Port of Salalah Magazine | Issue1 | 2015

His Majesty Sultan Qaboos Bin Said

Contents

issue 1 April 20156

OEPPA Working Team:CEODr. Ibrahim bin Ahmed al Kindi

Editor in ChiefAbdullah bin Salim al Shueili

HOD Business Dev. Dep.Bader bin Mohammed al Thanawi

Editor Sheline GledhillKaushelendra SinghSamuel Kutty

Business Dev. Dep. Prem VargheseFatima al GheilaniKaren Jane StephenIrine Mariam RajuAbdul Aziz al ShukailiAli Jawish

DesignAhmed Farsy

POS Working Team:

CEODavid Gledhill

Deputy CEOAhmed bin Ali Akaak

GM Corporate AffairsMohammed bin Aufait al Mashani

Office Manager Executive Administation Iman bint Mohammed Jaboob

Tel: 23 110 000, Fax: 23 219 236

Email: info@salalahport .com

Web : www.por to fsa la lah .com

Published by for Port of Salalah

8 - Message from The Minister of Transport and Communications

10 - Message from The Chairman of Board of Directors

12 - Welcome from The CEO

14 - Interview with The Deputy CEO

18 - Interview with The GM General Cargo Terminal

22 - Interview with The GM Container Terminal

24 - Interview with The GM Marine

32 - Corporate Social Responsibility

10

8 12

14 18

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Message fromMinister of Transport and Communications

Dr. Ahmed Mohammed Salem Al-Futaisi Minister of Transport & Communications of Oman

Modern day Oman is strongly represented by the Port of Salalah


“What we have done over the past 45 years is amazing. The achieve-ments have been tremendous. If we compare what Oman has done since 1970 with other countries, we are much more advanced, we are developing faster and we are now ahead. Everything became possible thanks to the wise leadership of His Majesty Sultan Qaboos.

The government is focused on plans to diversify the economy away from the hydrocarbon receipts and the country’s diverse geography, its improved land, air and sea infrastructure as well as its position as a much-sought-after tourist destination, have helped secure significant regional and overseas investments.

Modern day Oman is strongly represented by the Port of Salalah, which is located a mere 15km to the South West of the actual city. The distinguishing aspects of the port, the second largest in the region, include its direct connections to the world and shortest transit times to the major markets in Europe, Asia, Africa and the US from the region. In pursuing further solutions and connectivity for Oman’s businesses, the port is also working closely with the Salalah Free Zone to provide opportunities for local businesses to flourish.

Over the years the Port of Salalah has attained resilient growth in pro-ductivity and market growth amid the downturn of the global container-ships industry, as well as significant progress in the company’s safety record and technology investment.

Definitely, the Port of Salalah serves as an engine of growth to the country’s economy in line with the progressive vision from the Omani government to diversify the economy from oil exports and generate meaningful Omanisation and employment.With warm regards

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Message fromThe Chairman of Board of Directors

H.E. Ahmed Bin Nasser Al Mahrizi C h a i r m a n o f B o a r d o f D i r e c t o r s

The country’s diversification

efforts are bearing fruits as

tourism and transport plans

started taking advantage of

the country’s geographical

location and natural beauty

come to fruition


The Sultanate of Oman, no doubt, boasts a rich heritage and natural beauty with its large mountains, valleys, coastlines and deserts. These make the country an appealing destination for tourists from all over the world. The beautiful city of Salalah, fac-ing south over the Arabian Sea, is a major tourist attraction for its pristine beaches and its enviable climate. As it works to diversify Oman’s tourism industry, the government has identified cruise tourism as potentially lucrative and capable of sustained growth. The Port of Salalah has seen strong growth in the recent past, and is undergoing major construction and expansion. The well thought out and highly strategic location of this port make it one of the more frequently used entry points to India, the Middle East, and Africa.

The country’s diversification efforts are bearing fruits as tourism and transport plans started taking advantage of the country’s geo-graphical location and natural beauty come to fruition. To provide quality tourism, Oman is now making all-out efforts to reach out to a wider range of tourists by diversifying the tourism industry through developing the necessary infrastructure and services.

The tourism sector’s contribution to GDP and in generating jobs has been significant, and forecasts say it is only rising. The direct contribution from travel and tourism to the Sultanate’s employ-ment is expected to show a real growth of 11 per cent this year. Oman’s four and five-star hotels saw a pick-up and revenues in 2014 with the Sultanate recording 26.1 per cent growth in the guest numbers in December against the previous year and total year-on-year revenue growth of 10.3 per cent. This means that the strategy to use tourism to veer the economy away from oil-dependent revenue is on the right track.

Welcome fromThe CEO

David GledhillC h i e f E x e c u t i v e O f f i c e r


Welcome to the first in what we hope to be a long series of annual directories for the Port of Salalah


Salalah Port Services Co. SAOG also called the Port of Salalah is a large multi-purpose port in the West Central Asia region engaged in operating, managing and equipping a world-class port under a 30-year concession agreement with the Government of Oman. The company is managed by APM Terminals, a global terminal operator with interests in 186 port and inland services operations in 63 countries. APM Terminals is one of the world’s leading port and terminal operators serving all major shipping lines with throughput of 36.3 million TEUs in 2013.

During the year 2014, Salalah Port Services handled more than 3 million TEUs and 10.3 million tons at its Container Terminal and General Cargo Terminal respectively. Our total contribution in excess of $70m annually in cash contributions to the Omani economy is supported by our successful im-plementation of a plan to have over 80% of our procurement from local sources. We made Corporate Social Responsibil-ity contributions to a variety of local and national organiza-tions of OMR 71,000 in 2014.

The Port of Salalah’ s container terminal continues to de-velop its position in a competitive market and to maintain its position as one of the top three most productive ports in the Europe, Middle East and Africa region. We have demonstrat-ed to both existing and potential customers the strengths of the terminal and the value that we brings to them and have been successful in attracting import and export volumes to Salalah to supplement our transshipment business. Salalah offers distinct advantages to Shipping Lines and Shippers alike, our closeness to the major shipping lanes, our adja-cency to emerging markets in Africa and India and fast transit times to most of the world.

Our General Cargo Terminal registered a record through-put of 10.31 million tons in 2014 a growth of 30% over the prior year. The Government has awarded a contract for the much-needed expansion of the GCT and the major part of the construction is almost complete with a service corridor is to follow soon. The GCT continues to produce more than it

designed capacity through efficiency improvements and in-novation. The limestone and gypsum business remains the largest commodity for the terminal followed by methanol, fuel, grain and bagged material (mainly cement). The outlook for the GCT is positive with more customers indicating a wish to commence business as well existing customers increasing their throughput in 2015 and beyond. The port continues to work with Salalah Free Zone Authority and other companies in the area in order to increase our share of local business.

Salalah Free Zone is actively creating new infrastructure for its customers and the port has already executed a number of agreements and MOUs with Free Zone customers for utiliza-tion of the liquid jetty once it is ready for operations. The port will continue to extend and explore joint opportunities with Salalah Free Zone and play a significant role in development of the Dhofar region.The continuing efforts in making the Port of Salalah a safer place to work for our employees, contractors and everyone on the port, enabled maintenance of low level work related injuries and related time lost. The Lost Time Injury frequency for 2014 was recorded at 0.47 (0.44 in 2013). This places the Port of Salalah in an industry leadership position in safety. However, we are not yet satisfied. We continue this year to invest in technology and infrastructures to remove further risks from our environment to ensure the safety of people who work in the port.

Everyone at the Port of Salalah takes great pride in its posi-tive contribution to the Omani economy and its leading posi-tion as the biggest employer in Dhofar. We will continue to work hard to maintain this position and thank everyone in-volved, particularly His Majesty Sultan Qaboos for the pivotal role he played in the creation of the Port.

Pioneering port transformational for Dhofar

Interview withAhmed Akaak, Deputy CEO

Ahmed AkaakDeputy Chief Executive Officer


Ahmed Akaak, Deputy Chief Executive Officer at the Port of Sala-lah, joined the company 15 years ago shortly after the container terminal became operational. Here he looks back over its meteoric rise and assesses the port’s importance in the development of his native Dhofar.

The decision to build Oman’s largest port in Salalah was transfor-mational for the Oman’s southern region of Dhofar. The concept of bringing containers to this part of the Sultanate was completely new, as was the transhipment model, whereby goods are brought

into Salalah as an intermediate destination before being moved to their final endpoint by smaller feeder vessels. Despite never having seen anything like the enormous cranes installed to work the mighty vessels that would bring in the steel boxes, the Dhofari people embraced the concept, welcomed the investment and have made the most of the many opportunities created by the port.

“There was a lot of excitement,” remembers Ahmed Akaak, who worked in the Governor’s office before seeking his first post at the port in January 2000.


“People were extremely happy that this kind of project was coming to our part of the country. We had a conventional port here but this was the first time the Government has consid-ered the model of a container terminal and it was developed through a joint venture with Maersk and Sealand. ”Bringing such a pioneering concept to a largely underdeveloped area also brought its challenges, particularly in training people to work the port.

“One of the key strategies for the project was to create jobs,” said Ahmed, “but we didn’t have the talent for such an industry which was so new to us. So in a smart move the Government and the management engaged all the creators and sent people off to Hong Kong to see the port there and get some exposure and understand the industry better. That would have been the first time any of them saw such mas-sive cranes.

“Right from the start it was important that we operated to in-ternational standards in order to attract the shipping lines. It is tough to change the behaviour of individuals and create a different working culture of flexibility and efficiency and to set and achieve very high standards. That is what needed to happen if we were going to compete internationally. ”De-spite a lack of experience, the recruitment process attracted 80-90% local labour and remains today the region’s largest employer.

“Omanis like to live with their families, so we have a lot of Dhofaris working at the port. We also have expat workers, and we are quite transparent about that. Omanisation is im-portant to us but not at the cost of efficiency. Having the right people in key roles is vital so we can continue to service our customers to the correct standards. ”Having seen the port develop and take its place among the top 20 in the world, Ahmed is now confident that it can become a meaningful trade gateway, handling more import and export trade and believes there is huge potential in the markets of Saudi Ara-bia and Yemen.

“We are now looking at ways to link with our hinterland and other countries, so we can change from transhipment to more logistics and gateway business. “The railway will be a game changer because it will mean we reduce transit times by up to 50% and, alongside the new road, means we will be able send all sorts of goods across the country and beyond.

“The rail link is one of the most significant projects that will ever happen in this country and will involve investment of $15bn. The design for the project will be completed this year and in the meantime we need to attract multi-national com-panies into this part of the country and to do that we need to create the right pro-business environment.

“In Salalah we are sitting in the middle of a very busy growth market and I think we need to work collaboratively with other key business to make the area more attractive to investors. We need to consolidate and build the right commercial strat-egy, the right business model, to create a business centre, backed by the right legal framework, and that way we should be able to attract more business.

“We have been blessed from the start to have a joint venture with Maersk and the experience of APMT behind us with re-gards to business creation and how we can create wealth in the region and that will encourage others to come here. ”As an Omani, Ahmed has a vital understanding of Dhofar and its people, and is committed to the local community in which he lives and in which the port operates.

