Head Office: Tel.: 24709171/73/74, Fax : 24795583, Showrooms: Ruwi: Tel: 24795503/4,Digital Showroom(Sabco Centre) Tel.: 24566727 Sohar: Tel: 26845975/6, Fax: 26845977,Salalah: Tel: 23202706, Fax: 23294588. Available in all Leading electronics stores

2 March 2010

EDITORIALEditor-in-Chief HH Sayyid Tarik Bin ShabibEditor Mayank SinghPrincipal Correspondent Visvas Paul D KarraCorrespondent Malcolm X Crasta

DESIGNArt Directors Sandesh S. Rangnekar Minaal G. PednekarSenior Designer M. BalagopalanSenior Photographer Rajesh BurmanPhotographer Sathyadas C. NarayananCover DesignMinaal G. Pednekar

Production Manager Govindaraj Ramesh

MARKETINGGroup Advertising Manager Jacob GeorgeAdvertising Manager Avi TitusAssistant Advertising Manager Jinu Mathew Varghese

CORPORATEChief Executive Sandeep SehgalExecutive Vice President Alpana RoyVice President Ravi Raman

Senior Business Support Executive Radha Kumar

Distribution United Media Services LLC

OER Presentations – Signature – Oil & Gas Review – Special Report on BankMuscat

Published by United Press & Publishing LLC PO Box 3305, Ruwi, Postal Code - 112 Muscat, Sultanate of Oman Tel: (968) 24700896, Fax: (968) 24707939 Email: publish@umsoman.com

All rights reserved. No part of this publication may be reproduced without the written permission of the publisher. The publisher does not accept responsibility for any loss occasioned to any person or organisation acting or refraining as a result of material in this publication. OER accepts no responsibility for advertising content.

Copyright © 2010 United Press & Publishing LLC Printed by Oman Printers

Correspondence should be sent to: Oman Economic Review United Media Services PO Box 3305, Ruwi 112, Sultanate of Oman Fax: (968)24707939 Email: editor@oeronline.com Website: www.oeronline.com

No 116 March 2010

Business has lots to learn and multiple avenues to learn from. Management education is becoming better and more accessible. There are more management books and journals today than ever before. Then there are business magazines like OER that not only inform but also attempt to guide and educate. With so much of wisdom on offer, it is an irony that most successful people don’t quote a publication or

a course as the source of the most profound advice that they got.

The advice they cherish mostly is usually the one that they got from their parents, mentors or bosses. This probably has something to do with the advice as well as the adviser. There is something heartwarming and enduring about a definitive advice given by a person we personally admire and respect. Such advice remains embedded in our minds throughout our lives.

In a world where uncertainty reigns, we could all benefit from some sound advice. Keeping this in mind we decided to give readers a break from the regular news and opinions and give you something unique and valuable. We asked the who’s who of Oman’s corporate world to share with us the best advice they ever got. The result is a compilation of the most profound pieces of advice that you will ever find between the covers of a magazine.

The most fascinating part of these anecdotes is that the best advice that some of Oman’s most successful businesspersons and professionals received was not business advice. It’s an advice on life, but one that changed the course of careers and businesses significantly. This collection of larger-than-business advice acquires special significance in these times when economic crosscurrents have created unprecedented challenges for businessmen and professionals.

Agatha Christie said, “Good advice is always certain to be ignored, but that’s no reason not to give it.” So here we go.

Good advice: pass it on

Mayank Singh

To read, click on link at: www.oeronline.comOER -magazine

4 March 2010

Way to goThe February issue of OER did a great job of giving an in-depth presentation of the 2010 budget. The government on its part is doing a tremendous job of keeping the wheels of the economy moving with its infrastructure and social spending. H E Ahmed bin Abdulnabi Macki, minister

Write to us with your comments/feedback at: editor@oeronline.com

Marking another first in the Sultanate’s publishing industry, United Media Services

(UMS) has graduated all its magazines onto to the digital platform. Oman Economic Review, Alam Aliktisaad Wala’mal, Al Mar’a English and Arabic, Signature, Oil and Gas Review, Dossier, Ruwad -- Oman’s leading publications are now available as e-magazines at www.oeronline.com. The move will give these magazines a widespread readership. Sandeep Sehgal, Chief Executive, UMS says, “We realise that digital is the way forward and our e-magazines are an effort to give customers and readers a new age solution.” These e-magazines will gives readers multiple benefits such as easy browsing, handling convenience, pages not getting stale and probably the worst, not getting misplaced. It provides ease and comfort to the end users who can utilise the magazines more effectively. The e-version acts as a digital replica of a magazine containing information about it, with images and features increasing value for the reader. Says Alpana Roy,

UMS publications now available as e-magazines

executive vice president, UMS, “The initiative is based on the feedback that we received from our valued partners and stakeholders. Our e-magazines will give advertisers a much larger reach and penetration ensuring that they get the maximum bang for every rial spent on our titles.” The move has been welcomed by corporate captains. Says P Chandrasekhr,

group general manager, Jawad Sultan Group of Companies, “The UMS group has done something stellar. I will not be wrong to say that Oman’s splendour and its value proposition will only get enhanced in the eyes of the international investors when you go digital. Personally, I am happy that I will get to read OER as and when I want to.”

for national economy deserves kudos for his exemplary efforts at keeping the wheels of the economy moving in a difficult period.

Naresh Kumar, Ruwi

FranchiSe Model The franchising article in OER’s February issue made for interesting reading. Franchising gives businessmen a chance to learn from the past experience of others. It also helps as one does not need to reinvent the wheel completely. The fact that established brands like KFC, McDonald’s, Subway etc already have a lot of brand pull, helps a business take off in its initial stages. If one is careful about certain loopholes, then one can really make good of a franchising opportunity.

Mohammed al Balushi, Seeb

Still going StrongOman Arab Bank has set new standards of excellence over the last 25 years. The bank has been one of the pioneers in project finance in the Sultanate, almost every big project in Muscat, Sohar and Salalah has been financed by OAB. The conservative ethos of the bank has helped it to withstand the economic downturn confidently. Its efforts to grow its retail portfolio in conjunction with its project lending has limited its exposure to consumer loans.

D Premkumar on e-mail

E-PUBLICATION

6 March 2010

20in the neWSSustainability is the keyPetroleum Development Oman’s operations are becoming increasingly efficient and production has now stabilised. An OER report

80coMPany ProFileQuality differentiationHMR Consultants provides a range of cutting edge environment consultancy to its clients

84oil & gaSEnergy future to be showcased at expoThe seventh Oil & Gas West Asia Exhibition and Conference will also feature an EOR conference

88MediaStrength-to-strengthTimes of Oman celebrated its 35th anniversary on February 23, 2010. Essa M al Zedjali, Editor-in-Chief of the paper talks about the years gone by

INTERVIEWThe numero uno

Bahar has been voted as the greatest brand amongst a list of 130 brands

in a recent Brand Survey by Oman Daily Observer. A look at the reasons for the

brand’s success

28

ENVIRONMENTA long term

strategy for The WaveThe Wave Muscat has commissioned

ongoing topographical surveys to monitor the effects on the underwater environment caused by reef building

and the dredging process

76

BEYOND BOARDROOMS

An indelible markThe Computer Stationery Industry Group is moving from one success to another

as it continues to maintain its leadership position in delivering quality printing

products to its clients

98

c o V e r S t o r y

Editorial 2

Economy Watch 8

Business Briefs 10

Periscope 24

Real Estate 78

Auto News 90

Event 82

Economy 86

Billboard 92

Market Watch 96

Gizmos 97

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Bright horizonsPetroleum Development Oman (PDO) has seen a steady rise in its production levels of both oil and gas thanks to its enhanced oil recovery methods.

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10 March 2010

First Mazoon Fund outperForMs MsCi indexThe First Mazoon Fund (FMF), a fund that invests in the stocks that are listed in GCC markets has announced a profit of 768,203 rials resulting in a profit of 22 per cent compared to the MSCI (GCC) index return of 18 per cent, thus outperforming it by four per cent. The fund’s investors include Omani pension funds, financial Institutions, corporates and Individuals. The Fund has been consistently performing well and has outperformed the benchmark indices and its peer group. The fund has given 115 per cent return in the last five years. The fund has proposed a dividend of five per cent cash and 15 per cent stock, subject to the approval of the unit holders meeting scheduled for March 7, 2010. If approved, the dividend shall be paid by the end of March 2010.

oiB ConCludes Bank BranCh ManageMent diploMaOIB organised a training course on the management of retail operations, accounting and auditing in coordination with the Arab Academy for Banking and Financial Sciences of Jordan. The course which was held at the bank’s training centre in Ruwi was attended by about 26 employees who represented branch managers and departments heads at the bank. The course raised a number of related topics in the field of retail operations, the conduct of banking operations as processes of deposit and liquidity management, bank credit cards and treasury operations, as well as letters of credit and foreign exchange and foreign trade finance and operational risks.

To meet increased demand and help more customers, Nawras has expanded its retail outlets to Muscat International Airport (MIA) and Lulu Hypermarket at Darsait. Delivering a unique

retail experience, Nawras Stores are growing in size and number to meet the varied communication requirements of its subscribers. There are 22 Nawras stores across the Sultanate. At MIA, customers

and arriving passengers were recently invited to join the inauguration ceremony of the redesigned Nawras kiosk. “The new look kiosk is bright and refreshing like Nawras and reflects our dedication to delivering the highest levels of customer-friendly technology in a clear and transparent way,” said manager Haithem al-Zadjali. At Lulu hypermarket in Darsait, Nawras has moved to a different location and expanded with the opening of a new, fully-fledged Nawras Store reflecting the latest, exciting design concept which was first unveiled at City Centre Qurm.

National Bank of Oman’s (NBO) 2010 calendar is a recognition of ordinary Omani women role models with extraordinary achievements, keeping in line with the vision and leadership of His Majesty Sultan Qaboos bin Said, to empower Omani women. The bank honoured and recognised some of Oman’s women role

models, in appreciation of their participation in NBO’s calendar. The event was attended by many Omani role models who featured in NBO’s 2010 calendar. The women who have participated in NBO’s calendar include: Yuthar al Rawahy, founder of the National Cancer Awareness Society, Bushra al Wahaibi, Omani

novelist, Sukaina Haider an entrepreneur, Hiba al Rahbi, the first woman to achieve the rare feat of standing on her horse in public, Nasra al Adawi, a poet who has published several books, Alia al Qalam, Oman and the Gulf’s first aeronautical engineer and Salwa Sultan, one of Oman’s first few teachers to pioneer education.

Nawras expands stores to help customers

NBO honours Omani women role models

Zawawi Trading Company L.L.C., P.O. Box 58, Postal Code 100, Muscat, Sultanate of Oman

Tel No.: +968-24565346 / 24562077 Ext. 277/278/279; Fax No.: +968-24565501 / 24562747

Website: www.omzest.com

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12 March 2010

The first production factory for spun concrete poles was inaugurated by HE Dr Rajiha bint Abdulamir Ali, Minister of Tourism in the presence of HE Maqbool Ali Sultan, Minister of Commerce and Industry, HE Angelika Renate

Storz-Chakarji and further high rank delegations from government and private sector. The newly constructed factory with an investment of around five million rials was established by a joint venture of the European leading pole

producer EUROPOLES and RAY International, a leading engineering consulting company for oil and gas and power distribution. EUROPOLES Middle East, with a total capacity of 40,000 poles, is expected to replace the wooden poles that are currently used in Oman. EUROPOLES has delivered poles from Germany and with its new local production, the company will be able to offer Oman reliable and cost-effective domestically produced overhead transmission poles, instead of costly imports from abroad. Additionally the products will be exported to other countries in the GCC region.

BankMusCat extends support to woMen entrepreneursIn line with the national objective of empowering women, BankMuscat offers key support to women development programmes. With women comprising a major customer segment, BankMuscat has developed unique products and services targeted at them. The Small and Medium Enterprise (SME) department supports various programmes aimed at skill development of women, especially businesswomen across all SME sectors. Abdul Nasir al Raisi, head - SME Credit and Marketing, said, “BankMuscat acknowledges that the development of Oman significantly hinges on the role played by women and that they need to be provided the required support to realise their full potential. BankMuscat has always been at the forefront, providing the required support to inspire Omani youth to start their own businesses.”

ita appoints e&Y as advisors For e-visa projeCtThe Information Technology Authority (ITA) has appointed Ernst & Young as advisors for the e-Visa System project. The objective of the government is to implement a world class system that acts as the government gateway to electronic visa service delivery system that will be tightly integrated with backend business applications. This system is expected to enable the Sultanate to process and issue visas and visa application forms online. Furthermore, it will enhance the current process of public (from inside and outside Oman) to apply for visa through the internet.

EUROPOLES opens its factory in Oman

Oman Mobile has been recognised as the leading telecom brand in Oman in a new nationwide survey of the country’s greatest brands conducted by the Oman Daily Observer newspaper. The accolade comes in a recently published new book that looks at the top 130 brands with Oman Mobile leading the way in the telecom sec-tor and coming 29 places ahead of its nearest rival in the mobile sector. In another landmark achievement, Oman Mobile announced that it has over two million subscribers. This figure reinforces Oman Mobile’s leadership position in the mobile telephony market. Commenting on the an-nouncement, Omantel CEO Dr Amer al Rawas said: “We are delighted to start 2010 with this landmark achievement

that once again reinforces the leadership position that Oman Mobile established throughout the country in delivering the best mobile telephony servic-es through the most extensive

and wide reaching nationwide network. He explained that there are positive trends that are reinforcing this in term of subscriber’s number and total market share”.

Oman Mobile voted leading telecom brand

RAYMOND WEIL BOUTIQUESabco Commercial Centre

Al Qurum - 1st FloorMuscat - Oman

Tel: 24567638, 92802128

14 March 2010

MuriYa to showCase jeBel siFah and salalah BeaCh Muriya Tourism hosted a four-day sales event spotlighting investment opportunities linked to its prestigious Jebel Sifah and Salalah Beach developments. During the event, which took place at the developer’s Muscat Sales Centre in Shatti al Qurum, Muriya unveiled a package of exclusive offers and attractive payment terms – applicable for a limited period only. During the promotion, interested buyers explored a remarkable range of purchase options of Muriya’s choice of villas and apartments, which are available now at renewed prices. Investors can also take advantage of a diverse selection of payment methods that can extend up to seven years. Moreover, any villa or apartment purchased during the four-day promotion comes fully furnished upon delivery, courtesy of Muriya.

guteCh students Meet gerMan aMBassadorA group of nine GUtech foundation-year students, who have been studying German as a foreign language in the past year, visited the German Ambassador H E Angelika Storz-Chakarji recently. “For most of us this is the first time that we are meeting an ambassador,” said Manal al Hajri, who is studying Urban Planning and Architectural Design at GUtech. Manal thanked the ambassador for her hospitality and handed-over a small gift from the students – a compilation of photos of interesting sites in Oman and articles on popular young Omani personalities. HE Storz-Chakarji was very impressed with the students ideas.

RSA Insurance Group (RSA) and ONIC Holding (ONIC) announced an agreement in which RSA Oman will acquire Al Ahlia from ONIC for 19mn rials. The purchase price is subject to a net asset value adjustment on completion. In return ONIC will acquire a

20.03 per cent stake in RSA Oman. The transaction will create the largest insurance group in Oman. Paul Holmes, CEO of RSA Middle East, commented, “Through this acquisition of Al Ahlia, we create a market leading insurer in Oman and this enhances

our emerging markets position in the Middle East.” Sayyida Rawan Ahmed al-Said, group chief executive, ONIC said, “We believe that this alliance will enhance value for ONIC’s stakeholders and would have a positive impact on the insurance industry in Oman.”

