meed-logo

line1 line2 line3
SIGN IN / REGISTER

Omran’s tourism strategies help deliver Oman 2040

24 December 2024

 

Tourism is a key component of Oman 2040, the overarching vision guiding social and economic development in the sultanate. 

The sector will play a key role in promoting Omani culture and national identity by showcasing cultural and historical landmarks, while at the same time promoting economic diversification by creating opportunities for work and investment. 

Oman Tourism Development Company (Omran Group), which was established in 2005 by the government, is playing a leading role in delivering these objectives with a multi-faceted approach that aims to enhance Oman’s tourism offering so that it can deliver on the goals of Oman 2040. 

Omran’s approach covers the entire value chain of the tourism industry, says Hashil Al-Mahrouqi, CEO of Omran.

“This covers three key areas. Number one is creating experiences so that people have a reason to come and visit the sultanate. Number two is hospitality, which means that once people come to Oman, they need somewhere to stay, and Omran has a portfolio of hotels and resorts. The third part is development, which is what we do for people who want to stay in the sultanate, so for that we create destinations.”

Oman’s diverse landscape allows it to be a year-long destination, but only if we emphasise the experiences as part of a year-round calendar and let people know about it

Delivering experiences

While the three areas are all interconnected, creating experiences is the most important aspect for Al-Mahrouqi. “That is the focus because it is the gateway for getting people to Oman,” he says. 

Oman has a long history, wide-ranging geography and varied climates to tap into for tourism experiences.

“We have assessed 15 different locations within the sultanate to showcase the different experiences we can offer,” says Al-Mahrouqi. “What really matters is connecting the experiences and the country’s unique selling points. Oman’s diverse landscape allows it to be a year-long destination, but only if we emphasise the experiences as part of a year-round calendar and let people know about it.”

Distinct submarkets

The variety of Oman’s tourism offering means it already has distinct submarkets with different visitor profiles and durations of stay. When visiting the coast or the mountain destinations, the duration of stay is typically about two days, while visitors to Salalah during the summer monsoon, known as the Khareef, tend to stay longer, with stays of about five days.

“We know that people love to visit Salalah for the Khareef, and we know that it is a long stay for people from the region and within Oman. During the winter, we have visitors who want to glimpse a bit of the city and then want to go camping. Those visits are normally two days and two days,” says Al-Mahrouqi. 

By developing new experiences, Omran will enhance these existing offerings. “With our projects, we want to give experiences that will give visitors a reason to stay longer. We want to give more variety so they can spend more time here in Oman,” says Al-Mahrouqi.

Sustainability commitment

Experiences are just part of Omran’s project portfolio, and the agency is working on a range of other development and hospitality projects.

“Anything we do as a development project has to support our overall goals for the tourism sector. It also has to be sustainable, because sustainability is part of our DNA as an organisation.”

Omran’s commitment to sustainability was underscored in September, when it published its environmental, social and governance (ESG) framework for the group’s operations so they align with Oman Vision 2040 and the United Nations Sustainable Development Goals (UN SDGs).

For specific projects, Omran has a broad range of development and hospitality schemes across the sultanate.

“We are working on Sustainable City at Yitti and that is in construction now. Then there is Madinat Al-Irfan, which, with 7 million square metres (sq m), will be a destination with experiences, hospitality and lifestyle, so that it connects all the dots with what we are doing as Omran,” says Al-Mahrouqi. 

Two other major projects in Muscat are planned. “There is a very important project called the Opera District next to the Royal Opera House. We are working with our neighbours so that the whole area is thoroughly masterplanned to ensure we are doing something different,” says Al-Mahrouqi. “We are also working on the redevelopment of Sultan Qaboos Port.” 

Outside of the capital, another masterplanned development is planned for Salalah. “It is related to agri-tourism, and covers an area of 5.5 million sq m,” says Al-Mahrouqi. The project will leverage Salalah’s unique climate on the Arabian Peninsula by growing 50,000 coconut trees along with papaya and banana trees.

We are [bringing] Club Med to the region for the first time as a hotel operator 

Omran is also working on hospitality projects. One such project is the Four Seasons development project, which will offer a hotel and branded residences, including what will be Muscat’s most expensive penthouse. 

To the north, on the Musandam Peninsula, Omran is working on a Club Med resort. “We are [bringing] Club Med to the region for the first time as a hotel operator,” says Al-Mahrouqi. 