The company’s CSR (Corporate Social Responsibility) record is impressive. Last year alone it contributed OMR 71,000 to a variety of worthwhile initiatives and causes needing support.

“We have a very homogenous population and we have worked very closely to try and engage them right from the start, from our procurement and employment and any op-portunity for CSR and we take all this and put it into the lo-cal community. It is actually a key element of our business strategy.”

Interview withAhmed Akaak, Deputy CEO


The Omani Government retains its stake in the Port of Sala-lah and continues long-term investment in the business. As a result, Ahmed, along with other members of the executive, finds himself in Muscat on a regular basis having meetings with Ministers and their representatives.

“Because the country is still developing, the Government is heavily involved in everything. Government investment is huge and we have to remember they have many other pro-jects as well as the ports and rail, like aviation, roads and telecommunications so it is important for us to stay visible to them. We have to decide what our priorities are and make sure we lobby in the right way for what is best for the busi-ness. At the end of the day we have shareholders and in-vestors who look to us to manage the business while at the same time the Government has to think about other things, so it is being able to find a match and to convey the right message and build the right understanding.

“Being from this region I have a lot of passion to fight for it and I never give up. I don’t see anything as impossible; eve-rything is possible and this is a good thing we are delivering for the region and for the next generation and the future.”

Looking to the future, Ahmed is philosophical. He knows that the years ahead will bring ever-greater challenges as the Port of Salalah faces competition from state-built ports around the Gulf and that the collaborative spirit of the ship-ping lines will give them more choices and bargaining power.

He passionately believes, however, that Salalah will remain a key hub in world shipping serving markets in the east and west.

“Oman is the hub of peace,” he said.


“For the past 44 years we have had very wise leadership that has transformed this country in a very short space of time. The trans-formation has been not only in physical development but also in the mind set of the people and it is now for us, the people with experience, to make sure this is passed to the next generation, to our sons and grandsons.

“Oman is still growing but we don’t need to have big towers. In-stead we have tolerance and we must build something between our communities and be open to the international community. Oman has built a lot of friendships across the world and we have alliances to ensure Oman remains an absolute safe haven.”Reflecting on the admiration and love the Omani people have for their leader, HM Sultan Qaboos Bin Said, Ahmed says it cannot be underestimated.

“It is enormous and I don’t think you will find that in any other country. People have their differences but in the Sultan we all have one thing in common. This is a benevolent leadership and I think we need to make sure we reward him for what he has done for this country. The only reward is how we continue and build on his achievement and pass it to the next generation. We have to create new champions for this country to carry us forward and continue his work.”

Interview withAhmed Qatan,GM General Cargo Terminal


Ahmed QatanG M G e n e r a l C a r g o Te r m i n a l

Building on thousands of years of history


The Port of Salalah is expecting to handle more than 12million tonnes of non-containerised cargo during 2015 to continue its impressive year on year double-digit growth. Ahmed Qatan, General Manager of the General Cargo Terminal, is also re-sponsible for the port’s cruise business, visiting navy vessels and the liquid fuel jetty currently under construction.

Salalah’s history as a general trading post can be traced back thousands of years to the third century BC when Omani sailors shipped copper ingots and frankincense gum to Mesopotamia.As the capital of Dhofar, Salalah became pivotal in the region’s incense trade sitting as it does on the Indian Ocean Rim at the centre of East-West shipping lanes.Today that strategic location is as important as ever and Ahmed Qatan is proud to continue the tradition of shipping general cargo alongside the Port of Salalah’s relatively new Container Terminal.

The challenges are clear to see. The terminal handles all man-ner of commodities from limestone and gypsum to fuel, flour, steel and even livestock.

It welcomes all types of vessels; everything from traditional wooden dhows to mighty tankers and also makes way for visit-ing naval ships and cruise liners.

The GCT team are also involved in the de-stuffing and onward movement of goods brought into the port in containers.It is a busy place to be and its men, more than 230 of them, rise to its unique challenges every day.

“Oman has a very rich experience in marine,” said Ahmed Qa-tan, “and the GCT continues that tradition.“It is an important part of the business. The volume has in-creased rapidly and we have the energy to work very quickly. Every day is a different and we are happy to receive the goods and handle them efficiently.”

Growth at GCT in recent years has been impressive and has become the fastest growing part of the port’s business.

Investment is being made to enhance GCT’s ability to sus-tain that growth in the form of new facilities on the quay itself, including a loading conveyor belt, and the construction of a dedicated liquid jetty, which is being funded and built by the government.

“The fuel jetty will be handed over to us by the end of this year. We already handle fuel but with a 600m jetty we can put all the companies there and all the expertise there, and that gives us a good business opportunity,” he said.

Interview withAhmed Qatan,GM General Cargo Terminal


“It is very tight at GCT; the terminal is very busy and the extra space will have a significant impact.”

Ahmed Qatan is also keen to develop berths dedicated to naval ships and supports the idea of a new cruise terminal.“With the navy ships, even though we are very tight, we will al-ways find room for them, even if it means putting them into the container terminal. Sometimes they like to stay for five or six days, so it is good business and we give them as much as we can. That is very important to us that they come and we welcome them.”On the cruise side, the port will welcome upwards of 50 ships this year, bringing 40,000 passengers eager to put their feet on Omani soil and explore the treasures of Salalah and its environs.The perils of mixing leisure with industry are well documented and pose yet another challenge for Ahmed and his team.

Inside the port, he knows the berth will be ready and the appro-priate facilities available to the visitors, but is involved in an on-ward campaign to improve the experience of passengers once they pass through the dock gates, and would like to see improved transport links to the town and other places of interest to reduce the reliance on the current ad-hoc taxi service.

“People like to get off the ship and go for a walk but we cannot allow them to walk around the quay. Their safety is very important to us.”

Moving around GCT you can’t help but notice the huge piles of aggregate waiting to be shipped. It is mainly limestone and gyp-sum, mined in the mountains surrounding the port, and exported through Salalah to markets in India, Japan, the Philippines and Kuwait.

While limestone is used in building and construction, and to purify iron in blast furnaces, gypsum can be used as a fertilizer and is the main constituent of plaster and plasterboard.Salalah’s deep quarries not only offer an abundance of these min-erals but also yield the finest quality and highly sought-after white gypsum.

Both materials are loaded onto huge Panamax ships that can hold 80,000 tonnes and can take four to five days to load. Along-side the huge cruise and commercial vessels are the traditional wooden dhows bringing goods and foodstuffs, including livestock, from Yemen and Somalia and occasionally India.


GCT Facts and Figures

• 11 berths ranging from 115 to 600 metres in length with four more under construction• Drafts of up to 18 metres• Dedicated fuel jetty• The terminal has recorded double-digit growth for 13 consecutive years• GCT handles a wide array of products and a variety of packaging formats• Offers passenger services including bus and taxi ser vice, coffee shop and immigration services• GCT can handle any type of cargo including heavy lift• Future plans include a dedicated cruise terminal and automated loading equipment

“I love to see them,” said Ahmed. “They are part of the tradi-tion of the port and of shipping here and I think they will con-tinue to be strong. They are good for the small businessman, they carry maybe 3-4,000 tonnes and in a dhow it is easy to come and go. When the liquid jetty is complete that will give us more space on the terminal and it is good business for us.”

Alongside the huge cruise and commercial vessels are the traditional wooden dhows bringing goods and foodstuffs, in-cluding livestock, from Yemen and Somalia and occasionally India.

Interview withErik Sasz, GM Container Terminal


Terminal adapting to changing trade

Erik SaszG M C o n t a i n e r Te r m i n a l

The Port of Salalah’s Container Terminal is a key transhipment hub for the Middle East and is now eyeing Oman’s burgeoning import/export trade. The man in charge is Erik Sasz.

Containerisation has revolutionised global shipping habits and has spawned a network of ports able to handle these giant 20 and 40ft steel boxes arriving on ever-greater vessels.The Port of Salalah ranks among the top 30 ports worldwide and is partly owned and managed by APM Terminals, one of the larg-est container terminal operators in the world.

It has been operational since 1998 and occupies 1.2million square metres, has seven berths to a depth of 18 metres and handles

some of the world’s largest ships. Last year it welcomed in excess of 1,300 vessels and handled more than 3 million containers, a slight reduction on the previous year’s achievements, due largely to and evolution in the industry away from transshipment.

Its strategic location and achievements in enhancing productivity, however, still make the Port of Salalah attractive to customers and in 2014 was able to pick up business from its competitors in the wake of the closure of Sultan Qaboos Port in Muscat. General Manager Erik Sasz has spent his career with APMT, working in Rotterdam, Holland and Mumbai in India before taking control of the container terminal in Salalah five years ago.


He is responsible for the day-to-day running of this important part of the business while keeping his workers safe and ensuring the operation is competitive.

“Our achievements are all linked to productivity,” he said.“We have grown every year in terms of vessel turnaround and the amount of boxes we move per hour and output per gang, which makes us cost efficient and competitive. “We also have an improved safety culture resulting in fewer lost time injuries, as well as incentive plans to award good behaviour and an excellent relationship with the union.”

As you would expect, the container terminal is equipped with state of the art machinery including ship to shore cranes, gan-try cranes, tractors and tugs. It has also invested in pioneering mooring systems – Cavotec MoorMaster and ShoreTension - to keep container ships steady whilst alongside, especially during Khareef, Salalah’s monsoon season and has plans for a northern breakwater to offer even better protection for the port.

On-going investment in its assets has been a characteristic of the port since its inception, adding to its global appeal. Erik sees further opportunities for the terminal with the development of the Free Zone and the arrival of rail. “The Free Zone development is essential to create more container volume,” he said. “There will be a day when shipping lines start competing to come to Oman and Salalah. The Port is ready and currently we handle around 500 import/export boxes a day.”

The long-term project to connect Salalah to Muscat and the rest of the Gulf by rail is also an attractive proposition, as it will im-prove the efficiency of moving boxes overland.“Having rail will improve our income by having more landside han-dlings. “We are the logical location to deliver containers for Oman and the Upper Gulf.

“It’s a long-term and expensive plan and will have its challenges as we were originally designed and created as a transhipment ter-minal. The challenge will be as much about change management as in general, wherever you are in the world, people are hesitant for change.”

The port’s ability to adapt to such change, maintain its productivity and service levels will be key in the years ahead, particularly with more competitors emerging and alliances within shipping lines forever seeking cost savings.

In the meantime the port is working hard to attract new customers and capitalise on its original strength of its location on an impor-tant East/West trade route at the mouth of the Gulf in what Erik describes as “beautiful Oman.”