RSA acquires Al Ahlia from ONIC

National Mining Company (NMC) has been rebranded on a global basis to Mawarid Mining. Speaking about the new brand name, Jan Jansen, CEO of Mawarid Mining said, “The rebrand reflects the exciting evolution from a humble beginning in

1997 into a mining business that is well-positioned with the potential to capitalise growth opportunities locally, regionally and internationally.” Mawarid Mining believes that an organisation should focus on corporate social responsibility and business

performance equally. Mawarid Mining is not just a business. It is part of the environment, lives, cultures and economies of the people across the regions where it operates. Mawarid becomes a part the community fabric by adding the human touch.

Bank Sohar has announced an avant-garde overture to provide support for the National Football Team when they meet Kuwait in the Asian Cup Qualifiers’ on March 3. The Bank’s wholehearted support to the ‘Reds’ will

involve and include the bank’s customers all over the country. Bank Sohar will make a bulk purchase of tickets for the qualifier cup match and then distribute it to their customers free-of-charge through their branch network. Customers

may avail of this offer by approaching the Bank with their customer identity and avail of a great opportunity to be at the stadium to cheer the Oman team. The tickets will be available to customers on a first-come first-serve basis.

National Mining’s re-branding highlights CSR

Bank Sohar supports national football team

16 March 2010

al kanz 2010 draw heldNational Bank of Oman (NBO) conducted its first monthly grand draw of 100,000 rials (two winners of 50,000 rials each) and 10 winners of 1,000 rials at NBO’s Quriyat branch, in the presence of valued customers and the reputed audit firm Price Waterhouse Coopers. NBO has so far announced 50 winners of 1000 rials in just five weeks of this year. The bank will be announcing 10 winners of 1,000 rials every week and two winners of 50,000 rials every month during the year 2010.

liC’s jeevan aasthaLIC International, has launched New Jeevan Aastha an investment plan offering guaranteed returns for NRIs in Oman. The product launched to mark the 20th anniversary of LIC International is a close ended product and will be available for only two months – until March 27. “Jeevan Aastha offers insurance and guaranteed returns to policy holders by paying a single premium. Customers can choose between three, five or ten year terms,” said R Thamodharan CEO and MD.

CondÉ nast ranks Barr al jissahCondé Nast Traveller has ranked Shangri-La’s Barr Al Jissah Resort and Spa among the best hotels around the globe, in the British edition of its prestigious Gold List for 2010. Travel experts and editors of the sought after publication based their decision on the six criteria of service, location, food, rooms, leisure facilities and ambience and design. The resort was the only property honoured in the Sultanate and was a new entry in this category for 2010.

KPMG’s inaugural Corporate Finance Breakfast Seminar was successfully conducted at the Grand Hyatt on Febru-ary 6, 2010. The seminar on Joint Ventures: A Tool For Growth was well received by the audience of leading businessmen and strategic decision makers from private and public sectors. The sem-inar was based on research and analysis conducted by KPMG in conjunction with the Globalisation and Strat-egy Research Center at IESE

Business School in Spain. Richard Williamson, KPMG

director and head of corpo-rate finance, highlighted that joint ventures have been a mainstay of corporate expan-sion into new markets and internationally, and are mak-ing a strong comeback as a cash-conserving solution in an era of conservative and more constrained finance. Doug McPhee, deputy chair of KPMG’s global valua-tion practice and the head of valuation for the EMEA region also addressed the seminar.

KPMG seminar on joint ventures

The Lhoist Group of Belgium and the Suhail Bahwan Group (SBG) of Oman have decided to join forces to explore and develop limestone and dolo-mite resources in Oman. A joint venture agreement was signed by both partners on January 18, 2010. The new joint venture, 60 per cent owned by the Lhoist Group

and 40 per cent owned by the SBG, will be called Bahwan Lhoist and will be supervised by a board comprising of three members each from the Lhoist Group and the Bahwan Group. The Lhoist Group will be represented by its group chairman Baron Jean-Pierre Berghmans, the deputy CEO Jean Pierre

Henin and the executive vice president Patrick Andre. The SBG will be represented by its group chairman Sheikh Suhail Bahwan; managing director of the group’s holding company Sheikh Ahmed Bahwan; and advisor to the group chairman Divyendu Kumar. The joint venture will significantly con-tribute to Oman’s economy.

SBG ties up with Lhoist of Belgium

Oman will have repre- sentation on the Middle East Advisory Board of media auditing firm BPA Worldwide, following the appointment to the board of Mohammed al Hassani, head of corporate communications at BankMuscat. “The increasing numbers of publications represent a major challenge for advertisers to create a model that will maximise their investment in advertising.

Currently, most of the media space buying decisions in Oman are based on past experience or trial and error because of a lack of transparent, trusted data,” says Al Hassani. “My main objective on the advisory board is to help speed up the culture of auditing in Oman and other countries in order to help maximise the return on our advertising spend,” Al Hassani said.

BankMuscat joins BPA board

18 March 2010

radisson MusCat CeleBrates ten Years The Radisson Blu Hotel, Muscat celebrated its 10th anniversary on the February 15, 2010. The celebrations were attended by Kurt Ritter, the president and CEO of the Rezidor Hotel Group and Marko Hytonen, Rezidor’s area vice president and Torbion Bodin, former general manager of the Radisson Blu Hotel, Muscat. Ambassadors and many businessmen attended the event. Michael Jacobi general manager of the hotel gave a welcome speech, followed by the owner Abdullah al Nabri who thanked the guests for supporting Radisson over the years.

Salalah Marriott Resort, the first Marriott Hotel in the Sultanate, opened in February.

Set on the idyllic shores of the Arabian Sea on the white sandy beaches of Mirbat Cove and at the foot of Jebel Samhan, the five-star rated

Resort is a part of the Mirbat Beach project. The hotel features 237 well-appointed rooms with guests having a choice of scenic beach or mountain views and a choice of staying in the resort’s main building or in surrounding chalets offering studios and one-and two-bedroom

configurations. “Salalah Marriott Resort will offer guests a complete holiday experience by blending Marriott’s authentic hospitality with exceptional facilities and an unmatched natural landscape,” said Germinal Garcia, general manager, Salalah Marriott Resort.

Salalah Marriott Resort opens

Ernst & Young Middle East has appointed Michael Green to lead its regional Advisory practice. Currently based in Abu Dhabi, Michael has more than14 years of experience in providing advisory services to some of the largest organizations in the Middle East. Ahmed al-Aiban, chairman, Ernst & Young Middle East, says: “Michael is an industry veteran and has been associated with some of the most complex engagements across

the region. His cross-functional expertise is a huge competitive advantage and his vast experience will further contribute to Ernst & Young’s market leadership in the Middle East.” Green, managing partner, advisory, Ernst & Young Middle East says: “The region continues to be one of the world’s most resilient and fastest growing economies. The paradigm shift that the regional economies have witnessed during the downturn will see the need for more focused business advisory services. We reiterate our commitment to investing in our Middle East practice, helping our clients achieve their organisational goals and emerge stronger from the financial crisis. I look forward to working with the 700 Ernst & Young advisory professionals across the Middle East.”

Oman Air has appointed Philippe Georgiou as chief officer – Corporate Affairs. The departments that he will be officiating are marketing, corporate communications and media, customer relations, emergency response, government relations and legal affairs. He will also be the official spokesperson for the airline. Georgiou has lived in the Middle East most of

his life and has 30 years of experience that spans technical, operational, marketing, business development, public relations and general management. He joined Cadbury Schweppes in 1977 and while heading their operations unit, helped their expansion plans into the Near East and the Gulf. At Coca-Cola where he served from 1990, Georgiou led the business unit that implemented the re-entry of the company in the Middle East and North Africa after an absence of 25 years.

20 March 2010

Omantel launches its enhanced brand

Omantel, the country’s larg-est company listed on the Muscat Securi-

ties Market, officially launched its new enhanced brand and a new tagline, “Together”, cap-ping the past year in which Omantel and its subsidiary Oman Mobile had announced a merger and restructuring.

The new visual identity unveiled by Dr Amer al Rawas, CEO, Omantel, signals the entry into a new era. Speaking at a press conference to announce the changes, Rawas

said: “This is an important step in the transformation of our business as the enhanced brand has been defined to reflect our new vision, mission and values for the corporation and to form the source of inspiration for our future communication.”

“Our new tagline also reflects our philosophy of togetherness as this is at the heart of everything we do – as we lead the way in bringing individuals, families, businesses and communities together using leading edge technologies,” he said.

Continuing further, Rawas says, “The new look of the brand has been created to illustrate our new operating model visually. We have stayed true to the Omantel logo, which embodies the Omani heritage, in the form of the Khanjar, and have blended it with the orange in the Oman Mobile logo to signify the vibrant and progressive spirit of the group.”

The Omantel name, combined both in Arabic and English, is now cradled and encapsulated in our new brand symbol

reflecting one of our values; caring. The company will now embark on a phased plan to rebrand our business and operations. This will start with the launch of an integrated Omantel website for fixed, mobile and internet in the coming few days, rebranding of its buildings in the coming few months and subsequently a revamp of all their retail stores.

new offpeak hoursAs parts of its new slogan “together”, Omantel ann-ounced changes to its Hayyak pre-paid service to deliver additional benefits to its customers. The most notable among the changes is the introduction of lower off-peak rates for its hugely popular Hayyak prepaid services from 45 to 39 baisa a minute and the introduction of a new daily off-peak time starting from 8pm in the evening to 6am the following morning. The new rates will also apply to Fridays and national holidays.

In the past Hayyak off-peak rates started at 10pm until 10am but Omantel has now introduced the lower rates two hours earlier to meet growing customer demand – especially from young people and its expatriate customer base.

The new rate will make Oman’s most popular prepaid service competitive during this time of the day and represents a 13.3 per cent cut in the current off-peak rates. Customers will be able to benefit immediately from the new and better value pricing structure following the approval of the change by the TRA.

Omantel is embarking on a phased plan to rebrand its business and operations beginning with the launch of an integrated Omantel website for fixed, mobile and internet

22 March 2010

or Petroleum Development Oman (PDO), 2009 has been a successful year on all counts. Production levels during 2009 have been stable, new discoveries

were made, and exciting EOR projects neared completion.

For the second year running, production of liquid hydrocarbons (black oil, condensates and liquid petroleum gases) has risen. Combined production of oil, condensate and LPG in 2009 stood at 641,000 barrels per day compared to 633,000 bpd in 2008 and 607,000 bpd in 2007.

This improved performance was due to the continued increase in condensate and LPG, valuable by-products of natural gas production. Condensate and LPG production rose from 77,000 bpd in 2008 to 89,000 bpd thanks largely to increased production from the Kauther gas plant.

“This is a record in the history of Oman’s gas industry – indeed, there were times during 2009 when daily output of condensate exceeded 100,000 barrels per day. Although small, LPG production is important for Oman since it is used by most homes as a cooking fuel. Last year, LPG production rose from 1,600 bpd to 1,750 barrels per day. PDO is not the only LPG producer in Oman – the nation’s refineries are also important sources of this fuel,” said John Malcolm, managing director of PDO in his annual media briefing.

Major oil and gas discoveries Oil and gas discoveries are extremely crucial for the building of a sustainable future and 2009 has clearly signaled that. During the year, PDO discovered three new oil fields, one with a major volume of oil in place. The company has also found a potentially large gas field, which is an extremely important hydrocarbon resource to power the industrial sector in Oman.

sustainability is the keyPetroleum Development Oman’s operations are becoming increasingly efficient and production has now stabilised. An OER report

Following an ambitious exploration programme in Central Oman, PDO has made a major oil discovery at Al Ghubar South, close to the existing Al Ghubar and Qarn Alam fields.

During 2009, four exploration and appraisal wells were drilled in the field to confirm the discovery, and further drilling to delineate further extensions of the field is planned during 2010. The amount of oil in place could be in excess of 1 billion barrels making it a significant discovery.

PDO has also made two further oil discoveries at Dafiq West in the north of PDO’s concession area and Anbar in the central region of the Sultanate. These four discoveries represent an important success for PDO’s exploration efforts during 2009. They highlight the continued hydrocarbons potential of Oman’s subsurface and show the potential opportunities for further exploration for many years to come.

ongoing projects on track As part of a drive towards the creation of a sustainable future, the board of directors approved several major new projects last year. In May, following a successful trial, PDO’s board approved the full-scale development of the Amal East and West fields in Central Oman using steam-based enhanced oil recovery techniques. Amal will thus become the site of the fourth field development project in the company’s EOR portfolio, which currently consists of the polymer-injection project at Marmul, the miscible-gas injection project at Harweel and the steam-injection project at Qarn Alam.

“The hard work of the last few years and the large number of new and planned projects are all about one thing: securing oil and gas production at a sustainable plateau. As you can see, in the years to 2014 we expect to achieve this. Our oil production target for the coming years remains at 540,000-560,000 bpd. Our gas production – and with it condensate and LPG – is set to continue rising, providing a solid base for Oman’s industrial development over the next few years. Beyond this horizon, I would expect oil production to remain stable,” says Malcolm.

24 March 2010

Matein Khalid

There was once a time when the world financial markets caught p n e u m o n i a

whenever Wall Street sneezed. No more. Shanghai has now arguably replaced downtown Manhattan as the epicentre of global equities angst. The People’s Bank of China (PBOC)’s move to tighten yuan money market rates and a 50 basis point rise in the bank reserve ratio (RRR) led to falls in Asian equity indices, commodity currencies like the Brazilian real and Australian dollar, the price of copper and crude, Latin American and GCC sovereign debts. Nothing dramatic but the message from the markets is all too ominous. The global bull market is hostage to policy shifts decreed by the mandarins of Middle Kingdom’s central bank.

ExTREMIST LENdINGThe Chinese flooded their financial markets with 9trn yuan in modern history’s most extreme example of state directed bank lending to combat the post-Lehman risk of deflation. Even as Chinese exports collapsed and 40 million workers lost their jobs in the coastal provinces, the Shanghai A share index and

property prices surged on an epic scale.

Even Premier Wen Jiabao complained that the Chinese economy was overheated and raised property taxes, stamp duty and mortgage rates to restrict speculative lending. Yet the PBOC cannot risk a significant monetary tightening as long as their export growth is anemic and inflation does not accelerate. Chinese bank loan growth will moderate and the PBOC will raise the cash reserve ratio again but successive rate hikes will not derail the 9-10 per cent GDP growth momentum. In China, only a monetary sledgehammer (high real interest rates, loan quotas, credit rationing) kills bull runs in the Shanghai and Shenzhen stock exchanges.

GALLOPING ECONOMyChinese is the world’s fastest growing major economy. Earnings growth will surge in Chinese consumer banks, insurance, media and telecom shares, thanks to a nine per cent GDP growth, the government stimulus and the emergence of a new middle class. Retail sales and car sales in China have surged. It is entirely rational to expect a 25-30 per cent EPS growth

for Chinese companies in the MSCI China index yet MSCI China trades at a modest valuation of 15 times earnings. These are hardly bubble metrics.

