneurship, motivated by a desire to use locally available resources more effectively.
'Starting to think about establishing any industrial or commercial project is the first step towards independence and self-reliance,' he said. 'Each of us has personal and social dreams and ambitions. Establishing, expanding, and managing a private project is one of the practical ways to achieve them.'
Recognising the economic and environmental potential of the palm industry's byproducts, he developed a process to convert palm fronds into durable, weather-resistant building materials. The products are now exported to Saudi Arabia, Kuwait and Egypt.
'One of our most important industries is the use of palm tree waste in the manufacture of doors, wooden panels, frames, parquet flooring, and some decorations,' Khalid said. 'We coordinate with farmers not to burn this waste, so we can collect it for a fee that benefits the farmer himself, rather than polluting the environment.'
In 2022, Khalid and his team constructed a 21m-high, 6m-wide door using palm fronds and plastic waste collected from various parts of Oman. The project earned recognition from Guinness World Records as the largest door made from recycled materials.
'Through this door project, we hope to spread a culture of recycling among young people, encourage people to dispose of waste in designated places, use reusable shopping bags, and raise awareness of the dangers of plastic waste and the need to recycle palm waste to increase national income,' he said.
Explaining the production process, Khalid said,'It wasn't easy. We began by collecting around 50 tonnes of palm fronds, which we ground, treated with chemicals, and pressed using high-temperature machines. After several iterations, we finally succeeded in producing our first door from palm frond waste.'
He said international exposure, particularly visits to Asia and Europe to study manufacturing techniques, helped overcome early technical challenges.
The company's products are engineered to endure high temperatures, ultraviolet radiation and coastal humidity. They are also fire-resistant, due to the chlorine content in the materials, and contain antioxidants and iodine salts that improve resilience.
'According to a recent study, 37 per cent of the energy used in homes is lost through doors and windows,' Khalid said. 'Choosing our wood-plastic doors would be the ideal choice to reduce the amount of heat lost.'
Despite growing interest in his products, he acknowledged several challenges, including fluctuating global market conditions, difficulties in accessing financing, and increasing electricity costs.
Khalid urged young entrepreneurs to base their ideas on solid research, remain patient, and think originally. He also encouraged them to seek institutional support to further their goals.
'We advise young people to seize opportunities, avoid imitations, and support local innovation by attending conferences and seminars,' he added.
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Observer
11 hours ago
- Observer
Employment: policies, progress, and prospects
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Oman's inclusive economic resilience vision is being supported by government programs and hard data, and this is what the paper seeks to present. NATIONAL LOCAL CONTENT POLICY (2024-2030) In 2024 the council of ministers approved the national local content policy (2024-2030) as a guiding document aimed at embedding Omani goods, services, and labor into the economy. Maximising the in-country value (ICV) generated from public and private sector investments is one of the main objectives under the policy. It also supports Oman Vision 2040 on economic diversification, social inclusion, and sustainability. The policy is built on four strategic pillars: • Supply Chain Development: Sponsoring local Omanis by both the government and private sectors as suppliers and contractors. • Workforce Development: Equipping Omanis through strategic educational programs, vocational trainings, and practical job placements. • Innovation and Technology Transfer: Improving the national capabilities through partnering in R&D and knowledge transfer as well as through licensing. • Entrepreneurship and SME Participation: Supporting small and medium enterprises (SMEs) through finance, mentorship, and contract allocation. The policy requires the ministries and large corporations to embed the ICV framework into their tendering processes. This also includes provisions for workforce, procurement from Omani suppliers, and local subcontractor employment. To foster sustainable job creation, Oman has established targeted Omanisation goals tailored to particular sectors. OMANISATION STRATEGY Legal Changes: To boost Omanis' employment opportunities, the country introduced several new labor laws and ministerial decrees. The most impactful include: • Labour Law No. 53/2023: Introduces new rules on employment contracts, termination, and conflict resolution. • Ministerial Decree No. 501/2024: Broadened the scope of occupations reserved for Omanis and added fines for breaches. • Workforce Localisation Plans: Companies must file annual plans detailing the number of Omanis employed (or to be employed), their distribution by gender, salary, training, and outlined promotion pathways. Non-licenced firms may be penalised with fines, restricted expatriate hiring, or barred from public tenders. Omanisation Sector Goals: To foster sustainable job creation, Oman has established targeted Omanisation goals tailored to particular sectors. These depend on the strategic value and labor intensity of each sector: Banking & Insurance (60-70%), Manufacturing (35-40%), Retail/Wholesale (20-25%), Oil & Gas (40-50%), Tourism & Hospitality (30-35%), and Construction (15-20%). These benchmarks are met through mandatory quotas, regular audits, and integration into the licensing and visa issuance processes. The private sector is the backbone of Oman's economy, with a workforce of more than 1.7 million. Nevertheless, the share of Omanis working in it is very small in proportion to foreign workers. Employment in the Public Sector: As noted earlier, the public sector continues to be the biggest employer of Omanis, with more than 90 per cent coming from the local population out of a total of 195,902 employees. Focused on increasing the number of Omanis in the private sector, the government has also implemented new policies and training initiatives directed at the sector. LOCALLY DEVELOPED CONTENT AND RESULTS Key Initiatives: A number of local content initiatives have been started at the national level to achieve the intended objectives: • Majd Programme: Launched in 2024 by the Ministry of Energy & Minerals, this initiative mandates that 10-30% of contract value in the energy sector be allocated to Omani companies and SMEs. 12 contracts amounting to 172.5 million USD were granted in the first phase. • Taseen and Itqan Programs: These industrial development initiatives are