Container Terminal Facts and Figures

• Operations started in 1998• The Terminal occupies a total area of 1.2million square meters• It has seven berths with a total length of 2,505 metres• The Terminal’s berths are in deep water of between 16-18 metres with an approach channel of 18.5 me tres, meaning it can welcome the world’s largest ships• 25 super Post Panamax Gantry Cranes• 177 tractors• 1,187 Reefer Plugs• 68 rubber tyred gantry cranes• Employs Cavotec MoorMaster and ShoreTension mooring systems

We have grown every year

in terms of vessel

turnaround and the amount

of boxes we move per hour

and output per gang, which

makes us cost

efficient and competitive

Interview withCapt Singh, GM Marine


Providing a safe harbour

Capt SinghG M M a r i n e

After a long and distinguished career at sea, Captain Sukhdev Singh is putting his experience and expertise to good use heading up the Port of Salalah’s Marine department as General Manager.

Captain Singh and his team are responsible for bringing visiting ships into the port and putting them out again, safely.To do that he has tugs and pilots, engineers and staff to monitor and control the movement of ships in the harbour using sophisti-cated tracking and navigational equipment.

He is also responsible for the ships at anchor waiting to enter the port and is in constant contact with the General Cargo and Con-tainer Terminals who decide where each ship should be berthed.The Marine department also has the added responsibility of being the Port Authority, working on behalf of the government to ensure

this important trade gateway functions correctly and works along-side Customs and the Coastguard to ensure ships have the right documents to enter the port. Then there’s the business of providing ships with fresh water, handling their rubbish and trying to meet any other demands of visiting captains.

From his vantage point at Port Control, on high ground above the docks, he can survey the entire harbour and all its activities. “I have the best view,” he laughs, and he certainly does, it’s panoramic and stretches for miles out across the Arabian Sea.

Whilst there is only one channel, the port lies on an important East/West trade route and offers deep shipping lanes for vessels com-ing from the elsewhere in the Middle East, the Far East, India, East Africa, Asia, Europe and Australasia.


“When we get the berthing requests from GCT or CT, Port Control will call the tugs and pilots and get the marine services ready to bring the ship in. The pilot will bring her alongside and once she is safely moored, our job is officially done, until she comes to leave, when the pilot will take her out. That’s the official end to our involvement, but often we do much more and there is a revenue aspect to what we do as we charge for additional services.”

Marine also fulfils a welfare role for visiting seafarers and Cap-tain Singh vigilantly studies the feedback he receives to make sure the Port of Salalah maintains a reputation to be proud of. “Last week I heard from one Navy Commander who was unhappy about the unscheduled shifting of his vessel. The crew wanted a few days rest and relaxation, so we put them onto the Container Terminal instead so they could relax and enjoy their stay. It makes a lot of sense to try and give them what they want and that way we earn a bit extra too.”

There is no doubt that Captain Singh’s experience at sea, spend-ing 22 years sailing the world largely on tankers and four years as a pilot at Salalah, gives him a certain understanding of, and empathy with, visiting crews. “It really helps,” he said. “Seafarers find it easy to confide in me when they come here. Also I under-stand about bringing ships into unfamiliar waters. When you are at sea everything changes. You need to think about the width and the depth of the water and the conditions are constantly changing, especially during Khareef.”

Salalah’s monsoon season, which generally starts in July and lasts for three months, brings with it tidal surges, poor visibility and a unique set of challenges for the Marine department.To calm the “dancing ships”, the Port of Salalah has invested in a revolutionary vacuum-based mooring system, Cavotec Moor-master, which can literally suck a container ship onto the berth and hold it steady.

“When people ask me if I think Cavotec is a good system I tell them it is a fantastic system,” said Captain Singh. “In the con-tainer department, loading is very precise. The boxes have to go into a slot and it is very difficult for the person operating the crane if the ship is moving. Cavotec solves the problem. Our responsi-bility is to provide a safe berth and with this technology we can do just that. ”The revolutionary system not only calms the ship’s movement but also makes mooring quicker and safer.

During last year’s Khareef, the port also employed the use of a second system, ShoreTension, which uses hydraulics to ensure mooring cables remain tense, to help keep ships steady. That means even more of the port’s berths are able to continue work-ing some of the world’s largest container ships during the worst of the weather.

To overcome the problem of poor visibility during Khareef, the port has a state of the art communication system, accurate to a five metres.

The skilful use of technology is clearly pushing the port’s success, but Captain Singh says human intervention will never be replaced and values every member of his highly trained team, whether they work in Port Control or in the mooring gangs.

“Every job in marine is certified and everyone in the department is properly skilled,” he says of his 180-strong workforce. Marine also has a role to play in protecting the environment. It has a company on the quay in case of any kind of spillage, and regularly checks water quality. They also keep an eye on fish stocks and passing whales, warning captains should they stray into the shipping lane.

It is a dynamic environment and one in which Captain Singh thrives. “Everyday is different and that’s why it is so interesting,” he said. “It is challenging when all of a sudden an aircraft carrier is coming in and they need assistance, or the there is a problem with a tug, and of course every second there is a phone call or an email coming in. “Every day I learn something new. If a person stops learning they stop growing. Here I think I can add value. Be-ing at sea you learn a lot of things and it changes you as a person. I think I look much wider than I would otherwise and draw on the experience and enjoy the onward challenge.”

Revo lutionising mooringtechnology

The Port of Salalah employs a ground breaking moor-ing system developed by Cavotec. Instead of a rope, the Cavotec MoorMaster uses vacuum pads to provide the mooring attachment, providing a powerful physical attachment between the ship and the shore. It is quick and can be activated, or deactivated, by the touch of a button and offers and environmental benefit as it re-duces the need for tugs to keep the ship steady.

ShoreTension is a hydraulic mooring system that auto-matically keeps mooring cables tense in severe condi-tions such as suction caused by passing ships, swell or surges. It also prevents mooring cables from breaking during loading or unloading and tidal differences.

The ShoreTension system dampens the ship’s motion and absorbs the energy of the ship. When the peak loads are over, the ShoreTension heaves in the line with the energy stored returning to its initial position. Be-cause the system doesn’t require any external energy it is CO2 neutral.

Terminal Activity


POS Layout


History and Milestones



The Port of Salalah strongly believes in a Corporate Social Re-sponsibility programme that is aligned with the pillars of sustain-ability and volunteerism and is an integral part of the business. Helping to shape the policy is Mohammed Al-Mashini, General Manager, Corporate Affairs.

As Dhofar’s leading employer, the Port of Salalah is committed to making a positive impact on the community in which it operates.

Last year alone it spent more than OMR 70,000 on a range of projects and initiatives to improve the lives of local people.

The Port’s philanthropic work can be traced back to 2004, when a tsunami hit Pakistan and port workers rallied to stock seven 20-foot containers with essentials to help relief efforts, a memory which still remains in the hearts and minds of many long-serving employees.

At the heart of the community

Mohammed Al-MashaniG M , C o r p o r a t e A f f a i r s

Interview withMohammed Al-Mashini, GM, Corporate Affairs


After the success of that campaign, the company began to formally announce its charitable donations and in 2010 start-ed to publish a donation circular to shareholders at yearly reviews.

“Education, the development of small enterprises, environ-ment, safety, health and sports are the major focus areas of our sponsorship and volunteer action,” said Mohammed Al-Mashini.

“As the single largest employer in the Dhofar region of Oman, the port is mindful of the benefits of placing the welfare and interests of the local community, its people and the environ-ment at the very core of its corporate philosophy.

“The company routinely sponsors business events, cultural meetings, sports, tourism, charities and environmental pro-grammes as well as activities organised by local schools and hospitals.”

The Port also actively supports volunteer groups and chari-ties operating in the Dhofar region.

These include the Dhofar Sightless Association, the Sala-lah Handicap Centre, Taqah Social Voluntary Centre, Mirbat Social Voluntary Centre, Omani Orphans, Salalah Tourism Festival and the Environmental Society of Oman.



“At the heart of our CSR strategy is an unremitting focus on education and training,” said Mohammed. “By offering members of the local community opportunities to imbibe new skill-sets, the Port of Salalah endeavours to support the Government’s policy of enhancing the employability of Omanis and means to improve their livelihoods.”

Other notable initiatives include a campaign to replant some of the region’s native trees. The Port of Salalah is the major supporter of the Environment Society of Oman’s Native Tree Planting Campaign in Dhofar, which aims to plant 12,000 native tree species. “The loss of native trees in Dhofar is becoming a major environmental issue as the loss of its trees in turn impacts local biological resources,” said Mohammed.

“Dhofar is also the traditional home of the valuable Frank-incense tree, which today faces an uncertain future and re-quires urgent conservation efforts.”

As well as planting hundreds of saplings at the Frankin-cense Park at Adunab outside Salalah, the port actively encourages employees and their families to volunteer and participate in the ‘Let’s Plant One’ initiative at every oppor-tunity.


CSR 2014The company invested OMR 71,000 in CSR initiatives during year 2014 including:

• Aqbah-Jurzim and Aqbah-Anhaboub roadways, which connect populations from Taqah to Thumrait in safer and shorter roads.

• Awarding Dhofar’s academic top performers for the second consecutive year.

• The Sindbad Children’s Mobile Library Project.

• The company’s first sponsorship of the Muscat Youth Summit 2014 where 50% of youth attendees were from Salalah.

• Omani Association of Elderly Friends.

• Salalah beach clean up.



Dhofar Tourism

Salalah a perfect tourist destination


OMAN has a lot to offer to its visitors. And Salalah stands out among the cities in Oman. It has everything which is needed for a tourist. Known among the Middle Eastern and Gulf tourists for three months of charming Khareef or monsoon season, Salalah has already caught the imagination of Europeans for its Sunny winter season soon after the end of Khareef.

Hence from misty Salalah to sunny Salalah is entirely different experience. The mountains which are covered with thick fog dur-ing the Khareef, are visible clearly during the winter and looking at them is just stunning because of the carpet of greenery spread everywhere. This phenomenon of nature makes Salalah a four-season destination. A section of tourists love to visit Salalah dur-ing the Khareef, while others feel like coming when the Khareef ends and winter heralds.

Movement of cruise ships and charter flights substantiate this the-ory, as the tourist arrival through cruises and charter flights keep the hotels occupied all through the season. Having done brisk business during three months of Khareef from mid-June to mid-September, the hoteliers are seen engaged with new set of clients from September to March. April and May are treated slightly dull for tourism related businesses, but there are a set of clever tour-ists who love to explore Salalah in its entirety and save money by coming here in off season.

Wonderful KhareefThe annual summer monsoon touches the mountain slopes and the coastal area with its delicate drizzling fog. Nature awakens from its sleeping beauty and a tender green carpet of grass, deco-rated with flowers, covers the plateaus and flanks of Jebel Qara. In contrast, temperatures in most of the neighbouring GCC coun-tries soar up to 40 to 48 degrees Celsius, giving their residents enough reason to slip into the borders of Oman and beat the heat continuously for three months.

Needless to say, for three months the dry wadis (canals) fill up with life-giving water. Tourists from all over the Gulf region start their annual visit to Salalah. They enjoy the mild foggy weather while picnicking on dew-covered fresh grass – happy to escape the heat of their home countries.