Aggressive central bank tightening is as low risk a probability in China as a double dip recession unless inflation goes ballistic. Yet rice and pork are such a high component of the Chinese CPI that the government hoards grain reserves to keep food prices stable and the mandate of heaven clearly is in the close grip of the Communist Party.

SAfE BETSMy favourite Chinese blue chip bets for 2010? CNOOC, the Chinese oil major whose takeover bid for Unocal provoked Congressional outrage and a Washington engineered white knight deal with Chevron. CNOOC profits will surge due to aggressive upstream deals in West Africa and Kazakhstan, rising output and new projects. China Life, China Telecom, ICBC, Focus Media and the Bank of China are pure proxies for the growth of the Chinese economy and consumer. Retail investor in the Gulf could well buy the Footsie Xinhua index, which trades as a listed country

The bullish case for Chinese sharesRice and pork are such a high component of the Chinese CPI that the government hoards grain reserves to keep food prices stable and the mandate of heaven clearly is in the close grip of the Communist Party

The author is a renowned investment

banker based in Dubai

26 March 2010

PeRiSCOPe

index fund in New York under the symbol FXI. The PBOC move could trigger a 10 per cent correction in Chinese equities as major bank shares in the index fall. I believe a 30 per cent rise in the dollar Chinese index fund FXI is entirely rational as emerging markets money managers are now underweighting China.

ROAR Of dRAGONWhat could derail the bull momentum in Chinese equities? A policy mistake by the Federal Reserve could trigger a global risk aversion scenario and hit emerging markets shares with a vengeance. The IMF estimates bank write offs will exceed $3-4bn. Ethnic secessionism in Tibet and Sinkiang could provoke political risks. Sovereign debt risk could escalate with a new Iceland/ Dubai/ Latvia style debt shock. While the Chinese dragon is set to roar in the Year of the Tiger, the world’s pneumonia could well make Shanghai sneeze on occasions.

SENSEx CORRECTIONI believe Dalal Street’s bull run since March 2009 is now living on borrowed time. I believe Indian money market rates will rise by 300 basis

It Is sIgnIfIcant that arab shares have

underperformed due to the dubaI World debt

shocks and credIt ratIng doWngrades

MOsT ATTRACTIVE sHAREs

Chinese Flavour ¾

C y NOOC – oil major

China Life y

China Telecom y

ICBC y

Focus Media y

Bank of China y

other Markets ¾

Sensex y

GCC/ Arab y

points in the next six months. Of course, it is entirely pos-sible that Sensex companies will deliver 15-18 per cent earnings growth. So I believe a bear market is not on the ho-rizon. Yet a 2000- 3000 point correction on Indian shares is entirely possible. This was the lesson of October 2005, when the RBI last began a tighten-ing cycle.

ChEAP EQUITIESIt is significant that GCC/ Arab shares have under-

performed on the broader emerging markets indices due to the Dubai World debt shocks, higher borrowing risk premium in the capital mar-kets and credit rating down-grades across the region. Yet Arab equities are now cheap, at a 10 per cent discount to the Morgan Stanley emerg-ing market index. I would buy Saudi, Qatari and Omani shares but avoid UAE and Kuwait, where banking and property shares will post ma-jor losses in 2010.

28 March 2010

Bahar has been voted as the No 1 Greatest Brand in Oman. Your first reactions on this honour?It is a matter of pride, that despite being in a category with products from multinational companies, a local Omani brand has been able to get this singular honour. What is more significant is the fact that it is the people of Oman who have chosen us as the greatest brand.

The business environment has been challenging in the last year. how has your business been during this period?

Businesswise we have seen an improvement due to various factors – during the first half of the last year we had an advantageous material cost. We grew well in our export markets, our product extensions and new packaging gave us enhanced shelf appeal. We have upgraded our product quality and are giving added value to our customers.

One would assume that Bahar does not spend as much on advertising and marketing as some of its competitors, despite this you have

the nUMero UnoBahar has been voted as the greatest brand amongst a list of 130 brands in a recent Brand Survey by Oman Daily Observer. V Sundaresan, director and general manager, The National Detergent Company shares the reason for the brand’s success with Mayank Singh

been recognised as a leader across categories. how do you explain this? In various shops in the interiors Bahar’s activities continues to be quite intense. We do not have the same propensity to spend as our multinational counterparts, but where it is relevant we do invest in brand promotion. We design activities to promote our products in relevant markets and have devised cost effective solutions for doing these. We have regular roadshows and promotions, which attracts new customers. All this strengthens our brand loyalty.

There is a perception that in a category like detergents there is little brand loyalty. do you agree with this? Bahar as a brand has been in existence for the last 27 years and we have our own set of loyal customers who have been ex-tremely supportive of us. Omanis take in-nate pride in supporting their own prod-ucts and they are smart enough to know as to which products give them good qual-ity at a reasonable price. Bahar is around five per cent cheaper than detergents from other multinational companies. In addi-tion a national product provides employ-ment for locals and people are aware of this. We were the first detergent company in the Sultanate to get an ISO 9001 certi-fication, and have kept up with customer expectations with technological upgrada-tions. Our reach is much better than other brands as we are present in 98 per cent of retail shops in the Sultanate either directly or through our dealers.

have brand extensions helped Bahar to gain more customer mindspace? We have 15 product extensions, which cover the entire cleaning and hygiene needs of a family. So most of our customers tend to use a number of our products. We build upon this by giving added benefits like free samples etc.

how would you describe the average Bahar customer?The average Bahar customer belongs to the medium to high income household for whom functionality, convenience and affordability is critical. We attach a lot of importance to the ethnic range, for example we use Bukhoor, a popular perfume in our products.

INTERVIEW

29 March 2010

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“The only thing to do with good advice is to pass it on,” said Oscar Wilde.

This rings louder in these tumultuous times than ever before. If there is

one thing that everybody – from CEOs to a management trainee – needs

desperately is some sound advice. In the following pages, the who’s who of

Oman Inc share words of wisdom that influenced them the most.

The

EVER GOT

BEST ADVICE

that I

30 March 2010

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The year was 1962 and I was working in the army at that time. There were

few cars those days and so any vehicle that went to Bait al Falaj, the army headquarters would bring mail from there, urgent things would obviously come via signal. The truck would leave very early and take two to three hours to get to Bait al Falaj from Ghala (where our regiment was posted) and the truck would invariably come back just when we were about to close our offices.

I remember once we had just closed our office and the truck came with the day’s mail and other provisions. I had already gone around 50 yards from the office and the commanding officer Jim Sheridon shouted at me saying, sergeant come back, the mail has come. I came back and reasoned with him that since we had closed our office could we open the mail the next day and he said no. I was very angry and upset, and went to the truck moaning and groaning, but since it was an order, I did what I was asked to do. It took about an hour and a half to do the needful. When I finished Sheridon saw anger writ all over my face, he put his arms around my shoulder and said, “I saw that you were angry and not willing to come back, but you came back because you were ordered to. Listen to my fatherly advice Maqbool never leave today’s work for tomorrow.” And from that day I have adopted that policy. For example, I never leave office before replying to all my mails and this has helped me immensely in life. In a nutshell it helps one to gain time.

MaqBool haMeed al saleh Chairman, OHI Group of Companies

Never leave today’s work for tomorrow

HARVARD UNIVERSITY LAW PROFESSOR

ROBERT C. BORDONE TO CONDUCT SPECIAL

NEGOTIATIONS WORKSHOP IN MARCH

SASLO Legal Training Center LLC is pleased to

announce a special two-day negotiations skills

workshop on March 15th and 16th, 2010 in Muscat.

Everyone negotiates. Businesspersons, lawyers,

accountants, bankers, diplomats, academics

and other professionals do so on a daily basis,

formally and informally, over issues such as

price, warranties, resources, higher wages, and

for increased organizational support. Yet, few

professionals take the time to focus on the negotiation process in order to

increase their effectiveness.

Harvard Law School is a global leader in clinical legal education. Clinical

Professor Robert C Bordone, “nationally recognized for creating the best

Negotiation and Mediation Clinic in the world,” will combine theory and

interactive exercises to boost participants’ negotiation skills and tactics for

better outcomes and success.

The Harvard Law School class of 2007 selected Robert Bordone for the

prestigious Albert Sachs-Paul Freund Award, in the rst year he was

eligible to receive it. The award is given each year by the graduating class

to recognize an HLS professor for excellence in teaching, attentiveness to

student concerns, and general contribution to the quality of student life.

For registration and other information, please contact:

Ms. Siham Mahgoub at info@sltc-edu.net or

phone numbers 24503341/24503348 or GSM 99838663.

SASLO LEGAL TRAINING CENTER L.L.C.P.O. Box 128, P.C. 112, Sultanate of OmanTel: +968 24503341 / 24503348 • Fax: +968 24503304 • Website: www.sltc-edu.net

32 March 2010

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Some years ago, I read an interesting book titled “What

they don’t teach you at Harvard Business School” by Mark H McCormack. As the title was provocative and teasing, I bought the book and read it thoroughly. After reading the book, I came to the conclusion that it is better if it is done our way that is the “Jawad Sultan” way of doing business. It has a local flavour and also takes into account our beliefs, tradition and ethos. When I say this, I do not mean to sound pompous since, ours is a family business and as they say “it is best if it is done our way.”

The biggest influence in my life has been my father, Jawad A Sultan

who is also our group chairman. His influence on me is very profound as I have watched him in action for over 25 years. “Avoid the riff raff and keep it simple” has always been his success formula.

Our group motto is to stay liquid at all times and also embark on the projects only when we have the complete resources for the new project or at least a major portion of it, so that part requirements of cash can be met, as per the need of the project. This is something against conventional wisdom since most management gurus will advocate appropriate leveraging for a given project. But, thankfully this has worked for us.

Best advice was an Arabic phrase which translates into:

“Had it lasted for others, it would not have reached you.” I was complaining to my father when I was around 14 when we had to move from one country to another regularly and he mentioned it to remind me that change is inevitable and necessary part of life. However, it also provides hope for the future. I try to remind myself of it as a succinct mantra to ensure that I keep my ego in check. It also serves another purpose of ensuring that I keep a cordial relationship with everyone since the balance of power changes constantly.

I have been in several situations

in my professional life where I have become the boss of my colleagues or where one of my colleagues is promoted to lead our team. In both situations, because of the manner in which I have conducted myself, I have been able to deal with the situation professionally and with no resentment or awkwardness.

It also stands true for companies where the status and standing of companies can vary dramatically or suddenly, giving you a chance to dislodge the incumbents from the top positions to place your own organisation there or if you are at the top to avoid slipping into complacency since the tide could change.

aqeel jawad sultan Group Managing Director, Jawad Sultan Enterprises

Keep it simple

wael ahMed al lawatiCEO, Omran

Change is inevitable so be nice

33 March 2010

One of my favourite or best advice that I have been given

was from one of my previous managers in DHL Express called Matt Daniels …and he mentioned once that “There is no easy way to success however hard work always pays off in the long run.” Being with DHL-Deutche-Post group over 10 years now in different countries around the

Middle East and being part of the commercial department, the above line taught me the importance of discipline and consistency in our field of work. This is one of my key messages cascaded to all DHL Muscat employees… we have to continue the long lasting DHL Express legacy and always go an extra mile and fantastic results would never stop showing.

In the early stages of my life, the best advice I got in life is from

my parents. They impressed upon me that education is the best tool to achieve personal goals and hard work is the best way to fulfill my obligations towards myself and society. This sounds basic but such advice is crucial in many societies, especially rural societies.

I tried my best to get a good education that my parents talked about. I forged a career in telecommunications. I broadened the meaning of “getting good education and working hard”, and learned more through life and my career. I have also embraced a principle of sharing knowledge or experience with my colleagues

at work or friends in society. This has helped me to be seen as a generous and contributing colleague – and somehow this helped me progress in my career.

I have always tried to lead by example. I worked hard, but more importantly I learned from my colleagues and shared my knowledge with them. I always tried to coach and mentor junior employees with potential. This has given me enormous job satisfaction, and it was seen by the senior management as a very positive attribute. This helped me to further develop myself as a leader and enhanced my own career and hopefully the careers of some of my colleagues.

MiChael nistorCountry Manager, DHL Express Oman

Go that extra mile

rao k ChagarlaMudiVP, Consumer Business Unit, Omantel

Education, hard work will help in life

34 March 2010

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Throughout my life I have been inspired by my family, friends,

colleagues and competition. Learning is a never ending process in one’s life and one can learn different virtues from different people. For this reason, I have embraced many role models and many mentors, both in my career as well as in my personal life. All great advices have not only been from older

and wiser heads but also from young and inspirational executives who have years of experience and feel for the market. To me, books are another important source of inspiration and insights on business challenges and opportunities. I have also been immensely benefited by attending executive management programmes. I do believe that my principles and approaches

aBdulaziz al Balushi CEO, Ahli Bank

Every crisis is an opportunityto career and life have been influenced to a great extent by many sound advices which I have received from many sources. Some of these principles that have guided me over the years and more so during the crisis period are:

Every crisis is an opportunity. nToday’s challenge is tomorrow’s opportunity and you always come out stronger out of adverse situations. When you see an opportunity, take a stand, take risks and assume full responsibility. Asking for help is not a sign of nweakness but rather the action required to achieve a goal. Always be prepared to ntake the big chance when

it comes along but before you act do your own due diligence systematically and meticulously. Business decisions are all about future results; it is certainly not about the past and very little about today. To be successful, one must have a feel for the markets (knowing when things are changing and when public opinion is starting to change). I look at my role in conversion of a single product mortgage financing bank (Alliance Housing Bank) to a full fledged commercial bank (Ahli Bank) in this context. A right step at the right time.Finally, never forget the “Big nPicture” while taking decisions, whether in career or in life.

Be distinguished

Achieve Your GoalsStart Anew with Horizons Capital Markets

OUR SERVICESBrokerage

Brokerage in Oman and Regional MarketsOnline Trading

Portfolio Advisory and Administration

Asset Management

Horizons Capital Markets (S.A.O.C), P.O.Box 685, Postal Code 115, Sultanate of Oman

Tel.: +968 2482 6000 Fax: +968 2482 6099 www.horizons-capital.com

36 March 2010

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The two pieces of advice I most remember were

given at the beginning of my adult life and some years later as I climbed the corporate ladder. As a young adult, my father’s advice was: “Do not demand your rights, rather accept your responsibilities with courage and purpose.” Heavy words for a young person, but they did instill in me a sense of service and a willingness to accept challenges not for myself but for others. They were also wise words as, like many young men at the start of adulthood, I was in need of guidance on how to channel my passion for causes and impatience to right the world’s wrongs. My father’s advice helped me focus in my early life on learning and understanding, thinking deeply about challenges, identifying solutions and on how to persuade others to support me in their implementation. I also learned the value of

mistakes and how essential it is to take responsibility for these, too – and not to blame others!

Years later I received timely advice from a Shell colleague on the transition from man-agement to leadership: “Man-agement is about resolving problems, leadership is about providing others with the space and courage to resolve problems.” In this transition the most difficult instinct to bring under control was my appetite for identifying and championing solutions to in-creasingly complex problems. I learned the importance of corporate values, of listening with respect and of sup-porting others find creative and effective solutions in their areas of management responsibility. I also learned that these solutions were invariably more success-ful through ownership than any solution I might have proposed on my own.

