Latest news with #QaboosbinSaid
Observer
7 days ago
- Business
- Observer
Oman Vision 2040 is a blueprint for sustainable growth: World Bank
From digital corridors to investment pipelines, Oman Vision 2040 is transforming the present for a stronger future, and symbolizes yet another chapter of strategic evolution that has characterized the country from prehistoric Majan to modern Oman, said the World Bank in its blogs. "Developed through extensive consultations with citizens, Vision 2040 enshrines a diversified and resilient economy less reliant on oil while fostering a globally integrated and prosperous society. What began under the leadership of the late Sultan Qaboos bin Said, with the careful planning of His Majesty Sultan Haitham bin Tarik, is a roadmap charting how Oman can adapt to changing economic conditions, shifting culture, and disrupting technology to steer Oman toward economic diversification, sustainability, and global competitiveness. Oman's steady progress under Vision 2040 offers a model for other emerging economies navigating uncertainty through long-term planning. It further guides Oman's increased global engagement and partnership with organizations like the World Bank Group," the blog said. Oman and the World Bank Group have enjoyed an active partnership for decades. This has led to working together on a range of areas aligned to Vision 2040, from national development plans and budget system modernization to transport and fisheries. A key focus right now is strengthening the investment climate to support private sector-led growth and job creation. The World Bank is bringing global knowledge and advice on best practices in business environment reforms tailored to the Omani context. IFC, the Bank Group's private sector arm, recently announced new investments to bolster the country's sustainable finance market and empower the private sector. MIGA, home of the World Bank Group Guarantee Platform, secured $1.2 billion in commercial financing of the infrastructure works for the Duqm Special Economic Zone. Central to Oman Vision 2040 is the imperative of economic diversification and building a knowledge, technology-driven economy. In practice, this means investing in digital infrastructure, encouraging R&D, and nurturing new industries. Major regulatory reforms have been rolled out to catalyze private-sector growth and foreign investment. For example, a new Foreign Capital Investment Law took effect in 2020, removing minimum capital requirements and allowing 100% foreign ownership in many sectors. Attracting foreign direct investment and strengthening the private sector are key components of the Vision, and these reforms unlock those opportunities. Oman is also leveraging its strategic geography to become a logistics and trade hub. Positioned outside the Strait of Hormuz on major global trade routes, it has prioritized modernizing ports, free zones, and airports. The development of Duqm – a vast special economic zone with a deep-sea port – and upgrades at Salalah and Sohar ports exemplify this push. Such investments aim to streamline the flow of goods and make Oman a vital link in global supply chains. Already, early results of the economic transformation are visible: non-oil sectors like construction, manufacturing, and transport are growing quickly. Maintaining this momentum will require sustained reform, and Oman's multi-pronged approach – from startup incubators to industrial free zones – is steadily transforming the economy. Sustainable development is an overarching principle, and Oman's fisheries sector is a standout success story for this agenda. Fisheries have evolved from a traditional, artisanal industry into a technology-enabled sector that contributes to diversification. The government, with World Bank support, crafted a Fisheries and Aquaculture Vision to create a profitable world-class sector that is ecologically sustainable and a net contributor to Oman's economy. The innovation shown in the Omani sustainable fisheries sector is yielding impressive results. The sector is expanding at near double-digit rates, with a recorded 7.5 percent sectoral growth in the first three quarters of 2024. This progress reinforces the country's ambition for economic diversification by setting a high bar, with the sector aiming to reach 10 percent annual growth and contribute 2 percent to the national GDP. Developing human capital is another key element of Oman's vision. A skilled, educated populace is the bedrock of competitiveness. Educational reforms are underway to align curricula with future labor market needs and improve quality at all levels. Oman's ambition includes ranking among the top 20 countries in global education indices by 2030, and top 10 by 2040. Investments in schools and universities over the past decades have dramatically expanded access. Now the focus is on boosting outcomes in science, technology, engineering, and math to nurture a knowledge economy. Equally important, Oman is fostering a culture of research and entrepreneurship. Through its Ministry of Higher Education, Research, and Innovation, new programs are funding research and the commercialization of ideas. Innovation parks and incubators have been launched in partnership with the private sector to mentor startups and turn student projects into marketable products. Aspiring young entrepreneurs receive support via financing initiatives and training programs, often co-sponsored by government and industry. Public-private partnerships are helping build this innovation ecosystem – for example, technology companies are collaborating with Omani colleges on coding academies, and energy firms are investing in technical training centers. These efforts are bearing fruit: a burgeoning startup scene is evident in Muscat, and the number of Omani tech SMEs is on the rise. In parallel, Oman has worked to make its labor market more flexible and dynamic, implementing new labor policies in 2023–24, adding more benefits for women, and encouraging private-sector hiring of Omanis. With 64% of the population under 30, all these measures aim to harness Oman's demographic dividend by equipping its youth with the skills and opportunities to innovate. To ensure the successful realization of Oman Vision 2040, a specialized entity—the Oman Vision 2040 Implementation Follow-up Unit—was established by Royal Decree 100/2020. Reporting directly to the Council of Ministers, the Unit plays a central role in monitoring the progress of the vision, facilitating coordination across sectors, addressing challenges, and providing strategic support to align efforts with the national vision. Looking forward to the next 15 years, there will be continued opportunities as well as challenges in realizing the vision. Successful implementation requires continued commitment, adaptability, and engagement with global partners. Oman's journey towards realizing its 2040 vision can serve as a valuable case study for other countries navigating uncertainties and striving for economic diversification, sustainability, and global integration.
