logo
ITHCA invests in US chip firm to boost Oman's tech ambitions

ITHCA invests in US chip firm to boost Oman's tech ambitions

Muscat Daily06-05-2025
By OUR CORRESPONDENT
Muscat – ITHCA Group has signed a strategic investment agreement with US-based Lumotive, a company focused on programmable optical semiconductor technology, as part of efforts to strengthen Oman's position as a regional hub for advanced industries.
The agreement was signed by Saeed bin Abdullah al Mandhari, CEO of ITHCA Group, and Sam Heidari, CEO of Lumotive.
'This is our second investment in the sector, as we work towards establishing a centre of excellence for Omani semiconductor designers catering to both regional and global markets,' Mandhari said.
He added that the deal reflects ITHCA's approach of partnering with global technology leaders to promote knowledge transfer and build national expertise in semiconductor design.
Heidari welcomed the agreement, saying it would support joint work in research, design and skills development.
Lumotive's honours include the title of 'Next Big Thing in Tech' from Fast Company and three CES Innovation Awards. Its backers include Gates Frontier, MetaVC Partners, Quan Funds, Samsung Ventures and Uniquest.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Sur Hydrogen Cluster study in Oman advances
Sur Hydrogen Cluster study in Oman advances

Observer

time17 hours ago

  • Observer

Sur Hydrogen Cluster study in Oman advances

MUSCAT, JULY 19 The Sur Hydrogen Cluster and Energy Transition Study – an initiative designed to support the decarbonisation of major industries in the Sur industrial hub – is set to enter the detailed feasibility stage, according to Oman LNG, the lead player spearheading the project. At the heart of the initiative is a comprehensive plan to integrate large-scale renewables and green hydrogen production, enabling a range of industrial, petrochemical, and energy projects operating in Sur to achieve their Net Zero goals. During its preliminary stage, the Sustainable Energy Research Centre (SERC) at Sultan Qaboos University (SQU), along with the Oman Hydrogen Alliance (Hy-Fly), assessed the technical, economic, and partnership frameworks required to position Sur as a hydrogen export and low-carbon fuel hub aligned with Oman's national energy transition ambitions. Also participating in the initiative are Phoenix Power Oman (operator of Sur IPP), Oman India Fertilizer Company (OMIFCO), OQ Gas Networks, OQ Alternative Energy, and Madayn – the authority administering Sur Industrial City. Sharing an update on the initiative, Oman LNG stated: 'We recently held a framing session with our key partners – Oman India Fertiliser Company SAOC (OMIFCO), OQ Gas Networks (OQGN), and OQAE – to shape the Sur Hydrogen and Energy Transition Cluster Study. We are now finalising the scope of work, which will be followed by the tendering process for a detailed feasibility study, expected to commence in the second quarter of 2025, with the Oman Energy Association (OPAL) managing the tender. This initiative is part of our broader commitment to advancing Oman's position as a leader in green hydrogen and energy transition.' The project envisions the use of renewable energy to produce green hydrogen, which will serve as a fuel resource for project stakeholders. This shift will displace significant volumes of natural gas currently used as fuel and feedstock by Sur-based industries. The freed-up gas could then be redirected by Oman LNG for liquefaction and export. An output of around 487 tonnes per day of low-carbon hydrogen is anticipated if and when the Sur Hydrogen Cluster is fully implemented. In addition to the cluster initiative, Oman LNG is also weighing a host of schemes to support its energy transition, energy efficiency, and decarbonisation goals. 'Key initiatives for the year include developing a FEED package for the power import project, finalising green power sourcing concepts with a robust commercial model, and conducting comprehensive assessments to enhance energy efficiency,' the majority state-owned company noted in its 2024 Sustainability Report. Furthermore, the company has conducted a techno-economic analysis of opportunities linked to proposals such as solar photovoltaic (PV) power generation capacity, Battery Energy Storage System (BESS) capacity, and flare gas recovery. Oman LNG is working closely with OQ Alternative Energy to explore optimal renewable energy sourcing. Additionally, a new Energy Efficiency Improvement Programme was launched this year to enhance or maintain the high thermal efficiency of Oman LNG's triple-train complex at Qalhat. 'This initiative will focus on identifying practical ways to increase efficiency and sustain our top-tier results. We are currently finalising the delivery plan for this programme, which underscores our ongoing commitment to operational excellence and responsible energy use,' the company added.