Dhofar Tourism

Frankincense Souk or TraditionalHafa SoukAmong places of tourist attraction, Hafa Souk is top in the list. Coming to Salalah and not visiting Frankincense Souk is some-thing like missing the heart of the matter while remaining content with the art of the matter. Salalah remains beautiful all through the year due to unique combination of sea, plain land, mountain and desert just behind the mountain. Being situated in the centre of Salalah, the mountains play central role in all good things that are seen and felt in Salalah.

Frankincense is one such thing, the source of which, are again mountains of Salalah. The aroma of Omani frankincense crossed the boundaries of Oman during ancient times and attracted trad-ers from many parts of the world. Though the trade volume has come down substantially, the frankincense souk in Salalah’s Hafa area keeps the tradition alive with rows of big and small shops, which deal in the gum of Boswellia Sacra, the biological name of the frankincense.

Dhofar Governorate stretches over an area of one third of Oman and forms the Sultanate’s southern part. Dhofar includes a dis-tinctive natural diversity where the coast blends with the moun-tains and the desert in wonderful harmony so that the mountains look like a fertile crescent, rising to a height of 1,500 metres and then descending into a flat plain that embraces sandy beaches stretching for hundreds of kilometres.


Dhofar Tourism

Scintillating SalalahFrom tourist view point, western Salalah is where the heart of Salalah lives and this west takes you to the mountain on the South as also to the places like Ain Garziz, Nabi Ayub and further south to the border of Yemen via Dalkhout and Rakhyout.

In the west of Salalah lies Port of Salalah, Sultan Qaboos Hos-pital, and major chunk of residential accommodations, which have sprung up during the last six to seven years. Places like Iitin Recreational Ground, the official venue of Khareef Festival, and Mughsail beach are also located in this direction.

The beach is known for big mountain caves resembling a lion and big trunk of an elephant and more importantly for blow holes, adjacent to the sea.

MughsaylMughsayl is all time favourite among tourists and residents in Salalah due its location and mountain cliffs very close to the sea. The views here are spectacular due to the blowholes along the beach. It is lovely to see sea water shooting high into the air from these holes, which are created by the erosion of the limestone shelf under the beach as the waves crash into the shore.

The caves in the mountain make comfortable home for the visi-tors. This is a perfect picnic spot, where tourists are found taking siesta after a long journey, either coming back from the border that touches Yemen or coming straight from Salalah after 40-km drive.


The drive from Al Mughsayl up to Dhalkhout is very exciting. One has to be careful as sharp curves and steep slopes are there all through the journey. Major landmarks in between are Aqeeshan and Niyabat of Shahb As’eeb in the Wilayat of Rakhyut. There are plenty of beaches on the way to Dhalkhout to take a break.

Besides Niyabat of Khadhrafi, other important side stops are the small settlements of Hafuf, Dahaq, Hakab, Himmut, Urf and Ghaduw. Among other interesting features are mountainous pla-teau of Dara, Sheerashti, Ghoota, Sarfait and Dharbat Ali. Dhalk-hout borders with the Republic of Yemen to the west.

Eastern Salalah has places like Taqah, Mirbat, Ain Razat, Ain Hamran, Ain Athum, Wadi Darbat, Khor Rouri, Hasik and Zeik. There are places where natural springs keep flowing during Kha-reef season. This year not less than 360 small springs have come up due to good monsoon and regular supply of natural water for the last one month.

Tourists from Oman and neighbouring countries are coming to these sites in large numbers, as the Ministry of Regional Munic-ipalities and Water Resources is developing these sites to tap fresh water resources and as also for tourism activities.


Salalah Free Zone

Established in 2006 to help leverage the potential offered by Sala-lah’s position at the meeting point of major east-west trade routes, Salalah Free Zone (SFZ), alongside the Port, occupies one of the most strategic locations on the Arabian Peninsula, connecting Africa, the Middle East and Asia to markets in Europe and the

Americas. It aims to become the leading global hub for quality in-dustrial and logistical activities by creating long-term partnerships with its clients, using state-of-art infrastructure in a unique loca-tion combined with attractive incentives, a secure environment and reliable services.

Salalah free Zone : state-of-art infrastructure in a unique location combined with attractive incentives


Salalah Free Zone

SFZ is a custom and tax-free location benefitting from a Free Trade Agreement signed between Oman and the US in 2009. This Free Trade Agreement (FTA) with the US, combined with SFZ’s location, world-class infrastructure and business-friendly incentives, has positioned the SFZ as one of the free zones of choice for international trade to reach global markets and the growing economies of the GCC.

The FTA allows for all products shipped into the SFZ and as-sembled in the zone to be imported into the US duty free, and with the assurance that intellectual property rights have been protected.


Foreign companies setting up in the free zone are entitled to 100% ownership and 50-year renewable leases. There are no customs duties on imports and exports, and no minimum capi-tal investment is required. Furthermore, profits or dividends are tax-free for 30 years, and there is no personal income tax or any restriction on repatriating capital, profits and investments. Other benefits include assistance in arranging licenses, permits, visas and customs clearance.

Oman is rich in minerals and resources such as limestone, mar-ble, dolomite, attapulgite, gypsum, coal, copper, kaolin, silica, and many others. These natural resources mean SFZ offers a comprehensive ecosystem to meet the needs of companies in distribution, material processing, and assembly.


The 18km2 Free Zone has full operational infrastructure, includ-ing raw material transport line, power generation/desalination and serviced land/warehousing as well as access to the Port of Sala-lah. All government funding necessary to future development and growth has been secured.

Oman has supported significant public and private sector invest-ment in the city of Salalah to attract foreign investment by ensur-ing quality of life through the availability of world-class healthcare, financial services, business support services, accommodation, education, and entertainment.

The zone is being developed in several phases to offer industrial, manufacturing, Robust warehousing, logistics, distribution, R&D and office facilities, retail outlets, resort, and residential space. Phase One is complete and provides 200 hectares of distribution, logistics, freight forwarding and manufacturing facilities. Phase Two, currently under construction, will offer a further 400 hectares of facilities similar to Phase One, but focusing on light and medium industrial units. In total, the entire zone will eventu-ally cover 19-million m2.

To date, the Government of Oman has invested USD 130million in the Salalah Free Zone. In turn, the Free Zone has attracted over USD 3.3billion in investments into Salalah. It is already home to polymer product manufacturers such as Octal Petrochemicals, an auto-parts manufacturer under Brakes India’s Dunes Oman la-bel, logistics company DH and a methanol plant run by the Oman Oil Company.

Salalah Free Zone


Key Facts and Figures

• 18km2 Free Zone with full operational infrastructure

• At the center of the world, within two weeks’ shipping time of most markets

• Arabian Sea location offers five days’ shorter sailing time than ships docking in Gulf

• Center of a regional market worth more than US$ 620 B in East Africa, the Indian

Subcontinent and the Gulf, with global reach to US$ 1.2 Trillion of imports

• No tax, no customs, full foreign ownership, access to financing in a U.S. Free Trade environment

• Adjacent to the Port of Salalah, one of the world’s largest container ports


Renaissance

SINCE Renaissance first registered its presence in Salalah in 1994, the Group has transformed into an organisation with opera-tions all over the region, including major contracts with Port of Salalah, Ministry of Health, PDO and others. Today Renaissance offers a unique combination of Integrated Facilities Management (IFM) and accommodation solutions with the in-house provision of contract services.

“Our offer is one-of-a-kind, not just in the region, but in the global market. In terms of what our clients are looking for, in all our pro-jects we offer the very best performance and retain the advan-tages of outsourcing, but involve fewer companies; this means service co-ordination is much improved, and costs are easier to predict and control, because they don’t become inflated by multi-ple ‘margins-on-margins’. Then there are the obvious economies of scale, too,” said Ananda Fernando, Managing Director.

“Put simply, we are not just talking about value for money here.

We stand for technical excellence in service design, at the right price, and a delivery approach that has an outstanding reputation for client and customer satisfaction. We are also very proud of our record for working safely: we have the best system in the in-dustry – bar none – for managing the Quality, Health, Safety and Environment (QHSE) impacts of our work.”

Renaissance’s value addition in the Omani market, according to Fernando, is the company’s respect throughout the Sultanate in the areas of management, enterprise and its record of success in setting up business operations that have and continue to contrib-ute to the transformation of the country.

The core businesses of the company are to support economic development by tailoring services to meet the demands of fresh infrastructure and providing world class facilities to new industry, education and healthcare clients, along with market-leading value for money.

Renaissance stands for safety, excellence and value


Renaissance is one of the leaders in Omanisation, with over 2,000 Omani nationals working in its businesses. “And we want to keep contributing to developing the skills and confidence of the Omani youth. In 2013 we invested RO 255,000 in a two-year overseas training programme, providing Omani nationals from within and outside our company with the funded opportunity to obtain ad-vanced qualifications in Hospitality. In 2014 we have expanded this investment, with a further RO 220,000 for ten participants to study for an Advanced Diploma in Hospitality, and for three participants to study a Bachelor’s degree in Applied Accounting.” “Looking at the scale of our operations now, it’s hard to believe that we are a business who started small. What we considered huge, ambitious undertakings back in 1986 look like relatively simple projects now. I like to think we can take a leading role in passing on our experience of successful growth to new genera-tions of Omani entrepreneurs. Our In-Country Value programme is designed to support SMEs who want to work with Renaissance, as part of our supply chain. The programme offers guidance and mentoring on how to create a commercially exciting offer that fits our business requirements, so that new SMEs can compete most effectively against large, established businesses. We believe that encouraging competitive growth within the SME market is the best way to help Omani enterprise flourish as the nation grows,” commented Fernando.

“We are always looking at how to improve our businesses. We recently commissioned a solar PV pilot project at Fahud. With an installed capacity of 1.2MW, this plant can produce up to 2.2 million kWh of electricity annually, which is approximately 30 per cent of the consumption.

“These initiatives stem from a Renaissance business approach that believes in sustainable value for our clients and shareholders through working safely and efficiently, as well as investing locally to grow our communities and look after our environment,” said Fernando.

Products and servicesRenaissance has created a service offer that can beat the global competition, and increasingly sees fresh operational growth over-seas as the means to achieve its vision of delivering world class service solutions in a world-wide market. “I have already described our basic services suite: contract ser-vices, such as our catering and cleaning here in Salalah, Inte-grated Facilities Management at The Wave in Muscat, and we build, own and operate permanent accommodation facilities for large workforces, for example for PDO in interior oil fields and our new flagship project in Duqm.

Duqm PAC is our largest project yet in Oman – offering over 16,000 beds – and that scale is the key we are using to build and offer the facilities at a very competitive rate. The construction works are underway and the project is on time for the facility to be ready by mid-2016, as planned. The projected cost is $200m, and in 2014 we put together an equity partnership of national and community investors to invest $75m into the project. This part-nership brings together Royal Court Affairs, Ministry of Defence Pension Fund, Bank Muscat and Al Khonji Investment along with Renaissance Services.”

In 2014, we recruited at senior levels to manage our continuing international expansion, with new regional business development directors to broaden our horizons in targeted markets in the GCC and Africa,” he said.