NDTV
12-05-2025
- Entertainment
- NDTV
Inside An Oman Factory Where The World's Most Expensive Perfumes Are Made
Muscat: You can bet on its sillage in a room full of your Chanels and YSLs. The dark, sexy oud is complemented by the romance of frankincense and myrrh, and your nose readies itself for a full-fledged olfactory implosion as you enter the House of Amouage. A stone's throw from the city of Muscat in Oman, the exterior drips gold. No, literally. A gilded gold-lined waterbody greets you as you step into the fragrant portals of the House. This is the perfumery where some of the world's most expensive perfumes are made. By hand, with care, and boasting an attention to detail only Amouage can boast of. The brand hasn't been around for too long. It was only in 1983 that the late Sultan Qaboos bin Said of Oman set out to realise a dream - of reviving Oman's legendary perfume industry. But before we get to the present, a bit of the past. For centuries a few thousands of years ago, Oman enjoyed the rare status of being the central point of the frankincense trade route. This route ran from the Mediterranean in the west to China in the east. So, Oman was bang at the centre of it geographically and otherwise. The port city of Dhofar is home to some of the best frankincense in the world. In the dry wadis of Dhofar, it's the the dryness that sends the prices of Dhofar frankincense shooting: any humidity, and you have sub-par quality. This frankincense from Dhofar brought in trade might and money for Oman. The craft of perfume-making lay confined to the contours of the country for years, till Oman's much revered and longest-serving Sultan, Sultan Qaboos bin Said, decided it was time to raise the curtains and take the scent of Oman to the world. He commissioned 'The Gift of Kings'. The perfume was named 'Amouage', a symphony of the French word 'amour' for love, and Arabic for 'wave'. And thus, with the 'Wave of Emotion', the world was awash in frankincense. It soon took note of the notes crafted in Muscat. Amouage shot to fame in exquisitely designed bottles; gold-dusted, Swarovski-studded. The bottles, or flacons, are works of art in themselves. The men's perfumes take their inspiration from the Khanjar, the Omani dagger. The women's lines have caps inspired by the dome of a mosque, with a Swarovski crystal on them. As you go higher in the price index, the bottles become veritable collectibles. The Zadora containers, the rarest Amouage bottles ever created, belong in museums. The price tag is in sync. At $150,000 each, these aren't perfumes you pick up at your nearest duty-free. They are made to order and kept for eternity... gift fit for a king, indeed. Inside the white marble facade of the House of Amouage lies an army of perfumers who craft each of these flacons by hand. The perfumery produces 5,000 to 7,000 bottles every day; handcrafted, meticulously, by the Amouage family in Muscat. Much like Oman's geographical location, its most famous perfumes are a midpoint between the East and the West, first created by a French perfumer. So, when Guy Robert was handed the task of creating a perfume that the world would wake up and sniff, he left no stone unturned. The traditional values of Arab culture had to be distilled into a flacon full of French finesse, with a dash of incense. 'Gold', Robert's crowning glory, happened. Robert crafted a scent that was recognisably Arab, but came infused with the modern luxury of French perfumes. This was 1983. The original Gold bottles were iconic, 24-carat gold-plated, and refillable. The Amouage Man, unique in its ornateness, was inspired by the Khanjar. The Amouage Woman bottle was a cube with intricately patterned gold plating. These bottles were initially made by luxury jewellers Asprey, and then by Danny Lehrer Jewellers in London. Today, Amouage Gold doesn't come in the ornate gold-plated bottles, but in glass. A 100-ml flacon retails for Rs 32,500 and is one of the brand's most expensive perfumes around. Amouage Attars. Photo: Author Its other high-end offerings include the Attars: a 100% pure perfume oil line inspired by villages in Oman. A 12-ml vial retails for Rs 47,000. The attars can stay on skin for more than 12 hours and it is precisely this longevity that demands the prices they are sold for. The attars are not your standard perfume. Their base isn't the easily-diffusible alcohol, but oils derived from the best of the Orient: frankincense, rose, myrrh, oud, younameit. View this post on Instagram A post shared by AMOUAGE (@amouageofficial) In the hills of Jabal Akhdar, where Damask roses are in bloom in the months of March-April-May, Amouage has tied up with all local rose farms. These farms distil 3 millilitres of rose oil from 300 kg of roses, and send them all to the House of Amouage for use in their perfumes. Alcohol is haram (impure) in Islam. So, most perfumes in the Islamic world adhere to the Book and swap the alcohol for stronger, longer-lasting oils. The other element that sets Amouage perfumes apart is its ageing process. Perfumes here are given adequate time to develop before being sent out. The ageing takes place in oakwood barrels at the House of Amouage in Seeb. At the Amouage headquarters in Seeb, Oman, 5,000-7,000 bottles are handcrafted every day. Photo: Instagram/Amouage In a chamber adjacent to the wood barrels, a group of women, in abayas, go about their business of sticking golden medals to the base of the flacon at hand. These containers will then be fit with a diffuser, filled in with perfumes carrying the heady scent of Oman, and sent out to the world, which will then soak in its sillage. The gift of kings. A gift fit for kings.