Another project Omran is developing is a resort on Oman’s tallest mountain, Jebel Shams, which is also the tallest mountain on the Arabian Peninsula. “That is a wellness resort called the Stars Reserve,” he says. “It has been carefully designed so there is no light pollution to affect the views of the night sky.”

https://image.digitalinsightresearch.in/uploads/NewsArticle/13175402/main.gif
Colin Foreman

Register for MEED's guest program now to access this article.

Click here to register
Exclusive from Meed
Related Articles
  • Middle East becomes a hub as rail networks mature

    21 November 2025

     

    The resurgence in investment in metro and intercity lines means the region is no longer an emerging market for the global rail industry. It is now an established hub with an expanding network of projects and, increasingly, the need for ongoing servicing, upgrades and new technologies.

    “We are reaching a point where it is not just about building new lines. Customers are now understanding that it is not enough to just buy new trains – they also need long-term partnerships to service and maintain them efficiently,” says Martin Vaujour, Alstom’s Africa, Middle East and Central Asia region president.

    Alstom, which has supplied rolling stock and systems for major schemes in the region such as the Riyadh Metro, is now seeing growing demand for both new-build contracts and service agreements. “There are still lots of new investments,” he says, “but also growing activity in signalling projects, service projects and spare parts – areas that used to be small but are now taking off. That is a [source] of satisfaction for me, because those businesses are less risky, have better margins and create long-term relationships with customers.”

    The change is an important development as the region becomes a mature market with diverse opportunities for the rail industry. “There was a time when countries would just buy materials with export credit,” says Vaujour. “Now, they are supporting local capacity to service and maintain trains. The mindset is evolving, and that is a very positive sign.”

    Saudi expansion

    Buoyed by the opening of Riyadh Metro at the end of 2024, Saudi Arabia remains an important market. “They are happy with the success [of Riyadh Metro],” says Vaujour. “There is extension work on the existing lines, new rolling stock being discussed and a potential Line 7 project. The network is expanding, and that is a great success story.”

    The next wave of growth in Saudi Arabia includes the planned Qiddiya Express high-speed line, which has recently attracted expressions of interest. 

    “That project has been on our radar for some time,” says Vaujour. “It is under the umbrella of the Royal Commission for Riyadh City, which is very well organised and structured. That gives the project strength and credibility.”

    The scheme is being developed as a public-private partnership, a model that Vaujour says fits Saudi Arabia’s stable economic environment. “Public-private partnerships (PPPs) take longer to put together because they are more complex to structure, but in countries like Saudi Arabia – stable and with the capacity to raise debt – why not?” he says. 

    “We are fine with PPPs. We have experience from France, the UK and Spain.”

    While Alstom does not invest directly, it plays a key role in structuring deals. “We are facilitators and advisers,” says Vaujour. 

    “Our job is to accompany the customer, to adjust and iterate with them, and to help find the best solution. PPP is one of the tools in the box – not the simplest one, but one that works.”

    The challenge in the market today is not a lack of opportunity, but deciding where to focus. 

    “Our main problem is not the market; it is how to be selective,” he says. “We have more than enough opportunities to ensure a nice trajectory of growth. The difficulty is to pick our battles and fight for the right ones.”

    The challenge in the market today is not a lack of opportunity, but deciding where to focus

    Shifting focus

    In Africa and Central Asia, Alstom has long-term locomotive and commuter train partnerships that offer years of visibility. In the Gulf, by contrast, the model remains dominated by engineering, procurement and construction-style projects. 

    “It is more big projects, where civil contractors team up with us to deliver metros or airport people movers,” says Vaujour.

    As regional urban transport networks become established, attention is turning to intercity and high-speed rail. “In the Gulf, the Abu Dhabi-Dubai high-speed project is probably the most advanced, while Qiddiya Express and upgrades to the Haramain line in Saudi Arabia could also accelerate momentum.”

    Interest in high-speed connections between Riyadh, Doha and Kuwait is also growing, although such schemes will depend on electrification. “High-speed rail comes with electrification,” Vaujour notes. “And that means significant investment.”

    In addition to new infrastructure, the rail sector is being reshaped by technology. Alstom is investing in clean traction systems, such as hydrogen and battery-powered trains, as well as in autonomous operations.

    “Hydrogen and battery traction are progressing, but they are still in an early stage,” says Vaujour. “Diesel will continue to dominate freight for some time, because there is no clean technology yet that can deliver that level of power. But for passenger services, we are starting to see progress.”