“This expansion is an exciting time for the businesses. We know we have a really successful service suite that has proven itself time and time again here in Oman. We also have experience of remote international operations, in markets in West Africa and our offshore catering facility in the distant Norwegian Sea! So the challenge now is to ‘bottle-up’ all that experience and success and export it to our new target markets.”

Fernando admits that he draws inspiration for work from his work itself. “Being an engineer, I am fascinated by the various challeng-es in my job, which require analytical yet out-of-the box thinking. What really gets me going is being able to come up with win-win solutions. This begins when you create a clear match between our objectives as a business with the objectives of our clients and customers.”

“Along with our focus on the clients and customers, we also have a long history of working with a real conscience. We have the best practices in the business when it comes to HSE, quality and efficiency and we were the first in our industry to adopt these measures. We were recruiting Omanis, and looking hard at how our projects impact the local environment and economies, long before ‘Omanisation’, ‘Ecobusiness’ or ‘In-Country Value’ were fashionable clichés. And the good news is that doing these things well means making the technical solutions a part of our profit-ability: our operations lead the market in efficiency too,” he says. “I consider myself lucky to be part of such a good winning team, above and below me. Real inspiration comes from success. We have a team that believes and enjoy what we do. There are cer-tain things you chase, you try to achieve those goals to keep you going. As such my inspiration is the people around me.”

Renaissance


Salalah Mills

SALALAH Mills has carved out a niche in domestic market while establishing itself as a company of trust and quality product. In a short span of 17 years the company not only established its name in domestic and international markets, it went ahead with many stages of expansions and modifications. Today the company boasts of producing and distributing the finest and the best quality wheat products in the Sultanate, neighboring countries and the Horn of Africa.

A public joint stock company, Salalah Mills was registered in the Sultanate on September 25, 1995. The commercial production of the company began on the first of January 1998. Its factory started with a production capacity of 300 tonnes per day, which was later enhanced to 410 tonnes in the year 2001.

In 2005 a ‘Chakki Atta’ plant with 50 tonnes per day was added to the production line. Subsequently, the production line was further

enhanced with an additional 90 tonnes per day increasing the capacity to 550 tons per day. As the quality of the product met the customers’ expectations, in 2011 the company added 350 tonnes of flour or 250 tonnes per day of semolina in a unique combined state of the art advanced Mill. Further to this increase the com-pany went ahead with another Mill of 600 tons per day in the year 2012 and that made Salalah Mills the largest Flour Mill in Oman with 1500 tonnes production capacity per day.

The company began with a wheat storage capacity of 17000 met-ric tonnes and with an intake of 250 tonnes per hour. Steel silos of 24,000 tones storage capacity was added in the year 2000. Bun-ker method of storing the wheat improved the storage capacity by another 66,000 tonnes. The silo storage capacity will further be increased by 120,000 metric in 2015 and the total storage capac-ity of the company will become 225,000 metric tonnes.

Salalah Mills: A company of trust and quality products


Modern Equipment:The company relies on the latest findings of the world in the field of technology and milling equipment manufactured by the Swiss company Buhler Inc, a global market leader in the supply of flour production plants and equipments in the world. Salalah Mills is a fully automated factory with PLC controlled systems to ensure the highest quality products, and also the most modern methods of packing mechanism which ensures the highest health standards. All these are possible only with a group of specialists and experts to achieve the highest levels of stable and quality products.

Quality Assurance:The company monitors the quality of the products at all stages of manufacturing to ensure that the products to conform the high-est international quality standards by using an advanced and so-phisticated quality equipment. The company obtained ISO 9001 certification for quality in 1999 and HACCP certification in 2000 and ISO 14001 certification for environmental management in 2007 and ISO 22000:2005 certification in 2008. Furthermore, the company has a highly advanced research and development lab, which assures that the quality of the end product, is meeting the international standards and the end user expectation.

Food for thought:The company offers for the domestic market and export markets quality products to meet the needs of consumers, and its main products are: •Bakers Flour, a special flour for bakeries and used for the preparation of breads, buns, samoons, samosa, croissants and other scrolls • Arabic Bread Flour: Used in bakeries to pre-pare Arabic Bread (Lebanese) • Home Baking Flour: It is intended for home use for the preparation of various types of bread • Atta Flour: Is used in restaurants to prepare chappatti and the tan-doori bread • Chakki Atta Flour: used for the preparation of high fiber bread, Omani traditional bread and popular Omani dishes. • Semolina: Used to prepare various types of sweets. Further-more, the company produces; Harees, Jareesh, brown bread flour and whole wheat flour in addition to animal feed such as wheat bran, barley, animal feed flour and a mixture of bran and barley. All are available in packages of different sizes fit industrial and home use.

Salalah Mills


Raysut Cement

OMAN has progressed significantly in last four decades both in socio-economic terms and also as a strategic partner in the regional economic and geopolitical issues. It has its place well recognised today by the leading countries in the world as a most consistent and well balanced player in the region to look up to.

“The significant growth story which started in the decades post 70’s have turned around the infra structure, public health, educa-tion, public institutions and organizations, the needed base for all round economic and social developments. Raysut Cement Company (RCC) has also played a vital role in contributing to the

infrastructural development,” said Eng Salem Alawi Mohammed Ba Aboud, Group CEO of Raysut Cement.

“At a time of needs for rapid infrastructural developments, RCC assumed the role of providing all important material like qual-ity cement for a sustainable growth strategy of the government. Playing a pivotal role by reaching out to the needs of the country with quality products, so important for the country at that juncture and now, has made RCC a dependent partner all through this journey of development,” he said.

Raysut Cement a growth partner cementing development


Founded in 1982, the Company has been on a continuous growth path catering to the increased needs of the country and beyond. It remained the largest producer of cement in Oman and expanded its production bases to Ras Al Khaimah in UAE through 100 per cent acquisition of Pioneer Cement Industries LLC, an integrated cement and clinker grinding plant, in 2011. It has diversified to ready mix concrete and other cement products through its 50 per cent ownership in Oman Portuguese Cement Products LLC in 2011. So the entire gamut of cement and cement products has come into its orbit to meet the needs of ultimate customer and that of the country. As has been done in the past, RCC remained in the forefront by engaging to set up a terminal in Duqm, which is under

construction, for the development of the region through continu-ous availability of quality cement. OPCP has already expanded its ready mix wings at Duqm to facilitate the process further. In its bit to expand its storage capacity, a new 20 k Tons capacity silo is under construction in Salalah, so as to ease out continuous sup-ply. In the same way its terminals in Muscat and Sohar have well directed mission in providing cement in the north of the country. So the needs of the country have remained in the forefront always in the past and that mantle is being carried to the present as well. Every major developments in the country, be it the road, bridges, sea and air ports and the houses has at the heart RCC’s pres-ence through providing that all important material.


Raysut Cement

It is just not in the domestic front but also in Yemen through its terminal in Aden and Mukulla being set up under a 49 per cent joint venture, and to east African and other Middle Eastern coun-tries through direct supplies from Salalah, RCC has been a name to reckon with. So effectively the Company has become an im-portant regional player. Starting with a production capacity of 0.3 million tonnes it has reached a level of over 4.5 million tonnes of cement capacity.

Quality of its products have been highly acclaimed with meeting of the local and global standards in OPC, SRC, Oil well and special blended cement as per the requirement of PDO. With these, most of the varieties of cement are being produced by the Company and is ready to face any new challenges as well. So the Company has been accordingly acknowledged with the His Majesty Cup for the best five Omani Companies on number of occasions, prizes from the Ministry of Environment Oman, as well as the prize on environmental needs from GCC.

As a high growth Company, RCC has kept its social obligation front active through liberal donations and participation for edu-cations, health and social welfare sectors over the years. As an important corporate citizen, RCC has kept in mind its social base and in its uplifting.

Shareholders value creation through continuous growth and adoption of innovative and high end technology, reaching out to customers’ needs have been the hall mark of the Company in a very competitive environment of today.


Salalah Macaroni

SALALAH Macaroni Co. SAOC at this point in time is one of the largest manufacturers of both long and short dry pasta in Arab-Asia region. Having been incorporated as an SAOC company in 2007, 2008 was when they commissioned the first spaghetti plant from fava spa Italy with a modest production capacity of 36,000 MTA.

Thereafter in the year 2009, prestigious ISO 9001:2008, 14,001:2004, 22,000:2005 certifications were accorded for their best practices matching the global business standards.

Besides serving the target market place Africa, the management felt the need to serve the GCC consumers as well with short

pasta in large demand and 2011 was the year when they set up a 12,000 MTA production capacity plant from BUHLER, Switzer-land. The ever-growing market further compelled Salalah Maca-roni to enhance its production capacity for spaghetti by adding a second line to produce additional 36,000 MTA in 2011 itself.

The success story continues with Salalah Macaroni being ad-judged and awarded by most sought after His Majesty’s Cup for the best factories in Oman in its category for the year 2011, 2012 and 2013. What a moment indeed to keep the morale high for the professionals serving the global audiences in the way they perceive the best.

Food for thought: Salalah Macaroni


Salalah Macaroni

“2014 is the year when we have installed the third plant of spa-ghetti and forth one including the short pasta to produce 110,000 MTA of both long and short pasta,” said Engineer Mohammad D Zaidan, General Manager, Salalah Macaroni. “The company is the largest manufacturer of dry pasta in Arab-Asia and is a market leader in East Africa,” Zaidan said.

“In line with the company’s vision of being a role model industry, we will continue to improvise our strategic plans and will strive not only to maintain our market leader position in East African coun-tries but will also explore other global markets which are viable and driven by business ethics. We are very stringent with quality parameters of our products. In line with our business moral, eth-ics, and values, we hope that we will navigate through the path of success through our adaptable and flexible business strate-gies,” emphasised Dr Rehan Raina, the Quality and Marketing Manager.

“The Unique Selling Proposition of our products is that they are customised to the needs of our customers and is in alignment of the consumer behavior which is quite volatile and dynamic in nature from market to market, region to region, country to coun-try. Moreover our products do not have any colors, additives, or preservatives. So they are one of healthiest foods in this complex

food market where consumers are allured by synthetic adjuncts,” Dr Raina said.

The factors that help Salalah Macaroni to maintain and sustain the fast trek is it’s passion for pasta production, strategic move to formulate the vision of targeting the potential consumers in the markets closest to us, building a business association with professionally managed food distributors in different countries, customizing the products/brands keeping in view the diverse con-sumer behaviour.

Salalah Macaroni believes that business is not merely a busi-ness it is a social organization which cares for the people and the community at large by exposing them not only to the globally ad-vanced technology but bringing them in the mainstream of global work ethics. Bakhit Fadhel, HR Manager and Alwi Salim Baomar, the Admin Manager say that they are currently maintaining an Omanisation percentage laid down as per the Ministry of Man-power and the Government of Oman. They say the “We develop and train local talent. This helps in building the local communities, who are the future of the country.”

Think global and act local is the DNA of Salalah Macaroni!!