Observer
27-04-2025
- General
- Observer
Rare belongings of late Sultan Qaboos at Muscat International Book Fair
Muscat: The National Museum is participating in the 29th Muscat International Book Fair with a variety of cultural and museum activities. The museum's participation includes a display of its most prominent publications as well as a rare collection of belongings of the late Sultan Qaboos bin Said (may Allah the Almighty rest his soul in peace) and a number of artistic and educational activities. Visitors to the National Museum's corner will also have the opportunity to view two rare collections of the late Sultan Qaboos bin Said (may Allah the Almighty rest his soul in peace). The first is a copy of the Holy Qur'an penned by Mohammad bin Ali Haees, son of the prominent scholar Sayyid Abdul Salam al Asmar al Fayturi al Tarabulsi. The copy, which dates back to March 16, 1926, is made of leather, ink and gilding on paper. The second collection includes two silver bowls engraved with Surat Al Fatihah and the word Allah, a gift from Manmohan Singh, former prime minister of India, to the late Sultan Qaboos bin Said (may Allah the Almighty rest his soul in peace) in 2008. As part of the activities of the National Museum's corner at Muscat International Book Fair, the Learning Center of the National Museum is offering a number of art workshops inspired by the museum's collections, designed for children, to raise public awareness about Omani heritage. The Friends of the Museum and Community Outreach Department will also participate in an introductory lecture about the National Museum and its publications. The National Museum's participation at Muscat International Book Fair comes as part of its efforts to enhance its presence in cultural forums and affirm its position as a leading institution that conveys the museum's message to various society segments.
Times of Oman
22-03-2025
- Politics
- Times of Oman
Dr. Sivakumar talks about fostering academic excellence under his leadership
Interviewing the outgoing Chairman of the Board of Directors of Indian Schools offers a valuable opportunity to reflect on his leadership, achievements, challenges, and vision for the future With over 30 years of experience in education, Dr. Sivakumar Manickam is deeply passionate about transforming learning environments and fostering academic excellence through his visionary leadership. His extensive career as an educational leader encompasses teaching, research, and administration, integrating innovative strategies with a steadfast commitment to quality are excerpts from the well-rounded discussion: Q: What were the key priorities when you first assumed the role of Chairman, and how have they evolved over your tenure? At the very outset, we salute the wise leadership of the late His Majesty Sultan Qaboos bin Said – may his soul rest in peace – whose benevolence was instrumental in starting the first Indian School in Muscat and whose generosity paved way for the establishment of 22 Indian Schools over the years. We pledge our allegiance to His Majesty Sultan Haitham bin Tarik and His Majesty's vision of a renewed renaissance for the Sultanate of Oman. Indian Schools in Oman are among the most successful community schools in the region. Despite the challenges of delivering the Indian curriculum outside India, their success is driven by the Board's visionary leadership, strong support from all stakeholders, and the unwavering guidance of the Ministry of Education, Sultanate of Oman, and the Embassy of India. Today, Indian Schools in Oman cater to the educational needs of more than 47,000 students. As community-driven schools, every child from the Indian Community is given admission and quality education is provided at a very affordable fee, which is sometimes much lower than the fee charged by schools in India even with fewer facilities. This is despite the fact that the fee collected by the schools is the only source of revenue; there is no institutional or government funding for the Indian Schools. When I assumed the role of Chairman of the Board of Directors of Indian Schools in April 2021, we were in a period of recovery from the impact of COVID-19. The prolonged school closures had resulted in significant learning losses, affecting not only academics but also the financial stability of schools. Fortunately, on the academic front, we had ISOVLE—the first virtual learning environment—already in place. This enabled many Indian schools to transition seamlessly to online learning, ensuring that teaching, learning, and assessments continued without disruption. At the same time, we recognised the financial strain on families. In response, due consideration was given to affected parents regarding their children's fee payments. As Indian Schools operate as non-profit community institutions, our stakeholders came together to support this initiative, helping ease the burden on families during these challenging times Q: What are the most significant achievements of the Board under your leadership? Over the years, the Board has initiated a number of collaborative activities such as Indian Schools Talent Fest (ISTF), Indian Schools Film Fest (ISFF), Avenir (Career Guidance Programme), STAI (Science, Technology And Innovation), ISQUIZ, Mon Avis, etc. All these programmes are aimed at encouraging