The best advice I have had was in 1983 from an ex-military

friend of my father from Wales who, when asked if it would be sensible for me to go to Oman for my first job, post-qualification.He said: “Well I spent a number of years working as a doctor in Saudi Arabia in the 1960s. It was a tad hot but generally a helpful experience and Oman is close, and similar to Saudi so I advise you to go.” Clearly he had never been to Oman (it’s more than a “tad” hot) but I followed his

advice and have never looked back. On reflection, even better advice came from a friend who advised me to marry my wife, Samiya, although if I hadn’t come to Oman in the first place I doubt we would ever have met so I’ll stick with the Welsh doctor. My career and personal life have been inextricably linked with Oman ever since. Management practices? As my partners and colleagues will tell you, I just make them up as I go along and in my view this is often the best way.

Brian d p BuCkleYGeneral Manager & CEO, Oman LNG

Accept responsibilities with courage

paul sheridanManaging Partner, Denton Wilde Sapte & Co, Muscat Office

Go to Oman

25

26

27

37 March 2010

Keep an open mind. There are many sides to a story,’ I was given this

advice ages ago by Sister Mary Frances Delaney, my O Levels English teacher. The advice was administered in the context of an essay where I failed to recognise the utterly biased viewpoint of the writer and jumped to a narrow and premature conclusion. The expected ridicule from my loving classmates ensured that her words left an indelible mark on my memory!

Trying always to keep an open mind has helped me both in my personal and business life. It has taught me to be inquisitive, analytical, reflective, and patient before reaching conclusions. I however, still have to continue reminding myself that even that particular conclusion is subject to change should new facts and information emerge. This is the hard part and I am not sure how well I succeed...

In other ways, the advice has helped me not to react to seemingly shocking news or opinions. I try and wait to get the full picture before freaking out – just kidding! Being a bit of a globe-trotter, the advice has also helped enrich my understanding and appreciation of the customs and cultures of the societies I have had the privilege to live in.

Finally, and very importantly, I feel the advice helps me take my time before I make judgements about people irrespective of the opinions of others. At work especially, when I take on a new role, my approach is to keep an open mind towards my new team and give them a fair chance to succeed before making any drastic changes. This approach flies in the face of some macho ‘shoot first ask questions later’ management theories but, honestly, I would rather listen to Sister Delaney!

huMaYun kaBirGeneral Manager, Business Banking, NBO

Have an open mind

38 March 2010

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The simple advice that has influenced my way of doing

things in my personal and professional life came from my mother. A calm voice of reason to an angry little girl all set to do battle on a now trivial, but then all-consuming issue. ‘What if you were on the other side?’ she asked, making me trade places and in so doing, understand a diametrically opposite perspective. In my professional life, this has been invaluable advice that I follow and pass on. All too often, we are quick to cry foul over a client injustice, but feel perfectly justified in doing the same to our suppliers. Love a pat on the back ourselves but withhold expressing appreciation. It is so easy to fire off an angry e-mail decimating someone, unmindful

of the irreversible destruction our words can cause. Pausing to imagine I am the recipient instead of the sender almost always makes me hit the ‘delete’ key. It holds me back from ever using harsh words with subordinates because I know just how crushed I would feel were I at the receiving end. In day to day work, trading places helps me streamline client presentations by anticipating objections. In my personal life too, this advice has taught me not to say things I wouldn’t like said to me. It has helped my anger management, to the extent that today not many even know I have a volatile temper! There isn’t a moment in life when this simple advice isn’t applicable. I recognise that even if I occasionally fail to follow it.

radha MukherjiExecutive Director, DDB Oman

see things from their perspective

Firstly, in fact. I am brought up in very religious, faithful and

moderate family in Muttrah. My late mother was very particular about being disciplined – she was always ensuring that we pray on time, attend school regularly, help people and be patient. My mother was always very specific. She insisted that we spoke the truth and did not take anything without permission even if we were starving or desperate for help. Secondly, this disciplined upbringing has helped me in my

career. For instance, attending school on time, helped me to value the importance of time management in my career.

Even now If I am late for an appointment due to some

reason, I always communicate it to the respective party.

Truthfulness has helped me to be transparent and to fulfill my promises and to deliver. Not taking or doing anything without permission has helped me to develop the habit of taking prior approval or permission, consent or getting things ratified from the authorised individual or corporate. If one sits back and looks at management practices followed by corporates i.e. companies article and memorandum of association and corporate governance, one realises that these are basic values of human life which one develops at home first before introducing them in companies.

Murtadha iBrahiM al jaMalaniBoard Member, OMAN Reinsurance Company

Follow basic principles

40 March 2010

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A happy, well looked-after team is far more productive and

creative than an army of slaves – a fairly obvious insight but one that is rarely implemented or given more than lip-service. It was a seminar by the legendary Tom Peters that I attended some years ago that opened my eyes to the true meaning of his statement that the greatest possible resource of any corporation (or person) is a human resource. Nothing else counts, without people-power. Every inspirational company in the world is marked by the outstanding care and concern it lavishes on its human capital. People in organisations like Apple, Google, Infosys, Southwest Airlines are so obviously happy and joyful that they cannot but be highly productive and creative. Such companies are repaid for

their people-care many, many times over in the consequent success of their businesses. However, it is clear that people or team orientation has to be genuine, credible and go beyond motherhood statements in corporate presentations. If a team works well together and enjoys doing what it does, it is clearly visible to customers. Exploited slaves, on the other hand, just await an opportunity to escape, and cannot be expected to deliver quality or commitment. Treating people with care and courtesy pays off even in one’s personal life – it’s a remarkably small world after all ! A prime example of a people-caring organisation locally is Muscat Hills, whose stated credo, framed on its walls, clearly lays down that its people come first. Bravo!

Chandra lahiriGroup Managing Director, Muscat Hills

People come first

The best dvice which I have ever got is from my father

Pathmudi Shashikanth Rao. He retired as regional sales manager with Godrej & Boyce Mfrg Co Ltd and continues to have an active mind and involvement/influence in my progress. His advice has been really very simple: “Do your duty assigned to you to the best of your abilities, believe in yourself, remain humble and trust in God…your efforts will certainly be recognised or rewarded in due course”. This simple tenet is heard so often from so many other quarters as well, but frankly some or most people find it quite

difficult to put this in practice in their daily work and life. I try my best to adopt this in my daily interactions with my family, friends and colleagues/sub-ordinates. It does not matter if I am fallible and fail once or few times…what is important and matters most is how I can get up the next day and try to follow the principle that day, every day being a new day!

Mahesh raoGeneral Manager, AATCO

Believe in yourself

41 March 2010

The best advice i ever got must be the guidance that I received

from my then regional boss, Mike Rake, who went on to become the global chairman of KPMG International. Whilst it relates to life in general, and I imagine has been relevant since time began, it is particularly relevant in today’s electronic modern age. It boils down to the old adage: “Think before you act” and, to bring it up to date in terms of modern technology: “Think before you press the send button on the BlackBerry”.

It is only too common in today’s world for people to expect professional advice by “return email”. I think that it is par-ticularly important when one is under stress or is inclined to react emotionally to a given set of circumstances, then one must reflect as to whether one’s initial impulse and gut reaction is the most appropriate response. All too often the “reply” one would

send following the receipt of an email that causes an emotional reaction proves to be very differ-ent in the event one “sleeps on it”. I would suggest that in 90 per cent of the time, one would heavily edit the initial response after a good night’s sleep. I think that not only is this an excellent advice in terms of one’s profes-sional life, but in one’s personal life too – particularly when you have two teenage children!

So whilst this advice appropriately relates to the modern world of BlackBerries, it has been applica-ble since the beginning of time. Indeed the concept of “Seeking the facts before providing insight” underpins one of KPMG’s Global core values. I believe that fol-lowing this advice has enabled me to avoid many potentially embarrassing and costly situ-ations and, accordingly, I shall be forever grateful to Mike Rake for his casual comment which I remember to this day.

MiChael g w arMstrongPartner in Charge, KPMG Oman

Think Before You Act

Ten years ago, I attended a conference where the speaker

concluded his session by asking the participants to reflect on what is meant by the 19th century say-ing “less is more.” From that day on wards, the phrase stayed with me and I considered it as my own personal mantra. It was the notion that through simplicity and clarity one can get more accomplished in less time, with less effort, and with infinite opportunities that captivated my attention. This has assisted me tremendously in my career and I have tried to execute the idea of this profound saying through our day to day work at renna, where our main focus is on the little things that matter the most to our customers.

joakiM klingeFjord, CEO, renna

simplicity and clarity help results

renna’s mission revolves around simplicity, straightforwardness and transparency, enriching our customers lives through ‘sharing the moment’. Offers such as free credit, free customer care and early off peak hours with no fine print, are all the little and simple promotions that can go a long way to solidify customer satisfaction and loyalty. Here less is definitely more.

42 March 2010

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Trust your instincts and trust your partners and team mates

– this was the advice that I got from my gurus. I have always been instinctive in decision-making both in my career and life. I have never wasted time in glancing back before doing anything and have trusted my partners and my team and that trust has always been justified. My boss at Kirloskar Brothers told me once to test and question all assumptions. I try to dig deep into what I am working on and try to instil the same habit in my colleagues. This is very important in the business environment of today where one does come across a lot of half baked proposals. We follow the practice of team meetings and debriefing so that the entire team knows what is happening and where we are heading. The responsibility

and authority levels are clear to all and generally decisions are not interfered with. This has led to the feeling of ownership amongst everyone and eventually we hope to transform this feeling into actual stakeholding. A farewell memento given to me from my team at Kirloskar Brothers reads – take a risk, take a chance, learn to fly, learn to soar. This gave me the added strength to take on certain risks in my career. My parents always told me to give your best and keep working hard, results and success will follow. I have always been known to be a very diligent and hard worker even in the most trying circumstances and more often than not it has paid dividends. My wife tells me to be humble and give credit to the team. I have been working on being humble and encouraging my team mates.

shirish M gupteManaging Director & CEO, Integration Capital & Trade

Test and question assumptions

Inspirations/advices are very important tools of success in

personal and professional life. Eve-ryone has a mentor or role model in their life, who motivates them to forge ahead and attain success. A person very close to my heart, my teacher, my guide to all situations, a personality I always look upon at any junction of my life has been my father. He has been the best advi-sor in my life. His words of wisdom still linger in my heart and have left an impression in my mind.

The best piece of advice he gave me was “Never avoid a problem;

face it.” Avoiding problems only delays the pain and agony but facing it at once helps you to work on it faster and better. I advice my colleagues not to have sleepless nights by carrying over problems or by trying to avoid them. I have always focused on my dad’s mantra and his words have helped me face challenges in all areas that I have worked on. As the general manager of OUA, I have often been confronted with issues, which need to be tackled with professionalism. At such times, my father’s advice and his mantra has worked miracles for me.

nilesh saMani General Manager, OUA

Never avoid a problem, face it

44 March 2010

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The following verse from the Holy Quran was the most

influential element on how I conduct my affairs as a manager. Those “who conduct their affairs by mutual consultation (shura)” Quran, (42:38). Furthermore the book of Michael H Hart that ranked the Prophet Muhammad, (peace be upon him) as the most influential person in the history of the world made me eager to know the reason of his choice.

Active as a social reformer, diplomat, merchant, philosopher, orator, legislator, and military leader, what kind of leadership style did he use? Will it be still valid today? Those were the questions in my mind that made me embark on a jihad for knowledge on leadership. I then decided to conduct a research on corporate culture and leadership styles in Oman by investigating over 800 successful business executives on how they conduct

their businesses. To my surprise over 75 per cent of them use leadership style by consultation (Shura). Shura is essentially a parallel to the democratic principle of management style, having analogous aspects and about the same tendency and direction. It is based on three basic precepts. First, that all persons in any given society are equal in human and civil rights. Second, public issues are best decided by the majority and therefore management by consultation ensures inclusion of all concerned. And third, that the three other principles of justice, equality and human dignity, which constitute Islam’s moral core, and from which all Islamic conceptions of human and civil rights is derived, are best realised, in personal as well as public life, under shura governance. This process guarantees inclusion of all involved and reduces the risk of opposition. However the process can be time consuming.

Over the years I have benefited from a lot of great advice.

The best advice my parents ever gave me was to go to college. Considering that I was not keen to pursue my further education and I wanted to drop out, this was not the easiest advice to follow. And the best career advice I ever received was from my mentor H E Mohammad al Zubair in the summer of 1997. He convinced me to pursue my career in the private sector at a time when I was offered a full time and well paid opportunity with one of the government organisations. I was very unsure about dropping what many Omanis would consider the opportunity of a lifetime and continue my career in the private sector, especially with the majority of the advice I received from

family and friends was to take up the government post! But I took the advice of His Excellency and it was a decision I have never regretted. Making that decision has given me the opportunity to meet and work with great-minded people whom I owe so much for sharing their experience and wise advice.

The best business advice was also something my mentor taught me – and that is to do one thing at a time and focus and fight off the temptation to be distracted. This is by far the best advice I have learned and has proven to be highly successful in planning both personal and business objectives, by knowing exactly where you want to go and focusing on it.

saleM isMailYCEO, OCIPED

Mutual consultation is vital

MohaMMad al FareiGeneral Manager, Zeenah Group

Focus on one thing at a time

45 March 2010

naBeel jawad sultanDirector, Jawad Sultan Enterprises

Create a solid foundation

You must create a solid foundation for the downside risk, at the same time aim to achieve better than the

best.” This advice was from my financial management professor at the University of San Diego. I later realised how profound this advice was as I progressed in my career and got into the ‘real world’ after my academic education. Though this advice was given in the context of investment and financial management, its application is a must for all aspects of our lives. In business, one must always look at the potential risk of a venture, investment or a project with a far greater scrutiny than looking at the reward. If the rest of the things are taken care of then the reward will always take care of itself.

Investing in the stock markets requires a detailed analysis of how the market can turnaround and head towards an opposite direction and wipe out investors. In the world of business and investments, any financial catastrophe can take place and I do not need to support this with any examples since we are living it right now. Investors with a strong foundation always survive, reward oriented investors vanish. In life, any tragedy can take place, a solid foundation means that no matter what, you will get back on your feet and continue your journey forward. Creating a solid downside foundation is one part of the coin, the other part is aiming to achieve better than the best as this is what will make you have a purpose in life and move on.

46 March 2010

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s k virMani,Managing Director, Bahwan Engineering Group

Distinguish between ambition and greed

The best advice I got when I was still very young was

from my father – a medical doctor – and not a businessman. He used to tell me time and again, – “Acquire the ability of distinguishing between ambition and greed,” whenever I would insist on a particular toy or equipment or clothes and try to copy my friend or a neighbour. He was very patient while giving reasons – never stopping me from dreaming or in any manner affecting my dream. He used to say, “ambition is what is achievable with your means, balance is all greed.”

Till I was 30, I never understood its relevance in life or I rather

thought my father was trying to give me a lecture as his own personal economy had limitations. I learnt it the hard way. The Indian Company viz Voltas (TATA Group) for which I was working till 1977 before coming to Oman came out with an instalment scheme for window air conditioners for its employees. I thought “great – I can afford to pay the instalment while I sleep in comfort.” Within three months my wife started complaining that my salary finished by the 20th of every month! I had not calculated, foolishly or due to blindness created by my greed, that I had to pay electricity bills to afford the comfort! I had to sell off the air conditioner owing to

the electricity bills. I had entered greed zone! The border line between ‘ambition’ and crossing into greed zone varies from person to person, family to family, company to company and even country to country. The advice has helped me immensely in my personal life, family life and in leading the company.