    Driverless trains are another major growth area. “Customers everywhere are interested, partly because it is increasingly hard to find drivers, and also because software drives more efficiently than humans. It is more energy-efficient and reduces wear and tear,” says Vaujour.

    As the Middle East’s networks expand, upgrading existing infrastructure is becoming as important as building new lines. Signalling systems are central to this evolution. “You cannot just create new lines every year – it is too expensive,” says Vaujour. “Signalling allows you to double train frequency. It is what makes networks more efficient.”

    The evolution reflects a wider transformation of the region’s rail sector. “The Middle East has become an established rail hub,” says Vaujour. “It is no longer just about building – it is about operating, maintaining and evolving.” 

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15131845/main.gif
    Colin Foreman
  • Dubai launches auto trade hub

    21 November 2025

    Register for MEED’s 14-day trial access 

    Dubai has announced plans to develop one of the world’s largest and most advanced automotive trading hubs.

    Dubai Municipality has signed a partnership agreement with DP World’s Economic Zones division to establish and manage the market. Under the agreement, DP World will provide integrated logistics and zone management services, including e-commerce and trade finance solutions.

    The Dubai Auto Market will span a 22‑million‑square‑foot complex that will be developed by DP World.

    It is planned to host more than 1,500 showrooms, clustered workshop zones, warehouses and multi-storey parking facilities, alongside a convention centre, hotel, auction house, retail outlets, and food and beverage areas. The facility is designed to handle over 800,000 vehicles a year, including new and used electric, hybrid and conventional models.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15131809/main.gif
    Colin Foreman
  • Riyadh sets December deadline for Prince Mishaal Road

    20 November 2025

     

    The Royal Commission for Riyadh City (RCRC) has allowed contractors until 3 December to submit bids for a contract to develop Prince Mishaal Bin Abdulaziz Road Axis-Taif Road in Riyadh.

    The previous deadline was 19 November.

    The scope of work covers general road improvement works, including street upgrades, drainage works, relocation of existing utilities, dry and wet utilities, and other associated infrastructure.

    RCRC is investing in improving the road network in and around the kingdom's capital.

    Earlier in November, MEED reported that RCRC had begun post-tender clarifications with bidders for a contract covering upgrade works on Najm Al-Din Al-Ayoubi Road in Riyadh.

    The scope of work covers general road improvement works, including upgrades to three bridges at Al-Zahabi Road, Abdulrahman Adakhel Road and Atia Al-Saady Road.

    In February, RCRC announced plans to develop eight road projects in Riyadh at an estimated cost of more than SR8bn ($2bn).

    The projects form part of the second group in the Riyadh Ring Roads and Main Axes development programme.

    The schemes include:

    • The northern part of the Prince Turki Bin Abdulaziz Al-Awwal Road development project, with a length of more than 6 kilometres (km). The scope includes the development of two main intersections, the construction of three bridges and a tunnel.
    • The middle section of the Al-Thumama Road Axis development project. The scheme will cover about 10km and includes the development of five main intersections and the construction of 11 bridges and five tunnels.
    • The Imam Abdullah Bin Saud Road development project, which will stretch about 9km and includes the development of four main intersections, the construction of three bridges and two tunnels.
    • The Dirab Road development project, which will cover 9km and includes the development of two main intersections and the construction of nine bridges.
    • The Imam Muslim Road development project, which stretches 12km and includes the development of four main intersections and the construction of four bridges. The project will serve as the future extension of the Prince Turki Bin Abdulaziz Al-Awwal Road Axis to the south.
    • The road network development project surrounding King Abdullah Financial Centre, with a length of 20km. This includes the development of three main intersections and the construction of 19 bridges.
    • The construction of a bridge at the intersection of King Salman Road in the east with Abu Bakr Al-Siddiq Road in the north.
    • The first package of engineering modifications for crowded sites in Riyadh, encompassing improvements to alleviate traffic congestion during peak times.

    In August last year, RCRC confirmed it had awarded four contracts worth SR13bn ($3.46bn) as part of the first phase of the programme to develop the city’s road network.

    RCRC said the first phase will develop the axis of the main and ring roads to improve traffic movement in the city.

    Other major projects by RCRC include Riyadh Metro, Riyadh Art, Sports Boulevard, King Salman International Park and the Green Riyadh project.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15123861/main.jpg
    Yasir Iqbal
  • Riyadh advances with rail link prequalifications

    20 November 2025

     

    Saudi Arabia Railways (SAR) is expected to begin the second stage of the prequalification process for a contract covering the construction of a new railway line, known as the Riyadh Rail Link, which will run from the north to the south of Riyadh.