collaboration, communication, technology and critical thinking – the 21 st century skills for holistic development. Current Board ensured that these initiatives are continued as per the requirement and enhanced with all necessary improvements. With the advancement of technology, education has become borderless and globally accessible. One of the most notable e-learning tools is the Learning Management System that enhances the learning experience by helping teachers in planning, teaching and assessing the learning progress of students. The Indian Schools Virtual Learning Environment (ISOVLE) had pioneered online teaching even before the pandemic. The virtual platform developed and managed by the Board is now shared with the Schools intending to capacitate them to develop their own Learning Management System through ISOVLE without incurring any development cost. Training programmes are being organized to equip the VLE coordinators of Schools to manage, enhance and train other teachers to make use of the portal efficiently. Today most of the Indian Schools have a Virtual Learning Environment. The Board has played a pivotal role in designing and implementing Psychometric Assessments for Career Path Selection, helping students make informed decisions about their future studies and careers. To date, over 10,000 students have benefited from these assessments, receiving comprehensive reports on their aptitudes. Committed to supporting students' academic and professional growth, the Board offers these assessments free of charge to senior students of Indian Schools. Along with the above initiatives, the Board has also commenced the consolidation programs for its schools through the implementation of School Development Programs. Under this initiative, each school will establish a systematic approach to the governance of the school by charting out its journey to the next level of achievement. Towards this end, each school has reviewed its Vision and Mission and roll out an organized course of action within a specific time frame with appropriate accountability. These measures expected to assist all stakeholders to understand and support our schooling system in their respective roles in the most efficient manner. Another opportunity for the development of our schooling system that the Board initiated the implementation of the new National Education Policy as rolled out by the Ministry of Education, Government of India. Under this policy, there are ample opportunities for learners and teachers to experience skill-based learning and teaching. It also envisages an active research-orientated approach at the school level which would be of great boost for the learners to sharpen their skills and help them to achieve greater academic pursuits. Q: What challenges did you face as Chairman, and how did you navigate them? The Indian diaspora is highly diverse in terms of needs, expectations, and affordability, making it challenging to cater to the educational requirements of all children within the community. To address this, our school management committees, comprising experts from the community and parents, play a crucial role in strengthening the schooling system. These committees establish a strong feedback loop between schools and the community, ensuring continuous improvement. Guided by the Ministry of Education of the Sultanate of Oman and the CBSE, India, we align our objectives with established educational standards. Indian schools vary significantly in scale, from smaller institutions with as few as 45 students (e.g., Masirah, Thumrait) to large capital city schools with over 8,000 students. While operating schools in remote areas presents challenges, the unwavering support of capital schools and the broader Indian school community ensures that children, regardless of location, receive an education on par with those in major schools. Beyond financial assistance, larger schools contribute by sharing learning resources and facilitating teacher development initiatives, fostering a more equitable and high-quality education system for all Indian students in Oman. Building on the strong foundation laid by previous Boards, we remain committed to taking our schools to the next level. The visionary philosophy established by our founding members continues to guide our progress, ensuring sustained growth and excellence across all domains. Q: What lessons have you learned about effective governance in an educational institution? Effective governance in an educational institution requires a balance of leadership, collaboration, and continuous improvement. Some key lessons I've learned include: One of the most important lessons in effective governance is the value of collaboration and inclusivity, which involves engaging all stakeholders in the decision-making process, including administrators, teachers, students, parents, and the broader community. Additionally, transparency and communication are crucial, as being open about goals, challenges, and changes helps build trust and ensures alignment with the institution's vision and mission. As the education sector continues to evolve, adaptability and responsiveness become key. Being flexible and able to adjust strategies in response to changes in policy, technology, or student needs is essential for effective governance. While day-to-day operations are important, it's also critical to focus on long-term goals by setting a clear strategic direction and making decisions that align with the institution's mission