Employment: policies, progress, and prospects
Employment: policies, progress, and prospects

Observer

time17 hours ago

  • Observer

Employment: policies, progress, and prospects

Oman is currently going through an extensive national transformation as outlined in Vision 2040 which seeks to diversify the economy, reduce reliance on hydrocarbons, and promote sustainable development. One of the most defining features of this transformation is the integrated framework designed around the strategic goal of generating employment opportunities for nationals and increasing local content in all economic activities. Oman's development agenda also places critical importance on 'local content', which can broadly be referred to as the value added of the workforce, goods, and services employed in a specific industry. It is my intention in this article to examine the evolving landscape of employment in Oman, local content policies and laws, sectoral performance, the role of SMEs, skill development programs, as well as the impending challenges and prospects of the economic transformation. 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.

Raysut Cement reports strong H1, global gains
Raysut Cement reports strong H1, global gains

Observer

time17 hours ago

  • Observer

Raysut Cement reports strong H1, global gains

MUSCAT, JULY 19 Raysut Cement Company (RCC) Group, Oman's largest cement producer, has reported a significant financial turnaround in the first half of 2025, marking a major step in its transformation into a resilient and forward-looking industry leader. The Group's consolidated revenue rose by 30.8% to RO 41.3 million, while net losses were reduced by 38% compared to the same period in 2024. This performance reflects a successful strategy implemented across its operations, including key contributions from its UAE-based subsidiary Pioneer Cement Industries and its growing presence in the Maldives. Pioneer Cement Industries (PCI), a wholly owned subsidiary of RCC in the UAE, has become a central pillar in the Group's recovery. PCI's capacity utilisation surged to 88% in the first half of the year, up from just 40% during the same period in 2024. This turnaround is attributed to improved operational discipline and a renewed commercial focus. PCI succeeded in attracting bulk cement customers in the UAE and increased its monthly sales by an average of 50,000 metric tonnes. It also developed premium clinker products with higher margins and introduced a smart pricing mechanism to enhance competitiveness. In an interview with the Observer, Acting CEO Dr Hilal Saif al Dhamri highlighted the importance of these strategic gains. 'Pioneer Cement's recovery is a textbook example of how operational excellence and smart market positioning can deliver real results,' he said. 'We have restored its reputation and repositioned it as a high-performing, quality-driven asset within our Group.' RCC's strategic expansion into the Maldives has also paid dividends. Its 75%-owned subsidiary, Maldives Raysut Cement Company, has become a preferred supplier for major infrastructure projects in the island nation. The Group now holds a 35% share of total cement imports to the Maldives. Despite logistical hurdles typical of island markets, the company introduced efficient distribution models and launched specialised marine-grade cement to meet coastal construction demands. Dr Hilal Saif al Dhamri, Acting CEO of Raysut Cement Company 'The Maldives is a key part of our international growth strategy,' Dr Al Dhamri added. 'We've established ourselves as a reliable partner for national development projects, and our localised approach is helping us build long-term customer trust.' On the sustainability front, RCC is setting new benchmarks at its flagship Salalah plant. The company is implementing a Waste Heat Recovery System that will generate 9MW of clean electricity annually, cutting CO₂ emissions by an estimated 50,000 tonnes per year and saving around RO 1.5 million in energy costs. Alongside this, a Refuse-Derived Fuel (RDF) project is being rolled out to process about 700 tonnes of municipal waste per day into alternative fuel, replacing 15% of the plant's natural gas consumption. These initiatives support Oman's environmental goals and demonstrate the financial viability of green technology in heavy industry. At the Sohar Cement Factory, monthly sales increased by 32,000 metric tonnes, contributing to stronger Group-wide performance. Strategic price optimisation in export markets has also helped bolster revenues and create a more sustainable business model. With these achievements, RCC is entering a new phase of sustained growth under Dr Al Dhamri's leadership. 'We've laid a strong foundation by revitalising our core operations, expanding internationally, and leading on sustainability,' he noted. 'Our focus now is to accelerate our momentum and secure our position as a regional industry leader.' As 2025 progresses, Raysut Cement stands as a model of industrial transformation—one that combines operational discipline, market diversification, and environmental responsibility to drive long-term value for Oman's cement sector and the wider region.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store