International Routes From Salalah


Oman Shipping Company SAOC

Established as a closed joint stock company, Oman Shipping Company S.A.O.C. (OSC) continues to look for areas for growth that directly benefit Oman and enhance its economy. The com-pany is committed to providing maritime transport to Omani Exim and costal trade, and makes efforts to enhance Omani maritime traditions to make it distinct from others in the region.

Incorporated in 2003 and owned by the Government of Oman with the Ministry of Finance and Oman Oil Company S.A.O.C. holding 80 per cent and 20 per cent stakes respectively, OSC covers areas like vessel ownership, operations and chartering For OSC, operational efficiency is paramount and the key ca-pabilities for this include, among others, high safety standards,

practicability and reliability and also innovations in environmen-tal management which in future will increasingly become a major area of concern for the world shipping.

The Company is involved in ship owning, chartering and technical management activities through its subsidiary companies: Oman Charter Company S.A.O.C., Oman Ship Management Company S.A.O.C., and Oman Container Line S.A.O.C.

The company’s focus is on Omani youth and its aim is to develop young Omanis to be future seafarers, which makes OSC stands on a different platform vis-à-vis other shipping companies.

Enhanc ing mar i t ime t r ade


Oman Shipping Company

Oman Shipping Company is currently operating a total fleet of 42 vessels of approximately 7.8 million DWT, operating in the ter-ritorial waters of the Sultanate and international waters. Fleet is expected to grow and reach 60 vessels by 2016 with an addition of 10 MR Tankers which will be delivered during 2015 and 2016 as well as some other chartered in vessels that are expected to join as per OSC’s business needs. Oman Ship Management Company is currently managing 26 vessels including full technical management of owned and 3rd party vessels as well, comprising of 8 VLCCs, 6 LNG vessels, 4 VLOCs, 3 LPG vessels, 2 Methanol Carriers, 1 Chemical Tanker, 1 MR Tanker and 1 Multi-Purpose Vessel. Going forward, OSC has plans to bring more of its vessels under OSMC’s technical management.

Oman Shipping Company has expanded its operations to Salalah Port to utilize the strategic location of the port and its advanced infrastructure. The company has chartered two chemical vessels to Oman Trading International, who are using these for export of Salalah Methanol LLC cargo.

In September 2011, OSMC was awarded ISO 9001 and ISO 14001 accreditation, recognizing its adoption of international standards and the best practices in Ship Management. In addition, Oman Ship Management Company was also awarded “The Ship Man-ager Award” among the 3 finalists by the esteemed judging panel at the 10th Sea trade Middle East and Indian subcontinent An-nual Awards function in 2013. In 2014, Oman Charter Company has been certified with ISO 9001:2008 for Quality Management System which is a key achievement and shows the importance of quality to Oman Shipping Company and all its subsidiaries.

Since its incorporation, the company has made an effective con-tribution to the development of transport and maritime industry in the Sultanate, which in turn has supported the growth of other industrial sectors. Oman Shipping Company also has played a major role in linking the ports of the Sultanate to each other, which has resulted in significant development of the logistics infrastruc-ture of the Sultanate.

Furthermore, one of the company’s goals, is to have a pivotal role in revitalizing the maritime heritage of the Sultanate through the development of young Omanis through a scholarship program for 30 students annually by sending for study Maritimes studies at the International Maritime College Oman - Sohar (IMCO), South Tyneside College - United Kingdom and the Australian Maritime College -Australia.

Following that, the students would be offered job opportunities onboard the company’s vessels after finishing their scholarship program successfully. Since its start, the program has offered more than 183 scholarships to Omani high school graduates. This number is reflecting the ever increasing interest among the Omani students to work on the high sea.

In addition, the company has played a major role in promotion of the maritime industry in the Sultanate by providing training op-portunities on board the company’s vessels for Omani students including non-sponsored students. Oman Shipping Company hopes to contribute to the formation of a talented group of Omani navigators and engineers who are prepared to enter the field of maritime transport industry, especially by making a career with the Oman Shipping Company.


APM Terminals

The APM Terminals’ Global Terminal Network of ports and inland services provides the infrastructure for the growth of international trade, 90% of which travels by sea, representing 9.6 billion tons of cargo and $19.3 trillion worth of exports worldwide. International commerce is the world’s economic growth engine, creating jobs, lifting economies and helping to improve people’s lives around the world.

The APM Terminals Global Terminal Network is the world’s most geographically balanced port and terminal network, with facilities operating on every major trade lane and in every major market. We are the second-largest largest port and terminal operating company in terms of overall global capacity, with 90.9 million TEUs, and the third-largest in terms of container throughput by equity share, handling 38.3 million TEUs in 2014 across the port-folio of 65 operating port and terminal facilities in 38 countries,

and on five continents.

There are 135 cargo Inland Services operations as well in 39 countries, including Bahrain, Jordan and Saudi Arabia. At present there are six new port development projects underway, with 16 existing facilities undergoing expansion and upgrades.

Globally, APM Terminals is the largest terminal operating compa-ny in Africa and North America, where APM Terminals was named winner of the Lloyd’s List North American Maritime Awards Port Operator of the Year award for 2014. APM Terminals is also the largest terminal operator in South Europe, and a major presence in the Asia/Europe trade. APM Terminals Apapa is the busiest container terminal in West Africa, and APM Terminals Mumbai was once again the busiest terminal in India in 2014.

APM Terminals is the largest terminal operating company in Africa and North America


APM Terminals has interests in three Middle Eastern port fa-cilities, at Aqaba, Jordan on the Red Sea; Salalah, Oman on the Arabian Sea; and Bahrain in the Persian Gulf. The Port of Salalah, on the Arabian Sea, is the 2rd-largest container port in the Middle East with an overall 2014 volume of 3.03 million TEUs. The Salalah Container Terminal was ranked 3rd in the Middle East for productivity by the JOC Group Productivity Report for the first half of 2014 with 99 crane moves per hour with a vessel alongside.

The Port of Salalah was ranked 3rd globally among ports overall in the Europe/Africa/Middle East Region of the JOC ful-year 2013 Productivity Study and 6th among container fa-cilities in that region with 91 MPH. Salalah ranked 8th globally among container terminals working vessels of less than 8,000 TEU capacity in overall with 88 MPH in 2013. APM Terminals holds a minority stake in the Port of Salalah, which is currently undergoing an expansion which will double the quay length and increase dry bulk capacity to 20 million tons, and liquid bulk capacity to 6 million tons annually.


Salalah Methanol

Salalah Methanol Company LLC is continuously moving forward in achieving excellence reflecting the efficiency of company staff and their commitment to health and safety at work. The compa-ny has a good record of Omanisation and it is committed to the country’s growth by enabling the Omani workforce in various dis-ciplines, such as technical and administrative areas.

As for Corporate Social Responsibility (CSR); SMC believes in the importance of maintaining an open dialogue with all its stake-holders to pave a common path towards sustainable community

development and finding out what more can be done to improve the lives of people in the region.

The Company funded many social responsibility projects and pro-grammes, based on its belief in the importance of social respon-sibility and community service. The Company focuses its strategy in supporting programs and projects which focus on sustainable development through building and equipping individuals to be-come productive workers, contributors and advocators to their community and the environment.

Salalah Methanol .. Par tners in Sustainable Development


The Company was established on February 27, 2006. It is 90 per cent owned by Oman Oil Company SAOC and the remaining 10 per cent by Takamul Investment Company SAOC. EPC contractor of the plant was GS Engineering and Construction of Korea. The facility is based on John-son Matthey, LP methanol production technology licensed by Jacobs Consultancy and has a name plate capacity of 3000 Metric Tonnes per day. The feed stock is natural gas, supplied by the Ministry of Oil and Gas through Oman Gas Company. The offtake of SMC’s production is managed by Oman Trading International Ltd (OTI) who handles the marketing of the product globally. OTI has a long term time charter contract for two methanol carriers (Matrah and Al Amerat) with Oman Shipping Company SAOC.

The product is exported from the Salalah Port facilities which are in the immediate vicinity of the plant. Salalah Methanol Plant is a standalone plant designed to produce methanol of Federal AA & IMPCA grade. The plant’s key features includes sea water intake, captive power generation, captive water de-salination, auxiliary steam generation, nitrogen generation, product handling through a product loading facility at Port of Salalah and other utilities, including effluent & sewage treat-ment facilities.


Salalah Methanol

Methanol Manufacturing Process Methanol is the simplest alcohol compound, comprised of one car-bon atom, one oxygen atom and four hydrogen atoms (CH3OH). It is also referred to as wood alcohol, carbinol and methyl alcohol. It is flammable and has no taste (but do not drink, it is poisonous), or color, but it does have a slight scent. Methanol is a basic ‘build-ing block’ for the production of other chemical products such as plastics, paints and man-made fibers. It has also found a large use in the production of Gasoline Fuel additives. Many millions of tons of Methanol are produced by the Chemical Industry every year.

Environment FriendlyPrior to the start of the project the SMC did a comprehensive en-vironmental impact assessment (EIA) establishing the “base-line” data, covering land, air and sea; performing soil, underground water and air quality measurements. All plant emissions, effluents and solid wastes were modeled and evaluated as per the data to determine the impact of the SMC operations on the environment, and compared to the Omani rules and regulations. The modeling used in the emissions and seawater discharges were US EPA developed models, which are used in the US, and in many devel-oped countries around world. The Director General of Environ-ment (MECA) granted SMC the development permit accordingly.

Corporate SustainabilitySMC is committed to sustainable solutions which apply enduring balanced approach to economic activity, environmental responsi-bility and social progress. At the core of our business lies an un-compromising commitment to health, safety and the environment. Sustainability is built into our Business Principles. “Our HSE pol-icy guides our operations through a consistent risk management strategy designed to increase our business safely, protective of the environment and mindful of the impacts we may have in the community where we operate,” said Awadh bin Hassan al Shan-fari, CEO of Salalah Methanol Company. “Our Company monitors the natural gas /energy/chemical consumption etc. on a daily and monthly basis and strives to optimize these resources. We are constantly looking for better, more efficient ways to operate our plants to reduce our carbon footprint”. The Company has dedicat-ed a lot of attention to reduce our wastes and emissions including greenhouse gases. All our process effluent water, treated in ETP section, is used for greenbelt development inside the complex and not discharged outside. We believe that our CSR approach creates value in society and profits will follow as a result of fulfill-ing our responsibilities to society. For the last few years, we are continuously investing on CSR program in terms of community affairs, building human capacity and sponsorship/donation. SMC has received appreciation and commendation from stakeholders (e.g. government, NGO’s, community).

Corporate Social ResponsibilityCSR at SMC is a value and principle driven by the shareholders. These values & principles are integrated within the company’s business ethics and its employees’ working culture. CSR at SMC is more than a task. It is a culture that goes beyond business eth-ics to integrate Economical, Environmental and Social aspects. It is also worth mentioning that Salalah Methanol Company funded up to 80 CSR initiatives so far at the approximate cost of 6 million

US Dollars in various fields such as Training, Education, Training linked with employment, health and many more examples.


Orpic

OMAN Oil Refineries and Petroleum Industries Company (Orpic) is Oman’s national refining and petrochemicals company, which provides 100 per cent of the nation’s fuel.