and future needs. Lastly, data-driven decision-making is vital. Using data to evaluate performance, assess outcomes, and identify areas for improvement ensures that decisions are evidence-based and have a measurable impact. Q: What do you see as the biggest challenges facing the school(s) in the coming years? The biggest challenges facing schools in the coming years will likely arise from a mix of external factors and internal growth needs. One of the key challenges will be adapting to technological advancements. With the rapid pace of technological innovation, schools will need to continuously incorporate new tools and digital learning platforms. This involves ensuring that both teachers and students are equipped with the necessary skills to use technology effectively while also addressing the risk of widening the digital divide among students from different socioeconomic backgrounds. Another significant challenge will be ensuring inclusivity and equity. As schools become more diverse, meeting the needs of all students—regardless of their background, abilities, or challenges—will be crucial. This includes offering personalized learning pathways, supporting students with special needs, and creating an environment that fosters inclusivity, respect, and equity. Maintaining financial sustainability will also remain a critical issue, particularly for schools with limited budgets. Schools will need to find sustainable ways to maintain high educational standards, support infrastructure development, and attract skilled teachers. Exploring alternative funding sources, such as partnerships, grants, and alumni support, will be essential for securing financial stability. Lastly, mental health and well-being will continue to be a growing concern. Schools will need to focus on mental health support, creating a safe and nurturing environment where students can thrive emotionally and academically. This requires adequate training for staff, access to mental health resources, and strategies for fostering a positive school culture. Q: What's next for you after stepping down from this role? After stepping down from this honorary role, I look back with great satisfaction on my journey—from entering this schooling system as a teacher to leaving as Chairman of the Board. It has been a fulfilling experience to contribute to this wonderful system, and I am both satisfied and proud of the progress we have made together. Looking ahead, I will continue to pursue my passion for research and writing, particularly in the field of educational technology. I am committed to contributing to the academic community by sharing insights and advancing knowledge in areas that matter deeply to me. With my broad, multidisciplinary expertise, I remain dedicated to improving the higher education system and making meaningful contributions to its growth and development.
Observer
08-02-2025
- Business
- Observer
Unido to support Oman's green mining, decarbonisation goals
MUSCAT: The United Nations Industrial Development Organization (Unido), a UN agency specialising in assisting countries in economic and industrial development, has pledged to expand cooperation with the Sultanate of Oman in a number of strategic growth sectors, notably green hydrogen and sustainable mining. The announcement comes as UnidoDirector General Gerd Müller arrives in Muscat on a 4-day visit coinciding with the celebration of Oman Industry Day, commemorating the historic visit of the late Sultan Qaboos bin Said to Rusayl Industrial City on Feb 9, 1991. Confirming the visit in a post, the UN agency said: 'Unido Director General Gerd Müller is visiting Oman to further strengthen cooperation and support the country in boosting and diversifying its manufacturing sector.' The visit is set to build on longstanding cooperative ties between Oman and the Vienna-headquartered body spanning, among other areas, institutional strengthening, the mapping of Oman's long-term industrial development, phasing out of ozone-depleting chemicals, and climate change mitigation. Besides delivering the keynote address at official celebrations marking Oman Industry Day, Gerd Müller will also discuss with Omani authorities the implementation of the country's National Manufacturing Strategy 2040, developed with Unido's support to help boost and diversify Oman's industrial base. Significantly, deliberations will also focus on a number of emerging industries of strategic relevance to Oman's long-term growth. They encompass Oman's ambitions to venture into green hydrogen production, decarbonisation of hard-to-abate industries, and sustainable mining activities. Additionally, Unido has committed to supporting Oman in the development of a multi-hazard early warning system to strengthen the country's resilience against climate change impacts. The initiative is proposed to be advanced in collaboration with the Green Climate Fund (GCF), established within the framework of the United Nations Framework Convention on Climate Change. Considered the world's largest fund of its kind, GCF's objective is to assist developing countries with climate change adaptation and mitigation activities. Both UNIDO and GCF have had important roles in strengthening the long-term capacity of Oman to plan for climate change impacts. In March 2023, the two agencies joined hands with the Environment Authority of Oman and Sultan Qaboos University in the formulation of the National Adaptation Plan and the Climate Change Adaptation Policy, among other objectives.
