Latest news with #implementation
Zawya
4 days ago
- Business
- Zawya
Oman enters delivery phase of Vision 2040
Muscat: Oman is shifting from strategic planning to full-scale implementation across critical sectors, signalling a new phase in the country's economic transformation under Vision 2040, officials and analysts say. Rather than : announcing new visions or frameworks, the government's current focus is on delivery capability — ensuring that policies translate into measurable results. A series of recently achieved milestones reflect not only policy ambition but also an evolving governance model aimed at synchronised execution across ministries, funds, and agencies. 'This is the most delivery-focused phase Oman has seen since the launch of Vision 2040,' a senior economic adviser told Oman Observer. 'You're witnessing the machinery of government pivot from design to delivery — and that is a fundamental shift.' The alignment between fiscal management, infrastructure development, and social protection reforms is becoming clearer. For instance, the improved sovereign credit rating (BB+ with Positive Outlook) follows closely after Oman recorded a budget surplus of RO 931 million and reduced public debt to RO15.1 billion — all pointing to tight coordination between the Ministry of Finance, the Debt Management Office, and national investment arms. Similarly, the operational launch of the Duqm Refinery, a keystone project under Oman's downstream strategy, came in tandem with the announcement of RO 1.6 billion in logistics and maritime investment opportunities. Analysts view this convergence as an indicator of delivery synchronisation across economic clusters. Nowhere is the integrated reform approach more evident than in the rollout of Oman's new Social Protection System, which merges pension schemes and unifies social assistance policies. This shift, led by the Ministry of Social Development and the Ministry of Labour, represents one of the most complex institutional integrations in recent years. Meanwhile, SME inclusion has moved from rhetoric to quantifiable progress: 7% of total government contracts in 2023 — worth over RO 53 million — were awarded to small and medium-sized enterprises. Crucially, these figures are being tracked in real time through digital platforms, allowing for better accountability and feedback. In agriculture, the sharp rise in cultivated land to 276,000 feddans and over 10% growth in output reflects not only increased funding but also operational improvements in how irrigation, land allocation, and agri-finance are coordinated. At Muscat International Airport, passenger traffic surpassed 11.5 million in 2023 — a post-pandemic high. But beyond the numbers lies a deeper transformation: the Civil Aviation Authority and Oman Airports are now aligned under a shared delivery framework, focusing on seasonal readiness, connectivity expansion, and aviation-linked tourism strategies. Policy coherence is increasingly embedded in delivery processes. 'The difference now is that ministries aren't just pushing their own initiatives — there's vertical and horizontal alignment,' noted a policy specialist from the Oman Vision 2040 Follow-up Unit. 'Delivery is becoming institutionalised.' This emerging delivery culture is being supported by new digital dashboards, key performance indicator (KPI) tracking systems, and inter-ministerial coordination units — tools rarely discussed in public discourse but critical to long-term success. While early gains are notable, sustaining this momentum requires institutional stamina, talent pipelines, and adaptive leadership. Oman's real test, experts argue, will be maintaining this delivery-driven mindset through leadership transitions, fiscal cycles, and global economic headwinds. As Oman moves deeper into the Vision 2040 implementation decade, the shift from what is planned to what is delivered may well determine the long-term credibility — and success — of its national transformation. 2022 © All right reserved for Oman Establishment for Press, Publication and Advertising (OEPPA) Provided by SyndiGate Media Inc. (
Khaleej Times
29-05-2025
- Business
- Khaleej Times
Meet the UAE sisters fixing HR for startups and scaling businesses
For many founders and small business owners in the UAE, a human resource (HR) department is either a rushed checklist or an afterthought—until things go wrong. That's where Desma and Elrona D'Souza, co-founders of S&K HR Consulting, come in. Born and raised in the UAE, with years of multinational HR experience, the sisters launched S&K to offer real-world, no-fluff HR guidance tailored for business leaders in the Emirates. Through their newly rebranded HR Sisters Podcast—the first of its kind in the region—they're tackling everything from fraud and poor documentation to scaling challenges and legal landmines. In a conversation, the duo discusses why strategy without execution is just talk, why even six-person teams need HR systems, and how to build people practices that grow with the business. Edited excerpts from the interview: You've said before that 'strategy without execution is just talk.' Why do many HR consultants stop at strategy—and why is implementation so crucial, especially in the UAE? Elrona: Implementation is where the rubber meets the road. It's the only way to see if your strategy actually delivers results. When we support execution, we're holding ourselves accountable—not just for the idea, but for the outcome. Desma: Strategy feels exciting—it's neat and tidy. But implementation is where the hard work begins. That's when real issues come up. It's like building a business: ideas are easy; execution is everything. Your podcast champions HR for even the smallest teams. Can you share a time when early HR structure actually helped a client avoid a crisis? Desma: We consulted on a case involving a six-person team. There was suspected fraud, which had gone undetected for over two years—potentially costing over USD 2 million. Because the business had already implemented our Disciplinary Policy, they were able to investigate the matter fairly and objectively. That kind of clarity only comes from documented processes—even for small teams. Elrona: HR documentation isn't about scale—it's about standards. Whether you have one person or fifty, the law sees you as an employer. Clear documentation sets expectations, ensures fairness, and protects both the business and the people. Have you ever had to say 'no' to a business leader who crossed a line legally? What happened? Desma: Many times. A common example is when leaders try to skip formal steps when making people decisions. It's our job to hold the line—to slow things down if necessary and ensure fairness. Elrona: HR isn't here to take sides—it's here to protect the business. Once leadership sees the legal and reputational risks, they usually align. We're lucky to work with clients who respect that clarity. Your podcast focuses on the UAE but draws from global experience. How do you strike the right balance between international best practices and local realities? Desma: We've worked with global companies, so we understand international standards. But we also grew up and built our careers here. We know the UAE's legal and cultural landscape inside out—and we know how to translate best practices into something that actually works here. Elrona: We call it being 'glocal'—global thinking, local execution. That balance is central to everything we do, from our podcast to our consulting work. You consult for both startups and large companies. How does your approach change depending on the size and maturity of a business? Desma: The principles stay the same, but the approach shifts. A startup doesn't need the same depth as a 500-person company. And what motivates a non-profit is different from a for-profit business. We adapt everything based on size, stage, and goals. Elrona: One of our strengths is cross-pollination. Startups can learn from corporate systems, and large firms can benefit from startup agility. Working across sizes gives us a wide lens—and we narrow it down to fit each client. Startups often delay HR until they 'get bigger.' What would you say to a UAE-based founder who thinks HR can wait? Desma: If you have employees, you need HR. HR isn't a luxury; it's essential for keeping and attracting the right people. Elrona: And most founders are already doing HR—just informally and without structure. The risk of getting it wrong outweighs the cost of doing it right. It's not about being big enough. It's about being smart from the start. What do you hope listeners take away from the HR Sisters Podcast? Desma: Practical advice they can use immediately. Real stories they can relate to. And the sense that they're not alone in figuring this out.