Its refineries at Sohar and Muscat, as well as aromatics and poly-propylene production plants in the Sohar Port area, provide fuel, chemicals and feedstock to Oman and to international markets.

The company’s team, comprising over 1,900 employees, work across the four plants with the common goal of building an in-tegrated Omani refining and petrochemicals business of which the nation can be proud. Over 80 percent of Orpic’s workforce is Omani, due in part to Orpic’s highly successful Omani graduate training programme, which enrolled over 300 graduates in 2014

in order to build human resource capacity for major developments plans over the next three years and beyond.

One of Orpic’s key objectives is to incrementally enhance the val-ue extracted from Oman’s crude oil. The exciting developments that Orpic will embark on over the next three years will go even further in capturing additional value, to the benefit of the nation and its people.

The company’s vision to “Build an Omani integrated refining and petrochemical business of which we are proud” is underpinned by Orpic’s core values in safety and environment, enabling people to realise their full potential, being a market leader in performance, and serving Oman with pride.

Orpic is Oman’s fuel and chemical solution


Manufacturing Facilities and ProductsOrpic operates four integrated manufacturing facilities in Sohar and Muscat.

Mina Al Fahal Refinery (MAF) is in Muscat, and has a refining ca-pacity of 106,000 barrels per day (bpd). It is connected to Orpic’s Sohar complex by pipeline.

Sohar Refinery (SR) is Orpic’s larger refinery, which has a capac-ity of 116,000 bpd, and is adjacent to Polypropylene and Aromat-ics plants in the Sohar Port Area.

Polypropylene Plant (PP) receives its feedstock from Orpic’s refineries. This plant produces polypropylene with a capacity of 340,000 metric tonnes per annum.

The fourth, Orpic’s Aromatics Plant (AP), produces two industrial chemicals, paraxylene and benzene, both of which are used in the production of plastics. Up to 818,000 metric tonnes of parax-ylene and 198,000 tonnes of benzene can be produced a year.

In addition to the above-mentioned products and facilities, Orpic manufactures a range of fuels for the nation. Gasoline, kerosene (jet fuel) and diesel are all produced by Orpic and marketed by Omanoil, Shell and Al Maha. Liquid Petroleum Gas (LPG).

Products for domestic use are distributed by three additional com-panies. These include: Motor Fuels (Mogas, Jet A-1 and Diesel); Regular Fuel (LPG, Fuel Oil); Basic Chemicals (Paraxylene, Ben-zene) and Polyolefins (Polypropylene, Polyethylene (new with LPIC).

Orpic ProjectsSohar Refinery Improvement Project is a multibillion-dollar capi-tal investment for Orpic. It is a response to the need to upgrade refining capability in order to maximize the value of Omani crude oil. At the same time, it will significantly improve environmental performance on the back of the recent progress made Orpic’s Environmental Improvement Programme (EIP).

The Engineering, Procurement and Construction contract of SRIP was awarded in November 2013 to a joint venture between Dae-lim Industrial and Petrofac International, on lump sum turkey ba-sis.

Sohar Refinery Improvement Project (SRIP) has recently gath-ered further momentum, following the award of all construc-tion subcontracts and mobilization of two major subcontractors, Bahwan Engineering and Petron Gulf.

As of January 2015, the total manpower at site is around 3,500, out of which 20 percent are Omanis in various disciplines.

Muscat Sohar Product Pipeline Project is a $320 million project, which has a two-way multi-product pipeline. It is a unique project in Oman, and the new pipeline network will eliminate the need for Orpic to ship and truck refined products.

Not only will it bring a new level of efficiency and lower costs to the business, it will reduce the number of fuel-tank truck journeys in and around Muscat, with heavy fuel-tank truck traffic in Muscat expected to drop by 70 percent.

The pipeline project will connect Orpic’s Mina Al Fahal and Sohar refineries via a 280km pipeline to an intermediate distribution and

storage facility at Jifnain in the Wilayat of Seeb, as well as a new storage facility at Muscat International Airport, which will receive aviation fuel directly from the pipeline.

The construction of the pipeline and oil tanks facility is planned to start in the first quarter of 2015, and the project is expected for commissioning in the second quarter of 2017.The pipeline is split into three sections: MAF-Seeb Terminal: 42km (10 inches), Seeb Terminal-Airport: 27km (10 inches), and Sohar-Seeb Terminal: 228km (18 inches).

The project will deliver state-of-the-art control systems, including latest technology of SCADA, leak detection, and telecommunica-tion network. It will also be equipped with loading facilities for trucks filling that is designed to load 200 trucks per day.

Liwa Plastics Industries Complex (LPIC) is a transformational project that is forecast to improve Orpic’s product mix and busi-ness model, double its profits and support the development of a downstream plastics industry in the Sultanate of Oman. Taking advantage of the growing global market for plastics, this project will create new business opportunities and increase em-ployment in Oman, and it will firmly reinforce Orpic as a significant player in the international petrochemicals marketplace, in addition to providing new opportunities to develop businesses in the coun-try. The project will be added to Orpic’s Complex in the Industrial Zone in Sohar and it is expected that construction works will com-mence in 2016.

LPIC is a steam cracker project that will use light ends produced in Sohar Refinery, the Aromatics Plant, and the Natural Gas Liq-uids (NGLs) Extraction Unit that will be constructed as a part of the project in Fahud.

The project will optimize the extracted NGLs. The project’s con-cept lies in re-routing elements of existing production in combi-nation with additional purchased feedstock to deliver high value polymer products for the local and international marketplaces. Its primary goal is to further increase the value-added that can be extracted from the Omani crude oil and natural gas.

The LPIC project has six core components, including: a natural gas extraction plant in Fahud; a 300km pipeline between Fahud and Sohar Industrial Port area for gas transportation; an 800+ kTA Steam Cracker Unit; an HDPE Plant; an LLDPE Plant; and a Polypropylene Plant. Combined, the components will enable Oman, for the first time, to produce polyethylene, which is a form of plastic that enjoys the highest global demand – thus enabling Orpic to deepen access in its existing international markets, as well as develop new ones.

The project is on schedule for completion in 2018, and the an-ticipated production volumes for the project are 880 KTA of Poly-ethylene (LLDPE/HDPE), 300 KTA of Polypropylene, 111 KTA of Pyrolysis Gasoline, 41 KTA of Butene and 90 KTA of MTBE (Methyl tert-butyl ether). After LPIC, plastics production will have increased by one million tons – giving Orpic a total of 1.4 million tons of polyethylene and polypropylene production by 2018.


Once the project has been completed, it is anticipated that 350 operators will be required to manage the facilities, in addition to 150 technicians. The indirect employment effect is expected to create more than 1200 jobs in the local area.

With the addition of LPIC to Orpic’s highly integrated complex in Sohar, the operations will be the best-integrated refinery and petrochemical facility combinations in the world, and will be able to achieve the maximum value-added for Oman’s hydrocarbon molecule.

Committed to People Orpic is committed to the development of its people, of which a significant percentage is made up of Omani nationals. In fact, in 2014, 150 Omani employees from various functions where as-signed more complex roles.

Orpic continues to make significant investments in the workforce to manage existing and new assets. As such, attracting, retaining and developing the workforce remain key priorities for Orpic.

As part of Orpic’s growth strategy, the workforce is set to double within the next five years – reaching around 3000 employees by 2018.

Key Achievements in 2014• Orpic’s Code of Conduct was implemented across the organiza tion• 255 staff received Long Service Awards• 78 percent of trainees successfully completed their training and moved into full-time roles• 112 employees were selected to participate in the Arriyadah Programme, which aims at developing the capabilities of the company’s leaders.• 28 staff received Orpic’s Above and Beyond awards• 7 staff received Pride Winner awards• Launch of ItQan programme which aspires to develop the ca pabilities of Orpic’s operation and technical support employees and trainees

In Country ValueIn-Country Value remains one of the cornerstones of Orpic’s com-mitment to the nation – ensuring that whenever possible, goods

Orpic


Mina Petroleum

Salalah’s growing importance as a logistics hub on the Indian Ocean is set to be further strengthened when a major strategic fuel storage facility comes into operation this year.

The multimillion dollar project, which will initially serve visiting na-val ships and later be expanded to cater to commercial vessels as well, is being developed by Mina Petroleum LLC, an energy services company that specialises in commodity trading and full-cycle logistics for delivery of petroleum products to remote re-gions and locations.

The Dubai-based group is investing in the construction of a 230,000 cubic metre storage depot in line with a contract award secured from the US government to supply fuel to its vessels call-ing at Salalah.

Construction work on the facility is well under way on a site ad-joining the fuel depot owned and operated by Oman Oil Refiner-ies and Petroleum Industries Company (ORPIC), according to a high-ranking company executive.

“Mina Petroleum is currently constructing its new facility in the Port of Salalah,” said Kutaiba al Hatmi, Country Head, Mina Group. “All of the required regulatory permits and licenses, including en-vironmental reviews, have been obtained. We have performed significant excavations on the land, which was rocky and initially unsuitable for tank foundations, and we have completed founda-tions for all nine tanks. Our fabricated steel is on site and we expect all tanks to be fully erected during the 2nd quarter of 2015. Our client, the United States Defense Logistics Agency, regularly visits the site with high-level delegations to see progress of the facility. Mina and the Port of Salalah are collaborating closely to deliver the project within the required timeframe,” al Hatmi added.

Strategic fuel storage depot being built at Salalah Port


Mina Petroleum

Project plans are for nine large fuel storage tanks that are con-nected to the Port’s new liquid jetty via a pipeline network and a series of pump stations. Mina will be the first of the Port’s ten-ants to use the new liquid jetty. The Mina complex also includes an administrative building, maintenance workshop, and fuel lab, among other facilities.

Salalah’s proximity to the Red Sea, as well as a number of im-portant east-west shipping lanes, made it ideally suited to host a strategic fuel storage depot of this kind, according to al Hatmi.“The key considerations were Salalah’s strategic location and Oman’s growing economy. The location is perfect for a fuel sup-ply point that does not require vessels to enter the Arabian Gulf via the Strait of Hormuz. Salalah has great potential, especially in light of the port’s ‘2020 Vision’, which is an ambitious expansion plan that will take advantage of its strategic position in the region,” he said. As with the Group’s investments elsewhere around the world, the Salalah project is expected to contribute significantly to the local economy, al Hatmi pointed out.

“Our project is a large capital investment in a facility that will have a thirty to forty year life span in Salalah. It will also contribute to the financial sector of Oman’s economy and involve many Omani contractors, subcontractors and service providers, including con-struction, fabrication, legal services, hospitality, transport, hous-ing, telecoms, and financial services.” He said the Group plans to build on its investment in the Sultanate by adding a second fuel depot within the port.

“Salalah is ideally located and the economy of Oman is growing, so Mina intends to invest in a second facility here at the Port. At this facility, which will be adjacent to the one currently under con-struction, Mina will build a number of storage tanks for a variety of refined products and possibly crude as well. We have made a long term commitment in Oman and are interested in other invest-ment opportunities in the country that will complement our fuel storage facility in Salalah” the country head explained. Further, in addition to recruiting and training local Omanis for jobs at the facility, Mina also plans to roll out an energetic social investment programme targeted at local communities.