Every individual gets a message – if he or she is prepared to listen to the inner voice or feeling or what some call the sixth sense or the third eye – as and when one is entering the greed zone. Applying this principle all-round, our company has grown from a mere 14 people to 10,000 plus – with unparalleled diversification

in 33 years – always improving our performance. According to me Oman is following this principle in implementing its own ambitions for the country without copying anyone or entering into greed zone.

My father is 92 years old and still serving his patients every day. He does not run the air conditioner I provided for his bedroom in Delhi – we can afford it economically, but he says he shall remain healthy without one! That gave me another example, that ‘ambition and greed’ principle can be applied outside of economic examples. ‘Health is wealth’ and he never entered greed zone to destroy his health!

47 March 2010

Advices are available for free but only valuable advice

makes a difference in life. I should refer to two very important advices in received in my life. One is from my father and the other is from my wife. My father, late Kasiviswanathan, was a businessman and had several decades of experience in a variety of businesses. I have participated in his business and have had occasions to be with him and learn from his experience. His outstanding advice to me was – in business you should learn to control the purchase price and expenses. If we can control and reduce these two we can be successful in business as the rest is not controllable by us. In today’s market scenario it is the customer who controls the selling price. With stiff competition around we will never get to enjoy a decent margin and this situation is used by customers. Hence if we need to succeed in business and keep our heads above water, a control

on purchase price and expenses is mandatory. This will determine the success or fall of an enterprise. This advice has come in handy and I have managed to increase bottomline with this principle. My wife J Suganthi is a social worker and she advices me to treat others as I would like them to treat me. This is very valid. Sometimes before I react or respond to a situation I imagine for a while on the planned response as if the other person is responding to me. Such a thought has helped me balance my actions and be a successful person. I am a socially active person and this advice has helped me win many well wishers in both my professional and personal life. This allows me to empathise in a situation and take an objective view of the circumstance. If we respond without giving a thought to the after effects, it could be sometimes suicidal. This proactive thought helps avoid such conditions and creates satisfying situations.

M k janaki raManGeneral Manager, Bahwan IT

Control costs

The best advice that I ever received was from my father,

T K Oommen, an accomplished sociologist, who told me during my early days of schooling: “Feel free to choose what you want to do in life, but excel at it. And for this, you must love what you do.” He is himself a fine example of this, given that he emerged from an extremely modest background to scale enormous heights in his profession, so much so that not only has he been awarded numerous times for excellence in the field of social sciences, but also received one of the highest honours from the government of India, the Padma Bhushan in 2008 for his contribution in the field of education.

Even though I was unable to ap-preciate the full import of his words at the time, today I truly believe that to have obtained at a young age

the distilled wisdom that only age and experience can give you, was a truly wonderful gift. The truth, though, is that I did not heed his advice initially, as is illustrated by the fact that I chose to dabble in various professions (journalism, advertising, entertainment, etc.) be-fore settling down in the automobile business (where I have been only for a little over a decade). This piece of advice has taught me to really differentiate between what one loves to do as opposed to taking up what might be in vogue or succumbing to peer pressure, more remunera-tion, and so on. In my present role, my endeavour has been to place the “right” people in the right job not just because of their skill set, but to also understand what drives them and how enthusiastic they are in doing that job, so that today I believe we have a team that is mostly comprised of people who love doing what they do.

johnnY ooMMenHead of Operations, BMW / MINI / Rolls-Royce, Al Jenaibi International Automobiles

Excel at what you choose to do

48 March 2010

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Be in pursuit of excellence!”, Thomas Watson, IBM chairman

of the board and founder of the IBM company said. This was the first of the five key principles given to me as a young IBMer when I first joined IBM as a trainee in Princeton (NJ) in 1969. Every IBMer has to know it by heart. At the beginning I found the advice a little pompous but quickly realised that it would be an important one in my life and through which I would benchmark my own progress and my own achievements, whether these would be in the professional or personal domains.

I have been an IBMer for over 40 years and although the company has changed, our pursuit of excellence has not. In my professional life, I have tried to share the value of excellence at every level. When you give advice, you have to live by your advice. And this is not always easy.

This means sharing and coaching with the team an enthusiasm to excel and pay attention to detail, from lowest to the highest skilled employee in the company. Anyone who abides by this advice will soon give it to others and its benefits spread out to everyone. It is a culture which keeps me and our team focussed on what, I believe, should be the pillar of our business relationships i.e. develop a long term partnership and loyalty with our customers. Pursuing excellence sets clear goals which are simple to remember and keeps you permanently alert at everything you do. However, it would not be truthful to say that this advice is a simple one to follow and achieve as it does require significant patience and perseverance.

On the personal front, I am a demanding person and always enjoy a challenge. Pursuit of excellence has developed a sense of quality which

I seek when setting up personal projects or sharing my views with my family. I have a fantastic wife, three great kids and a bunch of nice friends so I suppose following this advice must have helped me in my personal life somewhat. GBM has been in Oman for 20 years building up on this advice and applying its principles at every opportunity. For example, our projects are submitted to quality assurance reviews where each member of the team has to comply to the highest solution design, resource plans and deliverables possible before the project can start. We found out long ago that projects driven by excellence are the ones that are likely to succeed best.

To belong to a worldwide IBM network helps as collaboration on excellence keeps the good ideas coming. The bottom line is whether it is at an international level or in Oman, we must constantly improve the way we work and translate this excellence into a tangible value to our customers. Education plays a key role and so does our methodology. Every project is an opportunity to share them with our clients and ensure that excellence has a pervasive effect throughout.

I found over time that pursuit of excellence is never an easy advice to follow. It is a way of life. There are no short cuts but doing something well is the most gratifying feeling. Thanks for the advice Mr Watson!

olivier MouriesCountry General manager, GBM Oman - General Marketing and Services representative of IBM WTC

Pursue excellence

50 March 2010

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Use money well, but do not waste it. Be frugal but not

stingy. Money is there to do good things,” this is a lesson that my father has instilled in me. Time and time again and in every way possible one should strive to save money. This has helped me understand life more and respect money.

Ever since I was a young boy wanting to buy childish toys, that I called needs and necessities; this is what my father kept repeating to me. Now I understand the meaning of it all. Unlike our fathers and grandfathers, we have been blessed to live life to the fullest with everything being within our reach. This makes us take things

for granted and that is why the new generation does not value money. Since I graduated from university, I have been tasked with a lot of responsibilities in our family business, and I have learnt that hard earned money is not easy to spend ruthlessly.

One of the main tasks that I was handed over, was to make our businesses run more efficiently, bringing down costs and raising margins to make greater profits. In my personal life, I have learnt to appreciate the good things in life and to make greater good of money. Finally I would like to add a piece of humble advice which I greatly believe in: “Find work in something you love and it won’t feel like work.”

khalid zaManDirector, Al Zaman Enterprises

Use money judiciously

aBdullah al juFailiDirector, Intilaaqah, Shell Development Oman

Align career with your motivesI have been blessed to be

surrounded by people that offer relative and valuable advice throughout my life. Whether it’s in my childhood, school, college or during my career. I can’t think of one single advice being the best. As all of them in some way have made me the way I am today. However, the most recent advice that I have received was from my mentor. Allow me first to say that my view of an advice is a message intended to make positive change to the recipient. It has to be honest, relevant and timely. One can’t really sum up the advice that I have received in a single line, simply because it could be interpreted as being

very general. Nevertheless, this is what he told me “Understand your motives and choose a career path that is aligned with your motives.” He requested me to read a book titled Why Did I Do That? by George New and David Cormack. I believe that understanding your own motives is very important. Not everyone is going to be a millionaire, neither a leader. Some of us may choose to be social leaders. It all boils down to what is it that keeps us interested. I have not finished reading the book, but I am sure when I do that I will have a better understanding of my personal motives and that would play a role in my next career choice.

51 March 2010

I am always grateful to receive advice from customers,

colleagues and family members, although I would hasten to add, not all at once!

Nawras has always encouraged feedback and that often leads us to receiving advice from our custom-ers which I assure you we sin-cerely welcome. Within the Nawras family we are all living the cus-tomer experience so that we can deliver the products and pleasingly different services that our custom-ers really want. If customers feel that we could do something in a better way, I am delighted to say they don’t hesitate to tell us, giving us their advice either through our

people in a Nawras Store or by talking to our customer champions or via the website. We care for customers which is why we invite this dialogue and act on the valu-able information we receive.

In the past I have also been fortunate enough to receive some fabulous advice from Sir Richard Branson when we worked together in Hong Kong. The first question Branson would always ask me when I was explaining our plans was “that sounds great but what is the customer experience?” This resonated with me and so now whenever I am sitting with our Nawras family that’s my first question too! He also showed me

and everyone around him how much fun business really is with his spontaneous excitement and again that’s something we have tried to create in Nawras with our pleasingly different open plan office environment where everyone can join in the latest fun as well as tackle our challenges together.

My father managed businesses over a long career and he used to take me to his office on weekends right from the time I could walk! He taught me about the power of leadership through teamwork. He’s a great communicator and when I sat among any gathering he was addressing I could see how he inspired, entertained

and energised his audience. Our Nawras family can tell you that I have certainly tried to continue this tradition with all hands and at Nawras family meetings.

My wife Rose combines her role as a loving wife and mother with being my closest supporter and critic as well as being an informal Ambassadress for Nawras. Being a great customer she helps me all the time with feedback on our Nawras services both from herself and anyone else she may meet. She has also provided invaluable help in resolving customer concerns and has an enviable reputation for introducing new customers.

ross CorMaCk CEO, Nawras

Always ask ‘what is in it’ for the customer

52 March 2010

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The best piece of advice that I ever got is to never give up. I think one has to have patience in life,

lots of it, never cease to make adjustments where improvement is possible but, above all, one should never give up one’s chosen path and pursue it resiliently. I have seen many people embarking on a new idea with the hope of making it big with a snap of their hand. Experience has taught me that it is hard work that is rewarded in the long run. So if I was asked to give my best advice, then I would encourage everyone never to give up and assure them that it is only with a strong vision, unstoppable determination and sheer hard work that each of us will be successful. It is determination that has led me to realise my ambitions and I hope that my statements here push all readers to pursue their ambitions and give them the motivation, courage and resilience to overcome any obstacles they may face along the way.

Having thought over various advice I have received during my career, the best and most useful for me has been “Consulting your colleagues often is a strength, never a weakness”. I have often found that colleagues with less experience provide the best ideas and solutions. Here are some others which have helped me personally.

Work productively throughout the day•

Take care of important and urgent matters immediately when you • come to work

Don’t read newspapers at work, read them at home•

Take breaks during the course of the day especially for lunch•

Put aside an hour to return phone calls and e-mails•

Make a list at the end of the day of the most urgent matters that • need to be attended the next day and leave it on your desk

Let everybody in the office know your schedule, so that everyone • knows when to book time

Go home at a reasonable hour and try not to talk about work•

Some people ‘work to live’ others ‘live to work’ and I would like • to believe that I am among the former

ali khaMis al alawiFounder & Managing Partner Al Alawi & Co, Advocates & Legal Consultants

Never give up

philip stantonManaging Partner, Oman, Ernst & Young

Consult your colleagues

53 March 2010

The Best Advice that I ever got is – Share experiences! Don’t give advice!’

This is part of the training we must undergo whilst joining a forum as a member of the EO (Entrepreneurs Organisation) or YPO (Young Presidents Organisation). What it means is that when someone approaches you with an issue or a situation, don’t undermine the person by giving advice. i.e avoid the sentence “I think you should…” Share your experiences instead, good and bad both. i.e “I (or a person I know) had a similar situation, and did (so and so) and the result was (so and so)…”

Hence the person can decide which direction he/she would like to take all the while keeping their self esteem intact! This helps you to respect others and vice-versa…

nailesh k. khiMjiDirector, Khimji Ramdas

share your experiences

54 March 2010

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One learns many lessons in life that go on to shape the

course that it takes. Some of these lessons are learnt from the advice we get from our elders, friends and well-wishers. The best advice I ever got was from my grandfather and it has served me well throughout my life. Once he told me: ‘Build castles whenever and wherever you go abroad’. What my grandfather

actually meant by castle was not a building but a friend. He always considered a good friend like a castle which can help you and protect you when nothing or nobody can.

I recall an incident in 1991 when I travelled to Sweden with a close friend. Soon after reaching there we got the bad news that the mother of my friend was

hospitalised. We cancelled everything and wanted to fly back home. To our horror there was no flight available till next day. Seeing our plight, a friend in that country quickly chartered a three-seater plane to make our immediate return possible. Recalling my grandfather’s advice I became convinced forever that a friend in need is a friend indeed. I got the chance to meet

that friend after a long time when he recently came to Oman as part of the official delegation and felt the same warmth. I have benefited from this piece of advice from my grandfather and made friends wherever I have gone. I would like others too to do the same. After all, as Oscar Wilde once said, the best thing to do with good advice is to pass it on.

essa MohaMMed al zedjaliChairman, Muscat Press and Publishing House

Build castles in lands far and wide

56 March 2010

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“In Today’s World, To Stay where you are, you have to run” by Alvin Toffler, is the best advice that I have got in life. “Change” is the word that one must adapt too in this fast moving world. No organisation or individual can sit on their laurels and expect progress. You have to change and move really fast with time, as every day you discover new things being invented and being applied in your day-to-day life.

Thus both in your organisation and in your personal life, seek changes and improvements that will make the organisation more profitable and also bring about beneficial changes in your own personal life. Inspire everyone in the organisation, family and friends to stay up-dated on all relevant matters and automatically you would be instrumental in bringing about

changes for yourself and others for the betterment of people close to you. Preach the above message whole-heartedly and lead your team by setting examples, personally. Automatically your subordinates will follow as they see benefits for themselves when they adapt to changes that bring about self and organisational improvements. Personally I have improved performance by making use of the computer professionally, inspiring others to learn the very best use of the same; making known to people the mistakes I have made and the repercussions of the same, so that it is not repeated by others; to make best use of my time in my profession and spend quality time with my family; always keep your ears and eyes open to implement even small changes that improve operations and quality of life for the operators.

The best advice I have ever received is in the words of a

famous British leader who said that the secret of success is in constancy of purpose. One must stick to a business or an industry for long periods of time if one wants to be successful. I have looked around to see what people in my age group have achieved and I have invariably found that the most successful ones are not the most talented ones but those who have stuck to one business.

We are a very successful company at Al Habib because we have used this advice

effectively. The company has stuck to its core business of real estate services, development and contracting for more than 30 years. More importantly, all the members of the senior management team have spent long years with the company and the shareholders have ensured this by treating members as partners rather than employees. We are frequently offered one off opportunities but we have resisted them since we believe that money can be made only by steadfastly building competitive advantages and this will take learning the business by staying in it over a long period of time.

Bhaskar duttaCEO, Jazeera Steel Products Company

Change is the only constant

M sudhakar reddYGeneral Manager, Al Habib & Co

Have constancy of purpose

57 March 2010

The best advice that I ever got was from Brian G Dyson, the

former president and CEO of Coca Cola. He said that in life we are all playing with five balls. These are as following -- the first one is work, the second is family, the third is health, fourth is friends and the fifth is the spirit (mind). The work ball is like a rubber band, so everytime it is thrown on the ground it bounces back. But the family, health, friends and spirit are like glass balls. While juggling them in life, if one misses any one of these they fall down and there is a chance that they may either break or get bruised. So while work is important it is

equally important to take care of your family, health, friends and spirit. Work hard, but play hard too and occasionally take a break from work. Actually, they are linked to each other, if one looks after one’s family and health, it translates into more energy at work. This is an overall work-life balance that we all need to achieve. I am trying to emulate this in my life, but it is not easy. If I see people working late at night or over weekends in office, I tell them to go home and spend time with their family and relax, because if they lose their family, health or spirit then they cannot work anymore.