aimed at decreasing the volume of imports, increasing local production, and advancing research and development activities. They also promote partnerships between local companies and foreign technology partners. Economic and Employment Impact: The economic impact of local content policies is visible on a much wider scale. • More than $33 billion has been injected into the local economy as from 2013 • Over 3000 direct employment opportunities in the private sector • Around 100 industrial facilities established with total investments of $400 million SME Participation in Local Content Small and medium enterprises are a cornerstone of Oman's local content strategy. The government has put in place systems such as Riyada and Esnad that enable SMEs access to government contracts, training opportunities, and funding options. Oman has committed itself to develop an education and training ecosystem that cultivates market-oriented skills among its youth. • Technical and Vocational Education & Training (TVET): Offers diploma and certificate courses in engineering, electronics, mechanics, and logistics. • Public-Private Collaboration: Employers work with polytechnics and schools to align course content with workplace expectations. • STEM and Digital Skills: Coding, AI, and renewable energy are national priorities. • Mandatory Training Plans: Expat employment mandates carry with them legal obligations to train Omanis for the role. SCULPTING VALUE AND PROFIT: • Value Retention: Offsetting capital outflows through local production and procurement. • Job Creation: Thousands of jobs created predominantly among women and youth. • SME Empowerment: Entrepreneurial opportunities from greater access to tenders. • Innovation: National competitiveness is enhanced through incentivised R&D and technology transfer. FURTHER ISSUES AND CONCERNS: Despite these developments, the following issues are still a concern: • Skill Gaps: Graduates not being able to fill available roles due to a lack of essential skills. • Compliance vs. Performance: Meeting quotas doesn't always result in hiring the best qualified candidates. • Misuse of SME Benefits: Larger companies registering as shell SMEs for contract access. • Investor Uncertainty: New companies might have problems with employment demands before they become profitable. • Expat Displacement: Rapid Omanisation may exacerbate the shortage of specialists in certain fields. CONCLUSION Oman is undergoing a tremendous shift within its socio-economic framework. With a blend of policy structural adjustments, strategic planning, inter-agency collaboration, and targeted investment, the country is working towards achieving an independent and more equitable economy. Moving forward, a perpetual fine-tuning towards prioritisation and market forces will be necessary, however, everything is now set. While policy is yet to be converted into action, Oman has excellent opportunities to realise its benefits and safeguard the welfare of its citisens as the Vision 2040 promises.


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11 hours ago
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Savings system/ provident fund for expats: How it works until July 2027
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The provisions of the savings system shall also apply voluntarily to the following categories: Article 137: The savings system replaces the end-of-service grant or gratuity disbursed by the employer to non-Omanis. Article 138: The employer shall pay the end-of-service grant or gratuity for the service period before the date of commencement of the contribution provisions stipulated in article 139(1) of this law to the non-Omani worker under the provisions of the Labour Law or other related employment systems upon the end of the service, or shall settle it under the provisions of the Labour Law to the savings system or the worker. The savings due from the savings system are disbursed for the period following the date of commencement of the contributions stipulated in article 139(1) of this law to the insured non-Omani in the cases stipulated in article 143 of this law. 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For the period following the enactment of the new law, le gratuity shall be calculated at one full basic salary per year of service (RO500 for each year), under the new law's requirement that the end-of-service gratuity shall not be less than one basic salary for each completed year of service.


Observer
11 hours ago
- Observer
Dhofar: From seasonal escape to sustainable destination
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Meanwhile, outbound travel by Omanis and residents reached RO 1.8 billion—a strong indication that domestic destinations like Dhofar could capture more of that spending if they delivered the right experiences. More than 3.8 million tourists visited Oman in 2024, with over half arriving from the United Arab Emirates. That market—familiar, affluent, and right next door—remains under-leveraged. TWO PROJECTS, ONE DIRECTION Among the most promising signs of Dhofar's evolution are two standout developments: Janaen Salalah, a 5.5 million square metre agritourism destination developed by Omran Group, is designed to blend farming, hospitality, and environmental learning. Coconut and papaya plantations will sit alongside eco-lodges, educational trails, a local produce village, and spaces for cultural exchange. It is a model that fuses sustainability with lifestyle—rooted in place, yet globally relevant. Just a few kilometres away in the Ittin Plain, the award-winning Boulevard al Rathath is preparing to offer something entirely different: a 470,000 m² leisure and entertainment district inspired by the interplay of mist, water, and the Omani identity. With a total investment of RO 40 million, the project includes the 'Grand Souq,' botanical gardens, canal-side restaurants, suspended walkways, open-air theatres, and retail experiences—all built around a central theme of nature in motion. The first phase will be funded by the Ministry of Finance with RO 10 million, with the remaining capital coming from the private sector. Together, the two projects are expected to attract more than 1 million visitors annually and generate over 1,500 jobs, helping diversify Dhofar's economy while creating lasting value for local communities. Both are firmly aligned with Oman Vision 2040's pillars: economic diversification, sustainable cities, private sector empowerment, and local value creation. 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Ministries are supporting, investors are building, and communities are ready. But to truly elevate Dhofar, these efforts must converge. With coordination, imagination, and a clear sense of purpose, Dhofar can become more than a season—it can become a signature of what sustainable tourism in Oman looks like. The map is drawn. The first foundations are in place. What comes next will define not just Dhofar's tourism—but its legacy.