“Most importantly, of course, the depot will provide jobs in the Dhofar region. In addition, Mina is exploring a number of options for corporate social responsibility, including sewage treatment and water purification infrastructure in rural Dhofar communities, technical training programmes for local students in fuel facilities operations and maintenance, investment in local education and recreation activities.”

Mina Group owns, operates, and invests in energy infrastructure assets to optimise its supply chain and commodity trading opera-tions. The Group has sourced over one billion gallons of fuel from diverse markets and transported that fuel across thousands of kilometres by sea, rail, road, and pipeline.


Oman Airports Management Company

The aviation sector has enjoyed phenomenal growth across the Gulf region in recent years. Of course whilst rising passenger footfall is good for the bottom line, it can also present new chal-lenges when demand threatens to exceed capacity. Such has been the challenge facing Oman Airports Management Company (OAMC) in recent years.

OAMC was formed in 2001 at a time when Oman’s existing avia-tion infrastructure was in need of enhancement, to cope with the increase in passengers, the result of the Government’s increased efforts to develop the country’s economy.

OAMC is 100 per cent owned by the Oman Government and it

was originally established as a private joint venture involving BAA and a number of smaller parties. In 2004, following a downturn in business, the smaller parties pulled out and OAMC became Government owned again.The existing airports were constructed in the 1970s at a time when Oman saw only slow, modest growth. The Government had recognised that the country needed larger and modern aerospace facilities and the decision was made to set up OAMC.Since reverting to being 100 per cent Government owned, it has seen very significant growth – there has been an average 15 per cent growth at Muscat International Airport for a number of years and even more at Salalah Airport.

The changing face of aviation in Oman



The Government’s engagement in activities aimed at growing the Omani economy, as a major factor in the growth at the main 2 airports OAMC manages. Investment in the economy and infra-structure have driven the economy and the need for air travel. In addition, the Government has a clear strategy to diversify away from oil, which includes tourism.

OAMC not only operates Oman’s 2 main airports, but also man-ages a number of regional airports like Duqm, Sohar and Ras Al-Had Airports.

But Muscat International Airport remains the gateway to Oman, while Salalah is very popular with tourists – especially in the mon-soon season, when the temperatures are cooler and the moist-ness allows for beautiful displays of flora and fauna. The growth in passenger figures has proved the catalyst for a ma-jor redevelopment of Oman’s aviation industry, with new airports being constructed at both Muscat and Salalah.

OAMC is now preparing to operate the 2 new airports which are already under construction at the existing sites. This work will not impact on existing business as the new terminals, services, run-ways, taxi ways and cargo handling areas are all being built on the opposite sides of the runway to existing infrastructure. As part of the new development, OAMC will see a huge rise in the number of employees, which was until recently 600, has risen to more than 1000 and is due to increase to 1,700 by the end of the year 2016.

OAMC is in the process of recruiting new staff and it has set up its own small training academy to help manage the numbers for basic training. There is a great need in Oman to provide employ-ment opportunities for the young Omanis and there are many good graduates available to join OAMC.

In addition OAMC recruits experienced ex-patriots where neces-sary by it is aiming to have a workforce which is 90 per cent Oma-ni. That is going to remain an important focus for us in the future.



The bulk of the new job opportunities fall broadly into 3 catego-ries: ICT, operations and maintenance: ICT is important for OAMC to invest in new ICT systems for both new airports. These will be the most modern systems in the world. On the other hand, the new airports will significantly increase OAMC capacity for mainte-nance operations and the new premises will be 20 times the size of the existing assets, including areas for mechanical work, elec-trical work, civil and building facilities. On the operations side the new airports will introduce new automated baggage handling sys-tems which are being manufactured by Dutch company Vander-lande Industries – one of the main suppliers of baggage handling machinery in the world.

The increase in capacity goes further however, and will provide Oman with greater facilities to accommodate larger aircraft. The existing Muscat International Airport can accept aircraft up to 747 size and A380 craft.

In terms of passenger figures, Muscat currently processes 8.7 million passengers a year, a figure that is growing by 1 million an-nually. Salalah currently stands at 842,044 passengers per year

and is seeing growth of 15-20 per cent. Little surprise then, that both airports are reaching straining point. The new terminals at both new airports will provide up to 10 times more floor space. This new floor space will take into account one of OAMC’s major sources of non-aeronautical income: retail.

Retail is a strong focus for OAMC and accounts for roughly 50 per cent of its non-aeronautical revenue, with Duty Free the biggest contributor. OAMC will have an increased floor area allocated to retail and food and beverage in the new terminals and it wants to maximise the opportunities at the new airports. It has started the process to find tenants and anticipate being well down the track during 2014. The new Muscat airport will also include a new airside hotel.

OAMC is now actively seeking new airlines and routes and during the course of this year it will be ramping up its marketing efforts. Whilst business-related travel remains an important focus (with up to 50 per cent of total passengers hailing from Oman), the location lends itself to increasing travel links to the Indian Sub-continent and GCC.


MOHSIN HAIDER DARWISH

The origins of Mohsin Haider Darwish LLC date back to over half a century. The family proprietary business was converted to its present form of a corporate entity in 1987.Over the decades, the company has witnessed phenomenal progress, helped by stra-tegic planning and professional management. The growth of the company has kept pace with the tremendous progress the Sultan-ate of Oman has achieved under the wise and able leadership of His Majesty Sultan Qaboos Bin Said.

MHD LLC, with varied interests in trading, contracting, projects and manufacturing, has been successful in enriching people’s lives by sourcing the most reputed international brands from across the world and making them available to the discerning customers in the Sultanate of Oman.

Salalah is currently experiencing significant development. With the scheduled opening of the Salalah International Airport in sec-ond half of 2015, more international routes are expected to be connected to Salalah. The planned Oman Railways project will also include a link to Salalah in the later phase. Moreover, the Port of Salalah one of the largest ports on the Arabian Penin-sula, an important transshipment hub for container shipping in the area, is also coming up with a cruise ship terminal. Also, many new projects / companies are coming up in the Raysut Industrial Area and Salalah Free Zone.

All the divisions of Mohsin Haider Darwish LLC have a presence in Salalah.

Mohsin Haider Darwish LLC’s focus on Salalah


MOHSIN HAIDER DARWISH

Automotive Division

The Automotive Division is one of the main operating divisions of MHD LLC. The division represents premium automotive brands like Land Rover, Jaguar, Volvo, BYD, MG and JMC, CMC, Ashok Leyland Commercial vehicles. Full fledged sales & after sales fa-cilities are available for the Salalah clientele. COAT Division

The COAT Division is a professionally managed business unit operating successfully for the past 24 years. The Division is a supplier of leading edge technology solutions. It has led the Com-pany’s foray into office automation, mobile products, office furni-ture systems and interior designs and distribution of IT products. It has recently added security and surveillance to its portfolio of services. The division has steadily grown into a core business wing of the Company. The Division is recognized for its excep-tional sales and service to customers. It has helped the Company establish a leadership position in the market.

Electrical and Electronics Division

The Electrical and Electronics Division (EED) is dedicated to the marketing and servicing of products related to transmission, dis-tribution and utilization of electricity, retail and industrial weigh-ing equipment and its management, consumer electronics, white goods, security systems and hardware.

Its product portfolio includes Entertainment Electronics & Appli-ances Products, Switchgear & Accessories, Weighing Scales & Access Controls etc.

Commitment towards total customer satisfaction is well support-ed by a staff of qualified service technicians many of whom are factory-trained.

Engineering Products Division

The Engineering Products Division has been serving diverse needs in Construction, Industry as well as Oil & Gas in the Sul-tanate of Oman.

Over the years an enviable portfolio of premium brands has been developed. The lineup includes Road Compaction Equipments, Construction & Mining Equipment, Asphalt plants, Wet Mix Mac-adam Plant, Bitumen Spray Tanker, PMB Plant & Emulsion Plant, Mobile Crushing and Screening Plant, Static Crushing & Screen-ing Plant, Generators, Mixers & Dumpers, Forklifts & Warehouse Equipments, Hydraulic Mixers & Tower Hoists, Stationary & Port-able Air Compressors, Light Towers, Construction Equipment, Tennant Sweepers & Scrubbers, Lifts & Escalators, Industrial Cranes and Hoists, Passenger & Material Hoist, Sidchrome Ga-rage Tools etc.

The Division also operates a Lease / Hire facility for various equipment. It has fully equipped workshops backed with compre-hensive spare parts support and extensive storage facilities.

MHD Gases, Chemicals & Medical Equipment Division

MHD Gases, Chemicals & Medical Equipment Division is the pio-neer in the manufacture of Industrial and fuel gases in the Sultan-ate of Oman operating one of the largest Oxygen/Nitrogen, Car-bon-dioxide & Acetylene plants. The plants are designed based on the latest technology to provide quality products and service of the highest achievable standard and are playing a key role in the national objective of self-reliance.

The products include Industrial Gases, Chemicals, Installation Engineering, Medical Gas Installation, Welding & Cutting Prod-ucts, Fire Extinguishers etc.

Tyres & Batteries Division

The Tyres and Batteries Division of Mohsin Haider Darwish LLC offers a comprehensive range of Tyres, Tyre Accessories and Batteries. The products line handled by the division includes world renowned products like Michelin, BF Goodrich, Federal, Hero, Regal, Balkrishna Tyres (BKT), Infinity, Magna, Constancy, NBC, Actron Plus, Optima Batteries, Eneos, Hatco, Schrader Ac-cessories etc. All the products of the division are backed by the professional after sales service.

Projects Division The Projects division is diversified into following departments, which are engaged in build & design, sales, service & marketing of: Heating, ventilation & Air Conditioning (HVAC), Commercial Kitchens equipment & Warehouse shelving systems, Commer-cial Refrigeration & Laundry Equipments, Building Management Systems. These departments are effectively supported by a full-fledged Services department.

Building Materials Division

The Building Material division is diversified into following depart-ments, which are primarily engaged in sales & marketing of Plas-ters & Plastering Accessories, Manhole Covers, Steel Doors & Roller Shutters, Waterproofing /Fire proofing systems, Expansion Joints, Plumbing – Copper Tubes, Fittings, Valves and UPVC Drainage Pipes & Fittings, Gypsum Ceilings / Partition, Gypsum Ceiling Tiles & Boards along with Profiles, Calcium Silicate Boards & Glass Blocks, Sanitary Ware & Tiles, Light Weight Blocks etc.

The strategic location of the Salalah Port at the major East-West Shipping Lane makes it the region’s best located port in order to access the Middle East, Indian Subcontinent and East Africa. Keeping this growth potential in mind, MHD LLC is looking to fur-ther grow its operations in Salalah and make more of its world class selection of products and services available to the city’s residents.

Port of Salalah Magazine | Issue1 | 2015

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Transcript of Port of Salalah Magazine | Issue1 | 2015