As a proud Turkish national I always used to demonstrate the attributes of my countrymen in business with a fearless and hot blooded approach to dealing with people that could sometimes be expressed as reacting too quickly in a short-tempered manner. I used to get very enthusiastic and perhaps too excited about issues.

So probably the best advice I ever got was from my boss when I worked in the automotive busi-ness in Saudi Arabia. He was a Malaysian, very experienced, and said that to be a better manager and business leader I needed to make changes to my attitude. What he meant was dont be confrontational and to take a more measured approach in meetings. Even if I did not agree – take my time to respond. Consider

what was being said and then come back with a calmer, more measured approach to the issue and business challenge.

At the heart of his advice was to make sure I did not just react quickly – but took a more considered and proactive ap-proach to the way I did my job. A more softer, more debating and inclusive approach to the way I worked. That is an advice that has stayed with me throughout my time in Saudi Arabia and since moving to Oman I continue to use the advice he gave me every day. His advice – and I am still in regular contact with him – steers the way I manage business today and helps in ensuring I can get the best out of the people I work with at all levels through the Zubair Automotive organisation.

CYril piaiaCEO, Muriya Tourism Development Company

strike a work-life balance

s serdar toktaMis Acting Group General Manager, Zubair Automotive Group

Take a measured approach

58 March 2010

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I can’t really say if this is the best advice that I ever got, but it has certainly stuck with me. One of my very first

bosses told me that “If you had to choose between being “rich”, “good looking” or “lucky”… choose “lucky” every time; and then he followed with the comment “and the more practice you get the luckier you become”.

I offer this advice because I truly believe that we all need a little luck behind us to get a window of opportunity; and then we can greatly leverage that little piece of luck by being educated in our field of work to be able to know what to do when the opportunity actually presents itself. I would offer that it is necessary to learn the basics and continue to grow your knowledge from that foundation. As your knowledge increases your chance for ‘luck’ will also

increase.

In the business world one needs to be practiced and prepared to position oneself to make the most of every possibility that comes thereafter to the benefit of each party. In my view, this means to be prepared for any potential outcome by being completely up-to-speed on the issue at hand. If one is as informed as possible, this knowledge can be used to find a win-win position for each party. It is complete nonsense to think that a one sided agreement is any form of agreement at all. We all have the ability to make our own breaks and this can be accomplished by being prepared. One can be prepared through experience gained from “practice”.

riChard p russellManaging Director & CEO, Blue City Company 1

Practice makes you lucky

The Leading Corporate Legal Advisor

60 March 2010

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david CriCkMoreCEO, Amouage

Never go for short term gainNever go for the short term gain,

rather always try to see the total picture to appreciate the long term benefit and if you can’t afford to do something, wait until you can afford it. Never accept second best. My parents always taught me the value of good quality and the fact that the cheapest is not always the best. They also taught me patience which was reinforced when I worked in Japan and had to sit through many interminably long meetings seeking to bring together a consensus agreement to a knotty issue or a costly business solution. I suppose my whole career after I left law has been in luxury goods. Until today, I still remember the first merchandise director I ever encountered when I became a management trainee in Liberty of London, Mrs Pennington. To a boy straight out of law studies and practising in articles, she was a frightening, powerful, hugely knowledgeable woman who I respected for her amazing take on things. It was she who told me never to accept second best, even if it meant having to wait longer.

I therefore cannot mention one person but have to recognise all those who have influenced me throughout my career spanning 30 years to date. The message however was always the same: Wait for the best to come. It will always prove to be the better option in the long run, and ultimately even cheaper. In business, I have pursued this philosophy by not allowing expansion to run out of hand and not over stretching the business and cash flow. It would be very easy for

example with Amouage now becoming widely recognised

internationally to reduce

the price and to pursue much higher volumes by selling to a lower tier of retail operators.

Price is often the only barrier to increasing sales in for example the USA – a potentially huge market. If I reduced the retail price by 50 per cent I could immediately win huge increases in sales volume and we would become aligned with the so-called “masstige” products like Chanel or Dior fragrances. We would increase our turnover dramatically. The volume increase would easily cope with the loss of margin and the business would probably be profitable as long as the volume held up. The problems are however that I would have to increase my capacity at the factory significantly and bring in more people to cope with the demand. Things would be great you might think. For the first two years, we would be making good sales. Cashflow would be under strain as we would have to buy so many more raw materials but we could probably cope. Staff would increase to double our current complement and we would be hailed for employing more local employees. By five years, we would see the brand elsewhere in all other markets begin to suffer as the customers who are our current loyal consumers and who believe they are buying something truly special and unique in Amouage, a true niche brand, would be sick of seeing it everywhere and worn by everyone.

In ten years, unless we could maintain the volumes by spending huge sums on global advertising campaigns, we would probably have quit the market entirely as our band would have declined to such a great extent and it would no longer be possible to rescue it and take it back up to the top end. One thing I have learnt is that it is very easy to take a brand downmarket and to chase the dollar but in the long term, it will destroy a luxury niche brand, never able to climb back up to its previous positioning.

The best advice I ever got is from Robin Sharma and my wife.

Robin Sharma’s advice is profes-sional while that from my wife is personal. Robin Sharma says, Your organisation and you are most vulnerable when you are most suc-cessful. Success actually breeds complacency, inefficiency and worst of all “arrogance”. So what should one do?

“The more successful your organisation and you become, the more humble and devoted to your customers you need to be. The more committed to efficiency and relentless improvement you need to be.” I try to the best of my ability in my corporate life to follow this and make sure that complacency and arrogance has no place in my life. In

our company, we concentrate all the time on the customer’s needs and see how to fulfill his requirements in the best possible way. My wife says that as we get more and more electronically connected, we become less and less connected emotionally. Everyone wants to be connected emotionally whether he or she expresses it or not. So what should one do. To listen to someone intently is the best way to honour the person and to develop a deep and lasting human connection. This should be done with a positive mind set, high self respect, internal peace and a strong spiritual connection. When your family life is happy you will perform better at work. There is no point in being successful but sad. As my wife says, ‘Life is a celebration. So enjoy every part of it.’

vaikunth raMasuBraManianManaging Director, Commercial, Saud Bahwan Group

Be humble, devoted to customers

I got my best advice from my late father. He always used to say- If you want to be a good and

successful businessman always maintain a low profile and continue moving upward fast without anyone noticing you.

It is not essential to mention to anyone what one is doing. Keep on progressing till you reach your final goal. This advice has stood me in good stead throughout my life.

naru keshavjiJt Managing Director, Naranjee Hirjee & Co

Keep progressing till you reach your final goal

62 March 2010

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The best advice that I ever got is to keep a ‘Daily Action List,’ ready always and this has helped me both in my

personal and professional life. I got this sound advice from my brother, Dr Mohamed Bin Musa al Yousef and I have been following it since the last six years.

“Action List” precisely refers to the “Things To Do”. Once the Action List is ready, the same can be updated every second day and can be reviewed periodically, say on a weekly basis. Also for any new thing which I remember, I make it a point to immediately enter it in my mobile phone or to call my personal assistant to include it in the “Action List”. This practice has helped me immensely in not forgetting anything, segregating ‘short term’ and ‘long term’ goals, not stressing the brain, being more focused, completing tasks within a fiven time schedule, and increasing productivity.

As soon as I joined OIFC in February 2009, I set this practice amongst the management team and I review their Action Lists on a weekly basis. Initially, there were complaints because people were not used to this practice but over the last one year, everyone has realised that this practice makes life much easier because of its benefits and it helps every one to be more focused, to prioritise things and be more target oriented.

I started playing golf at a very young age, and in those days I was privileged to play

with senior leaders from the industry. A close friend of mine, V K Singh, had got onto the board of Britannia Industries as an executive director at the age of 37, which in those days made him a star. The advice he gave me to build my career was “Treat your work place as if you are the owner”. A simple few words but much more profound than they appear at first glance. This has been my guiding principle for the past 25 years, and most interestingly, I have found that when I think like that, the owners actually treat me like a owner.

shaBir M al YouseFCEO, Oman Investment & Finance Co

Have a daily action plan

virendra agarwalCEO, Moosa Abdul Rahman Hassan & Co

Take ownership of your workplace

Makingheadlinessince 1975Congratulations, Times of Oman, on completing 35 momentous years

as Oman’s leading English-language newspaper.

64 March 2010

Cover storY

The best advice I got in life was from my late beloved mother which was, “You’ll

never get poorer by giving to charity.” This advice helped me in my career by making me sensitive to others and by always adopting a win-win approach, which has resulted in successful long term relationships. In my personal life, it helped me to be a better human being by sharing God’s blessings with the less fortunate; the more I shared the more God gave me. This advice made me advocate social responsibility in the companies I worked for, which resulted in my employers contributing to charitable causes.

aBdulrahMan al BusaidYGroup Executive Officer, Jet Airways

You never get poor by charity

oMar al-shariFPartner, EUM/TICE Assurance PricewaterhouseCoopers

Give your best everyday

Trying to point out one piece of advice that has influenced

me significantly is difficult as I have been very lucky to meet inspiring people throughout my life. However, some advice shapes personalities and attitudes and so in that context one of the best pieces of advice I got was in the early part of my career from a colleague and mentor. What he told me was that people should not spend all their time thinking about the future and how to get there but instead they should put most of their efforts in doing the best with tasks at hand as what they do now is what they will be judged on.

I think anyone following this advice has a higher chance of success. Someone who is patient

and understands that it is more important to do the best they can with the challenges and responsibilities they face at work shows both professionalism and reliability – two very important traits for any successful leader. I therefore believe following this advice has helped me progress in my career.

I think the opposite of this is that those who are always thinking of the future and are too busy planning rather than trying to focus on the work at hand and so proving through their performance find that sooner or later their career is not where they would like it to be. Of course having said all this one must still have some sort of career plan in mind.

SASLO strengthens projects and international arbitration team in Muscat with senior hire

Leading Omani law rm Said Al Shahry Law Ofce (SASLO) announced that Andrew Kincaid joined on 24 January 2010 as a Senior Lawyer based in the rm’s Muscat ofce. He takes on a role which will see him heading a team which services clients involved in construction projects and related disputes both in Oman and elsewhere in the GCC.

Kincaid was the lawyer and manager of Clifford-Turner’s (now Clifford Chance’s) ofce in Sharjah, United Arab Emirates in the mid 1980s and was a litigation partner of Australian national law rm Blake Dawson between 1990 and 1996. He subsequently practised as a barrister at the Victorian Bar, specializing in construction law, arbitration and related insurance work. An experienced projects and dispute resolution practitioner, Kincaid has a strong prole in arbitration circles in Australia, and served on the Council of IAMA for some years.

Kincaid stated “I am very excited about the opportunity to contribute to SASLO’S projects and dispute resolution practice in Oman and across the region. Oman is not only a most attractive place, but is experiencing a surge in building and engineering construction activity. This makes Muscat a very appealing location to be based. The strength of SASLO’s existing team undertaking project and arbitration work, played a strong part in my decision to come.”

Stephen Sayer, head of SASLO’s Company and Commercial Practice Group, said: “We are delighted to have Andrew join us. It will add strength to our capacity to service clients who are involved in infrastructure projects and, increasingly, international arbitration across the region.”

P.O. Box 1288, Ruwi, P.C. 112, Sultanate of OmanTel: +968 24603123 • Fax: +968 24603400Website: www.saslo.comTTTTTTWWWWWW

When I was in school my father often told me that if you want to succeed in life

and be what you want to be then stay faithful to whatever you do and be straightforward by being strong in your values. This bit of advice has helped me all through my career especially in the banking field because if you are straightforward and honest you will never need to be afraid of anybody and will stay a master of yourself. Being faithful, strong and straightforward has kept me ahead in my career without any difficulties and I have been free from pressures of any kind from anyone. Being straigthforward and faithful to my values has carried me forward in my stint as a CEO for 30 years in the banking business.

aBdul kader askalanCEO, Oman Arab Bank

Be faithful, strong and straightforward

68 March 2010

Cover storY

It’s not always easy to remember all the advices one has received

in one’s life time and then pick up the best. From the moment one becomes aware of his surroundings he starts getting advices on what he has to do and more importantly what he has not to do. The list of negative advices outnumbers the positive ones. I am tempted to remember the most obvious advice given by all parents to their young one of my time, i.e., ‘work hard, do your duties and the fruits of your efforts will follow’.

Nevertheless, the most important advice that I got was from my father. His advice was: never ever consult palmists or fortune tellers; instead take well-informed

decisions and be responsible for your actions. Fortune tellers sap the decision-making ability of a person. The man then starts walking with crutches... a thing he does not need. He lives a miserable life of dependence. It’s not that all my decisions have scored a bull’s eye. However, in my every success and failure I see my own decision-making ability being tested and for me, this is what matters. Consequently, I never seek a fall guy. And what about a successful decision? To be proved right is a very satisfying moment, it’s sheer happiness. My father’s advice has strengthened my decision-making ability and for this I will always be indebted to him.

The best advice that I have ever got is – Do what’s right not what’s easier. While faced with a

choice one is tempted to go in for the latter option, but it is essential that we resist the temptation and choose the right path. Success is to be measured not so much by the position that one has reached in life as by the obstacles he/ she has overcome while trying to succeed. Saying that something is not possible is the beginning of failure.

navneet kasBekarCEO, Al Kamil Power Company

Be responsible for your actions

hh saYYid Faisal al saidCOO, Brand Oman Management Unit

Do what is right and not what is easy

Congratulations!

for setting new standards of leadership,cutting-edge banking & finance services

and above all, an active partnership in the socio-economic

development of the Sultanate for the past 25 years

OMAN ARAB BANK

70 March 2010

Cover storY

The subject you have chosen this time needless to say will

help so many in their life. I have been in the retail industry for more than two decades in Oman and in UAE. During my college days I got the following advice from my father – Think positive and be positive! Following his

advice I have changed my thinking and found this not only increases one’s energy but also reduces mental strain. There are so many incidents in life when one has to face challenging situations but if one has a constructive approach one can conquer the situation.

There is nothing called as one best idea since I believe

there can be no one fit for any given problem or issue. However, I greatly regard the words and pontifications of Ram Charan, the celebrated Harvard Business School professor. He says that in challenging times it is important to demonstrate personal integrity, to maintain personal credibility and to resist temptations to cut corners while carrying out unpleasant tasks like downsizing. These have been highly inspirational for me to continue my responsibilities on a day-to-day basis. Speak the truth more often. Gather information — from customers, from your customer-facing employees and from sources outside the firm. Another aspect I would like to borrow from Charan is

management intensity. This can be defined as deep immersion in the business’s operational details and the day-to-day competitive climate the business is facing, along with hands-on involvement and follow-through. Times have been challenging for most of us and we too are no exception.