    MEED understands that the consortiums need to propose self-funded financing arrangements for the project as part of the new round of prequalifications.

    Contractors submitted their initial prequalification documents earlier this month.

    The scope of work includes constructing a 35-kilometre-long double-track railway line connecting SAR’s North-South Railway to the Eastern Railway network.

    The contract also covers the procurement, construction and installation of associated infrastructure such as viaducts, civil works, utility installations, signalling systems and other related works.

    The project is expected to form a key component of the Saudi Landbridge railway.

    The Saudi Landbridge is an estimated $7bn project comprising more than 1,500km of new track. Its core component is a 900km new railway between Riyadh and Jeddah, which will provide direct freight access to the capital from King Abdullah Port on the Red Sea.

    Other key sections include upgrades to the existing Riyadh-Dammam line and a link between King Abdullah Port and Yanbu.

    The start of tendering activity for the Riyadh Rail Link project makes the construction of the Saudi Landbridge more likely. 

    The project is one of the kingdom’s most anticipated infrastructure programmes. Plans to develop it were first announced in 2004, but the project was put on hold in 2010 before being revived a year later.

    Key stumbling blocks were rights-of-way issues, route alignment and its high cost.

    In December 2023, MEED reported that a team of US-based Hill International, Italy’s Italferr and Spain’s Sener had been awarded the contract to provide project management services for the programme.

    If it proceeds, the Landbridge will be one of the largest railway projects ever undertaken in the Middle East – and among the biggest globally.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15123411/main.jpg
    Yasir Iqbal
  • Indian contractor bids lowest for $381m Kuwait oil project

    20 November 2025

    Indian contractor Megha Engineering & Infrastructure (Meil) has submitted the lowest bid for an upstream oil project in Kuwait, according to information published by the country’s Central Agency for Public Tenders (Capt).

    The company submitted a bid of KD117m ($381m), outbidding six other companies that participated in the tender.

    The scope of the project is focused on a water separation facility at the Al-Rawdatain facility in Kuwait.

    The water separation facility is being developed at Gathering Centre 25 (GC-25) and a pumping facility is being developed at GC-30.

    The full list of bids submitted is:

    • Meil (India) – KD117m ($381m)
    • Mechanical Engineering & Contracting Company (Kuwait) – KD130m
    • Spetco (Kuwait) – KD158m
    • Al-Kharafi (Kuwait) – KD164m
    • China Oil HBP Science & Technology (China) – KD169m
    • Alghanim International (Kuwait) – KD169m
    • Jereh Oil & Gas Engineering (China) – KD191m

    The client on the project is state-owned upstream operator Kuwait Oil Company (KOC).

    The scope of the project includes:

    • Installation of three-phase low-pressure (LP) wet separator package
    • Installation of low-pressure gas knock out drum (KOD)
    • Installation of a high-integrity pressure protection system (HIPPS)
    • Installation of wet crude oil header connection
    • Installation of LP gas pipelines
    • Installation of effluent water (EW) balance tank
    • Installation of effluent water transfer pumps
    • Installation of fuel gas sweetening modular package
    • Installation of chemical injection systems
    • Installation of inline analysers
    • Installation of high-pressure flare
    • Installation of oil recovery system with pumps, flowmeter and analyser
    • Interconnecting piping, instrumentation, electrical and civil works
    • Installation of fire water network
    • Installation of potable water system
    • Installation of control room
    • Installation of substation cabling
    • Related civil, structural, piping, mechanical, electrical and instrumentation works
    • Installation of crude oil lines
    • Installation of tie-ins for process and utilities
    • Installation of effluent water pipeline

    In October, KOC awarded Meil a separate contract for its planned project to develop a gas sweetening and recovery facility in West Kuwait.

    Hyderabad-based Meil submitted the lowest bid for that tender, at KD69.2m ($225.5m), in February this year.

    Kuwait is trying to boost project activity in its upstream sector.

    The country’s national oil company, Kuwait Petroleum Corporation, is aiming to increase oil production capacity to 4 million barrels a day (b/d) by 2035.

    In August, Kuwait announced that it was producing 3.2 million b/d.

    Earlier this month, KOC said it was planning to spend KD1.2bn ($3.92bn) on its exploration drilling programme through 2030.

    https://image.digitalinsightresearch.in/uploads/NewsArticle/15120910/main.png
    Wil Crisp