Given the general flux the biggest challenge is to get your numbers correct when you don’t know how your accounting period is going to end. Most of us are already talking about recovery and some of the banks and large companies have shown encouraging year-end results for 2009. But, for most of us it has been quite daunting. At Jawad Sultan Group we constantly believe in creating new avenues and assets so that these bear fruits in times to come.

p ChandrasekhrGroup General Manager, Jawad Sultan Group of Companies

Demonstrate integrity, credibility

Mohan r sippYManaging Director, Sunrise International

Think Positive

72 March 2010

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Whilst almost everyone knows of Dr Stephen Covey’s

“Seven Habits of Highly Effective People,” very few are aware of his “The 8th Habit – From Effectiveness to Greatness”. It was a spiritual journey going through the book and I was deeply influenced by its thought process. The leadership challenge he talks of is firstly about finding your own voice and then inspiring others to find their voice and to achieve organisational greatness in the process. This is done through focus and execution. Focus embodies the modelling and pathfinding roles, whilst execution relates to the aligning and empowering roles. Pathfinding involves creating with others

a common vision about your priorities and the values by which you will achieve your priorities. Execution relates to aligning goals and enabling systems for results. Releasing passion and talent, clearing the way before them and then getting out of the way – that’s empowerment. In short, the way to achieve greatness in life is to help others achieve greatness. It is such a noble and profound idea that I have been consciously working on it relentlessly in the last five-odd years. I feel it has helped me, my team-members and the organisation, I work for quite significantly and even in personal life and with friends. It is a journey without an end but one which is satisfying and rewarding.

I was looking back to the past years in my life and in my career

and tried to find a single answer to this question and honestly it was not too easy. This is mainly because there were many people who have influenced me in one way or other in different phases of my life and I have tried to follow many of the good tips that were convincing to me to see if it works for me. This would include CEOs of companies I worked or admired, few sports personalities, professional trainers, parents, and my wife and select few colleagues.

If I were to select one I would go for Jack Canfield. I had an opportunity to attend a one day seminar conducted by him in

Oman and have been closely following his, “The success principles” since then. These principles are simple to follow but highly powerful and really practical. I have been using this book and similar books as a personal reference guide for the last seven years and would be happy to say that I have benefited from this in my personal life and also at my work. His principles on goal setting, building strong core team, reject rejections, taking 100 per cent responsibility, taking actions, ask–ask-ask are the ones that have really helped me. The journey still continues and I feel that I am still learning new things and adopting what is good for me.

vivek C pandeCEO, Life Style Group, Khimji Ramdas

Help others achieve greatness

l r ragenderanGeneral Manager, Towell Auto Centre’s Parts division

The success principles

73 March 2010

They say there are two categories of fools – Those

who give advice and those who don’t take it. Having been in the second category many times the one advice I have valued most was given by my boss in India and his advice was, “As a leader, whenever you depend on internal motivation, your cognitive faculties would narrow down in a manner whereby you will not be able to see the things which are apparent to the world. Therefore never ignore inputs from people around you before taking significant decisions.”

It took me a little while to realise the full value of what was said to me. An analogy of this syndrome

can be made with the experience one goes through when you are not in the driver’s seat in a car and you suddenly observe and discover structures which were always there on the road that you travelled frequently but had completely missed your attention when occupying the driver’s seat. This happens because in the driver’s seat your focus is on the destination and on the road ahead.

In my professional career, I have used this advice to prevent missing out on the apparent signals when taking decisions. Most importantly, I am extra careful when I feel passionately driven by a goal and am leading a team to fulfill the vision.

Minoo saherGroup CEO, Mustafa Sultan Enterprises

Never ignore others’ inputs

After finishing my education at Sultan Qaboos University, I

started my career in the university itself. I wanted to make my mark as a successful career woman and I plunged wholeheartedly into the job. Those were still early days for me and I realised that as a women I would have to work extra hard to prove myself in this male oriented world.

It was during these days that my father sat down with me to advise me about the best way to build my future. He told me to widen my horizon and look at every possible opportunity which came my way. He asked me to leave no stone unturned in my quest for success.

If we equate each stone as an opportunity then we can take a good look at it, turning it over and over to determine whether it is worth keeping, discarding or filing for the future. His advice was that if I let an opportunity slip past me someone else would find it, pick it up and succeed.

This advice has stayed with me all my life. I have learnt to focus on my objectives, making sure that no aspect is neglected or left half way through. This has enabled me to move ahead as a businesswoman who has not only attained success herself but has also supported other women to achieve recognition in life.

lujaina Mohsin darwishJoint Deputy Managing Director, Mohsin Haider Darwish

Utilise every opportunity

74 March 2010

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The best advice that I have ever got was ‘Stoop to

conquer’. This was not exactly an advice to me but was told to me in the context of how a successful industrialist advised his snotty CEO who came from the public sector. I found this was particularly relevant to me as I had also joined the private sector as a CEO of an investment bank at a young age of 40 from a public sector bank, State Bank of India (SBI). The public sector generally makes its executives rigid and arrogant as these organisations operate like semi-government departments. In my case, I had all the circumstances to make me a ‘swollen head’ as I had risen very rapidly in an institution that had enormous competition for

promotions and right postings as pyramid becomes narrower as you move up the ladder. I was different from my peers even in the bank as I followed a marketing approach in pursuing my professional career though my employer was not very marketing savvy at that point in time.

I used this advice to my fullest advantage in my professional and personal life. At times, circumstances demand that you have to give-in to the demands of your clients, employees, spouse or children that seem unreasonable but it helps to get much larger gratification in future. With this advice I always keep winning the war at the end even if it requires losing a few battles.

krishna kuMar guptaCEO, AlAnwar Holdings

stoop to conquer

The best advice I ever got in life is from my father who

always says, “I would want you to be well educated rather than being well qualified as knowledge acquisition even if it is through experience or exposure and any source would ensure a definitive growth for any individual both personally and professionally.” This advice has helped in inculcating a greed for learning giving me a distinct advantage in my career growth. I have always been prone to asking questions like “why?, how?, what? etc.” and have never succumbed to presumptions, inhibitions and reservations. Though I was not an academic

person I continued to learn from the experiences and learning of knowledgeable people and the environment around me. On the personal front this advice has made me a more satisfied soul imparting a sense of satisfaction. I have been using this as a key management tool by creating a knowledge pool within the organisation so that we keep on ideating and create a universe which is beyond the competitive space. We have always tried to fight the opportunity rather than competition and have succeeded. We always try and grow to our level of incompetency so that our learning quotient is subject to pressures for continuous growth.

ajaY gantiCEO, Al Seeb Technical Establishment (SARCO)

Knowledge acquisition is the key

Adding the strength of steel to the Sultanate

Quality Billets, High strength reinforcement bars, Welded wire mesh, Epoxy coated rebars

76 March 2010

Cover storY

The best advice that I ever got is from my guru and mentor

Sri Mylai Guruji Sundararam Swamigal, a philosopher par excellence. “Be bold in what you stand for and humility and simplicity in success”, though this appears simple had a profound impact on the way I looked at life around me. The advice changed my outlook towards my personal and professional responsibilities.

Being bold in what one stands for, calls for the highest level of integrity in every walk of life; passion for success against all odds; and total accountability. Humility and simplicity in success, calls for keeping the feet firmly on the ground; success shared; and responsibility towards the eco system. These instilled integrity, passion, shared vision, commitment to CSR while not doing much ado about one’s achievements. I found perfect

synergy with Bahwans, who are an embodiment of outstanding performance, commitment to social cause while being absolutely noble and simple.

The performance of Bahwan Cybertek (BCT) is a true reflection of our journey. BCT is among the largest software houses from the region with a workforce of more than 1,200 and solutions delivered across four continents and 20 countries.

BCT has been recognised by the Dubai government, Oracle, Red Herring, Nasscom for innovation and Deloitte for the third consecutive time.

Passion for success, belief that today’s business’s need to create to lead, led us to innovate for our stakeholders and to focus on creating value for them and the community at large.

OER has chosen a very interesting and innovative

topic for a business magazine! The best advice that I ever got was from my father, which is “What cannot be cured must be endured”. This phrase has a much deeper meaning than what is read first. It basically conveys the following:

Every problem need not have a • solution.

Every problem has to be • confronted and not run away from.

When you do endure a • problem, you will ultimately come out with a solution.

Having been involved in the

‘turnaround of sick companies’ several times in my career, I have come across such situations quite often and have benefited immensely from the above advice. Some people, especially at senior levels hate facing problems that seemingly looks intractable and often pull up their subordinates for coming up with problems rather than solutions. This advice has however taught me to face problems and avoid brushing under the carpet of problems that appear difficult to tackle and consequently enabled me to overcome them. Even in my personal life, it has developed in me a lot of tolerance and helped in strengthening relationships.

s durgaprasadDirector & CEO, Bahwan CyberTek

Be humble in success

s gopalan CEO, Reem Batteries & Power Appliances Co

What cannot be cured must be endured

Istarted my career as a scientist working in the field of

expanding knowledge in materials science. In science it is easy to get carried away with new theories or fancy calculations. The advice here was to analyse all information from different angles and only use it if you had verified its correctness using a number of totally different methods.

This advice has helped me in not taking any information at face

value. It forces you to really know what you are doing and at the same time gives you peace of mind with respect to the decisions that you take.

This advice is most usable when there is a high degree of uncertainty. I have used it in estimating cost, risk assessments, oil field development decisions and I use it on a daily basis for anything that has a high cost or can give a significant positive opportunity.

hans erlingsCEO, Galfar Engineering and Contracting Co

Do not take things at face value

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78 March 2010

The whole world is talking about go-ing green to save environment. What does ‘going green’ mean to you?To me, ‘Going green’ means making ecologically responsible decisions in every facet of life.

From the onset, the initiatives we have adopted have all been in-line with the most stringent international environmen-tal policies and regulations for large mixed use developments. The Wave, Muscat has reiterated its commitment to environ-mental conservation through its steadfast commitment to best practice environmen-tal standards, set in place by the Ministry of Environment and Climate Affairs.

On behalf of The Wave, Muscat I can say with great confidence that ‘being green’ has been part of our long term strategy and is ingrained in our culture as we create a safe, harmonious and healthy community. We are extremely proud to be the first Integrated Tourism Complex in the Sultanate to be working with such a close focus on the environment.

Economic experts have suggested that creating a green economy will top the agenda of most corporates before the end of this decade. your comments.I think with the current economic and environmental climate, as well as the speed at which environmental resources are running out, it is essential that corporations ‘go green’ in order to pursue a sustainable future. I also strongly believe that a change of this magnitude will impact every industry in our economy.

The entire agricultural industry will bene-fit as “things that can be grown” substitute carbon-based chemicals in our plastic, clothes and other products. It will change

Going green, a long term strategy for The WaveThe Wave Muscat has commissioned ongoing topographical surveys to monitor the effects on the underwater environment caused by reef building and the dredging process. Michael Lenarduzzi, CEO, The Wave Muscat tells Visvas Paul D Karra

Clever urban design, innovative architecture and construction techniques and ecologically sustainable principles all played an integral part during the planning stages to minimise negative environmental impacts.

The properties are built on landscaped architecture and have been designed to reduce water resources, through a number of best practices including enhanced wall insulation, low glow sun-resistant windows and district cooling for the project’s air conditioning units. In addition, a number of steps have been taken to reduce the project’s ‘carbon footprint’, which includes utilising building materials close

to the development’s vicinity such as rocks from the surrounding mountains.

We have also taken visible steps to protect the sea and marine life

by constructing a submerged protective reef designed to protect the site from the impact of erosion and stimulate marine growth and natural reef

of coral.

do you think that the initiative like Oman Green Awards will raise awareness among the people?Environmental Awards such as the Oman Green Awards have specifically been created to raise awareness within every Omani citizen and resident.

They also present an excellent platform to not only showcase but exchange new ideas and solutions practiced for environment preservation. It is important to recognise outstanding individuals and corporations that have exemplified vision, innovation, leadership and action for the environment as a means to inspire others to lead by example.

For more information, login to: www.oeronline.com/greenawards

Michael lenarduzzi, Ceo the wave, Muscat

how stakeholders perceive your business and the way purchases are made.

how is The Wave, Muscat contribut-ing to the cause of environment?

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80 March 2010

SUdhaKaR ReddY Real eState

Distinctly differentReal estate cannot be viewed as one homogenous asset class as the risks and returns vary between categories

The author is General Manager,

Al Habib & Co. Real estate is usually lumped together as one asset class but s o p h i s t i c a t e d

investors differentiate between the various categories within real estate. This is essential since the risks and returns vary between the various categories and investors need to understand these risks and returns before investing. In Oman, one can broadly segment the real estate industry into residential, retail and office space. We can talk about these being different asset classes although they are all real estate. There are other categories like hotels and warehouses but these are relatively small and specialised.

The table gives the risk/reward profile of the three asset classes

RESIdENTIALThe lowest risks and returns are in the residential segment. It is by far the largest segment and constitutes over 80 per cent

of the real estate industry. Relative new comers in real estate are better off sticking to this segment. Banks not entirely familiar with the real estate industry are better off funding residential projects, be it for investment purposes or personal use (mortgages). Occupancy stays over 80 per cent even in normal downturns and variation in rentals within the asset class is small.

In the case of mortgages, the income of the borrower acts as an additional security and lenders in developing countries like India rely more on the income of the borrower rather than the value of the underlying asset. Lenders in the USA ignored the income of the borrower and wrote mortgages to sub-prime borrowers depending only on the underlying asset value. When home values declined in the USA, the lenders lost billions. In India even when real estate prices declined, real estate lending has had the lowest write offs.

OffICE SPACEThe office space segment is smaller, more risky and overall gives a better return. However the returns are not uniform and depend on location, car park, quality of building etc. One can suffer long periods of vacancy and rents can be low for extended periods of time. This market is more prone to booms and busts with busts lasting longer than booms.

RETAILThe retail category can be segmented into shopping malls and street retailing. In the case of shopping malls the returns depend entirely on the developer’s ability to put together a tenant mix that can drive footfall and the tenant mix depends on the confidence that the developer can inspire in his ability to deliver footfall.

Returns from street retailing depend entirely on location. There can be a difference of 300 to 400 per cent, in the rents, that a good location can command compared to a poor one. This should be, but usually never is, fully reflected in land prices and developers would be well advised to look closely at such inefficiencies in the market to generate higher returns in commercial and commercial/residential buildings.

return / risk low Medium high

High Shopping Malls

Medium Office

Low Residential

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82 March 2010

HMR Consultants (HMR) have a number of firsts to their credit – in 2004-05, when the Sohar Industrial area took off in a big way,

HMR provided environment consultancy services to around 80 per cent of the

companies. When integrated tourism complexes like The Wave and Sama Dubai started their projects it was one of the first consultants to be taken on board. Says Sanjeev Kulkarni, group general manager, “We caught various waves in the Sultanate’s development and each

QUality diFFerentiationHMR Consultants is a premium environmental and engineering consultancy providing a range of cutting edge solutions to its clients. Mayank Singh reports

of these has taken us to a higher level in terms of our skill sets and associates.”

looking back HMR is a multidisciplinary engineering firm, with a proven track record of excellence in its practice. Established in 1994, it is an ISO 9001: 2000 certified firm. Its strong credentials has made it a preferred service provider with the World Bank; International Finance Corporation; UNEP (ROWA) and other leading national and international corporations and banks. With over a decade of experience in the GCC and MENA region its focuses on client needs and their unique requirements. “We believe in sharing our knowledge with our clients to develop innovative cost solutions that address our client’s needs,” says Suresh Kumar, group corporate manager.

HMR has developed an enviable reputa-tion for providing service tailored specifi-cally to meet client’s needs, establishing its place as the region’s premium envi-ronmental and engineering consultancy firm. Its strengths include a multidiscipli-nary consulting including a range of in-house technical specialists; a flexible and responsive approach to clients changing circumstances or priorities; an in-depth awareness of the needs of its clients; en-trepreneurial business dedicated to pro-viding innovative solutions and excellent corporate support in IT.

Its approach is to maintain a full range of in-house expertise; HMR provides a wide range of benefits to its clients through its commitment to knowledge of the environmental conditions across the region, its understanding of environmental regulatory framework in place and state of the art environmental monitoring equipment.

The service HMR provides is comprehen-sive and unique. Operating to interna-tional quality standards, with extensive experience in regional and global issues, HMR delivers tailored environmental solutions for every environmental issue. Key sectors in which HMR works in-cludes – exploration, production for oil and gas and mining, refining and down-stream petrochemicals, light and heavy industries, infrastructure and utilities, tourism and waterfront developments,

COMPANY PROFILE

sanjeev kulkarni, group gM (left) and suresh kumar, group Corporate Manager

83 March 2010

energy and power, ports and harbours. Says Kulkarni, “Till 2003-04 most of our business was from Petroleum Develop-ment Oman (PDO), but since then we have diversified into various other ver-ticles. We are thankful to PDO for their support during our initial days”.

due diligenceIndustrial, commercial and regional developments invariably require some form of environmental impact assess-ment (EIA) study proposed project. A first step in this process throughout the Middle East and North Africa is to undertake an environmental impact as-sessment (EIA) study.

HMR has extensive experience in conducting preliminary environmental feasibility studies and in undertaking full scale EIAs in all sectors. Says Kulkarni, “We have successfully negotiated per-mits for challenging situations such as coastal set back, conservation sites, archaeological sites, project early works, contaminated site remediation, marine dredging, land reclamation etc.” HMR has done such studies for a number of clients like Sohar Refinery, Dhofar Power, Oman India Fertiliser Company (OMIFCO), PDO etc.

Typically, clients and governments en-gage HMR’s specialised services in envi-ronmental monitoring and auditing right from the initial EIA and permitting phases through the construction and commis-sioning phases and seek continued sup-port during the operational phase until fit-for-purposes environmental, health safety systems are put in place. HMR pioneered groundwater remediation at a historic leaking underground storage tank site in Oman having successfully negoti-ated clean up levels and treatment meth-odology with the Ministry of Environment and Climate Affairs. Says Kumar, “We had worked with the Ministry of Environment to develop an IT system to build maintain and manage the database for solid waste, hazardous waste and groudwater pollu-tion, on latest technologies.” “HMR is sensitive to its responsibility to the com-munity and continues to promote social entrepreneurship and sustainability. This ethos is embedded in all aspects of our operational and commercial activities,” adds Kulkarni.

Broad basedAl Rawahy technical Services (IT division) has been formed by hiving off the IT services of HMR. RTS has been providing innovative solutions to its clients in the Public and private sector. RTS assisted HMR in the development of a Database Application for the Ministry of Environment. It also developed a unique application for the Ministry of Housing for Krookie printing. There was a remarkable improvement in efficiency and accuracy for delivering Krookie to the public. RTS also represents Mind Tree Consulting from India in Oman.

In an effort to diversify its offerings, HMR set up Simon Engineering and Partners

(SEP) in 2007. SEP is a process oriented design and engineering company estab-lished in the Sultanate as a joint venture between Simon India Limited of Delhi, India and HMR. The company provides specialised design and detailed engineer-ing services to the process industry. Its focus is on providing these services to the following sectors – oil and gas pipelines and facilities, refinery and petrochemi-cal plant, downstream process industry, fertilizers and polymer plants, inorganic chemicals like chlor alkali plants, sulphu-ric acid plants etc, speciality chemicals and other sectors. Says R Ramdas, COO, Simon, “We are looking at local problems in traditional companies and are getting

into strategic alliances with various in-dustries in Oman.”

CAPE a subsidiary of SEP is a high intensity architectural, structural and MEP design and project management company based in Muscat, with satellite offices in London, New Delhi and Melbourne. These include residential, retail, tourism, institutional, governmental, commercial, factories, warehousing and infrastructure in Oman, India, Europe, the Far East and Australia. It has resident expertise with regards to the regulatory and statutory procedures of the various ministries involved in the development of the built environment. Further value is added by

acknowledging the importance of the indigenous socio-economic issues, allied to a genuine appreciation of local customs and traditions. Says Damodar, general manager, CAPE, “We are working on 33 odd projects and have ramped up our operations from three to 36 people. In 2010, our aim is to grow upto 50 people and to double the growth at which we grew last year.” Having proved its mettle in the Sultanate, HMR is looking at expanding its presence to Qatar, Abu Dabi, Dubai, India and North East Africa (Sudan). The unrivaled domain knowledge and expertise that HMR brings to its clients, is sure to propel it to success across geographies.

(From left to right) damodar, general Manager, Cape; amrit rao, operations Manager, hMr; and r ramdas, Coo, simon engineering

84 March 2010

The most anticipated corporate event in Oman, OER CEO Golf, will be played on Oman’s premier green golfing venue – the 18-hole Par 72 PGA-

standard championship golf course at the Muscat Hills Golf & Country Club - on March 11, 2010. OER CEO Golf is presented by Nawras Business Solutions, in association with National Bank of Oman, and in time with Rolex from Khimji’s Watches and partnered by BMW. Much is happening in the business world here, and CEO golfing – as the event is now referred to by participants, is more than just golf. The OER CEO Golf event has been, traditionally, the unique networking opportunity every year for the crème-de-la-crème of Oman’s corporate society.

Corporate captainsNawras Business Solutions will again be the corporate captain at OER CEO Golf 2010. That’s not all, the support has, this year, been signed up for three years up to the 8th edition of OER CEO GOLF in 2012. Speaking about Nawras’ decision to commit to presenting OER CEO Golf, Nawras CEO, Ross Cormack said, “We are delighted to be sponsoring this event for the second year running and excited that this year it will be taking place on the first green golf course in Oman. This is particularly apt as Nawras is no stranger to introducing many communication ‘firsts’ for customers. Our long term commitment will see Nawras Business Solutions presenting OER CEO Golf with pleasingly different networking opportunities in this informal environment for the next three years.”

About the day’s programme, Cormack said, “Last year’s event was described as a tremendous success and without being able to give too much away at this stage, I can certainly say that we are looking forward to raising the bar even further this year. Each OER CEO Golf day is getting bigger and better and Nawras Business Solutions will be helping to ensure that the 2010 event will be a talking point for a long time to come.”

Oman’s customer-friendly mobile com-munications service provider, Nawras, is committed to enhancing people’s daily lives, making life more versatile and al-ways a pleasingly different experience. For real corporate mobility, and enhanc-ing business efficiency, Nawras Business Solutions has been the right choice for many organisations. With their vision

oer ceo golF 2010 to tee oFF on the greenS

the uMs and nawras teams after the signing ceremony for nawras Business solutions being the presenter of oer Ceo golf 2010

85 March 2010

to enrich the lives of people in Oman, Nawras constantly strives to be caring, excellent and pleasing, striving to build close relationships. They believe that people should have the time to focus on the important things in life. For this reason, they are always on the lookout for avenues that significantly enhance the quality of people’s lives. Considering their corporate ethos, it is not difficult to understand why they have agreed to be the Corporate Presenters of the 6th Edi-tion of OER CEO Golf too.

Speaking about the three-year agreement, Sandeep Sehgal, CEO of United Media Services says, “The partnership reiterates Nawras’ commitment to the event and brings value to it. Over the years OER CEO Golf has grown into a media asset that gives partners an opportunity to interact and engage with an elite target audience. The inherent strength of this property along with a preferred partner like Nawras ensures that OER CEO Golf will grow from strength-to-strength in the coming years.”

on boardIn addition to Nawras, OER CEO Golf is being partnered by National Bank of Oman (NBO). David Power, NBO’s general manager, chief of Retail Banking said: “NBO is well known in the banking industry for launching many firsts. We are indeed honoured to sponsor the prestigious OER CEO Golf Tournament, which will be held at Muscat Hills, Oman’s first green golf course. The decision insures that professional golf will continue to grow in the Sultanate as we look forward to a long lasting relationship with OER and their many initiatives.” Humayun Kabir, NBO’s general manager, chief of Business Banking said: “NBO continues to remain committed to supporting all major sporting and community related events in the Sultanate. We are proud to be ‘Associate Presenter’ of the prestigious ‘OER CEO Golf Tournament’. The tournament provides us an ideal opportunity to mingle informally with our valued customers and high profile members of Oman’s business community.”

Rolex from Khimji’s Watches continues to partner the event this year too. Says Anil Khimji, director, Khimji Ramdas,

“Rolex is associated with premium golf events globally; and it was quite natural for Khimji’s Watches to have tied up with OER CEO GOLF from its very inception. Rolex stands for perfection and class and these values resonate well with all those who would be participating in this event. Khimji’s Watches, the final word in luxury watches and accessories in Oman today, is happy to be associated again with this much anticipated and high profile event of the year. It’s a win win situation for us as event partners; but for the most promising golfer-to-be this could be the most exciting win of all; when he takes home a Rolex. I wish this programme grand success.”

The other partners of the event are Times of Oman and Al Shabiba, the publicity partners; Hi!, Faces and Al Youm Al Sabe, the media sponsors. The category partners include Cybex (Fitness), OUA (Beverage),

Infoline (Call centre), Axa Insurance (Insurance), Al Sawadi Beach Resort (Hospitality), Oman Printers & Stationers Co (Printing), Signature (Luxury partner) and Muscat Hills (Venue).

This year too, the day-long event is designed to provide nail-biting action for CEO golfers. The main competition is an 18-hole affair on a golf course that has been delicately crafted around the natural Omani mountain ranges to produce the first course of its kind in the Middle East. Players in this competition will be able to experience, for the first time in Muscat, what it feels to compete on a course designed by internationally renowned golf course designer Paul Thomas of Dave Thomas Associates, and constructed by Southern Golf UK.

The word has spread around, and the corporate world is excited and abuzz about the 6th edition of OER CEO Golf. “OER CEO GOLF has always been an exclusive event. It’s Oman’s biggest and unique golfing-cum-business networking extravaganza,” says Sehgal. “For us, it’s exciting that Oman’s most awaited corporate golfing championship will see the ‘who’s-who-of-Oman’ out there together on the greens.” Green is not the only unique facet about this year’s OER CEO Golf. Apart from the 18-hole main event, Water Golf is on the cards. It’s an exciting event for golfers, golfers-to-be and their spouses. At the Serenity Lake at Muscat Hills, players will have to study the positions of a floating green, and aim to get their golf ball onto it.

New, exciting and fun-filled activities have been planned to fill the day’s calendar, ending with the grand finale at the awards dinner - an evening that’ll be loaded with enthralling performances and mesmeris-ing music. “This is the opportunity for real top-flight brands to be associated with a high-profile event in Oman. It’s become the most anticipated up-market event of the year in Oman, and every year, we try to make it bigger and more excit-ing. Throughout the day, and well into the night, it is going to be the best anyone has seen here in a long time,” says Alpana Roy, executive vice president of UMS.

For further information, contact Kush on 99253729

86 March 2010

More than 250 oil and gas firms and h u n d r e d s of industry

professionals are expected at the 7th Oil & Gas West Asia (OGWA) Exhibition and Conference, which will be held at the Oman International Exhibition Centre and Golden Tulip Hotel on April 11-13.

Organised by Omanexpo and held under the patronage of the Ministry of Oil and Gas, OGWA is one of the largest energy events in the Middle East region.

The three-day event, which was first held in 1998, will prominently feature the operations of major oil and gas firms that are contributing to the continued development of the vibrant oil and gas industry in Oman and in the wider region.

“As an important fixture in the events calendar of the region’s oil & gas industry, OGWA 2010 will bring have the largest gathering of companies and industry professionals who all play a major role in the continued development of this vibrant industry,” says Nasser Diab, general manager of Omanexpo.

Diab pointed out that just like in previous editions of the event, OGWA 2010 will

The future of energy to be showcased at expoThe seventh Oil & Gas West Asia Exhibition and Conference will also feature an Enhanced Oil Recovery (EOR) conference

Oman Oilfield Supply Centre, and Vanguard.

OGWA 2010 is officially sup-ported by Petroleum Devel-opment Oman (PDO) and the Oman Chamber of Commerce & Industry (OCCI). The gold sponsors of the exhibition are the Al Sulaimi Group and Technical Trading Co, while the bronze sponsors are Oman Oil Company and In-ternational Business Develop-ment (IBD). InterContinental Muscat is the official hotel, while the official logistics partner is Yusuf Bin Ahmed Kanoo & Co.

The media sponsors include Pipeline Magazine as the official publication, Zawya as business community partner, and the media partners are Arab Oil & Gas Magazine, Gulf Oil & Gas, Oil & Gas News, OilBarrel.Com, Oil & Gas Review, Oil Review Middle East, Oman Economic Review, and Upstream Magazine.

In addition to the exhibition, OGWA 2010 will also feature the SPE EOR Conference at OGWA, a technical conference that will be managed and or-ganised by the Society of Pe-troleum Engineers (SPE).

feature the strong presence of national oil and gas companies, all of which will proudly showcase their operations to familiarise all visiting industry professionals about their latest projects, past achievements, and future development plans. Among these companies are Petroleum Development Oman (PDO), Oman LNG, Oman Gas Company, Oman Oil Company, Oman Refineries and Petrochemicals Company, Qatar Petroleum, the Abu Dhabi National Oil Company (ADNOC), and the Bahrain Petroleum Company (BAPCO).

international participation OGWA 2010 will also feature a large number of exhibitors from more than 30 countries worldwide, thus registering the biggest ever international

participation in the biennial event. Among the countries that will be represented include France, Germany, China, the UK, Thailand, Canada, Russia, Qatar, Switzerland, India, Norway, Bahrain, Portugal, Saudi Arabia, Korea, Kuwait, the UAE, Spain, and the USA.

The list of key exhibitors in-cludes Total SA, Oxy, Tecni-cas Reunidas, Partex Oil & Gas, Kudu Industries, Lufkin, Lloyd’s Register, Pall Corpo-ration, MB Petroleum, OHI Petroleum and Energy Serv-ices, Falcon Oilfield Services, W J Towell, Schlumberger, and Weatherford. Also par-ticipating are Oman Cables Co, Mott MacDonald, Al Has-san Group, Oman Oil Indus-try Supplies & Services Co, Abraj Energy Services, Tech-nical Supplies International,

OIL & GAS

OER and Oil & Gas Review are the media partners for the event.

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OGWA OER Ads.pdf 1 2/23/10 5:39 PM

88 March 2010

eCOnOMYOliveR CORnOCK

Today the south-ern port city of Salalah is a safe, bustling metrop-olis where you

can conduct modern busi-ness and, on a day off, wan-der through traditional souqs or enjoy miles of pristine beaches. However, this pleas-ant present belies a romantic history: hundreds of years ago, Salalah was a shelter for pirates and brigands, then an increasingly important stop on the ‘incense road,’ an an-cient trade route.

Those in the shipping business might be forgiven for taking a dim view of tour guides who promote Oman’s romantic pirate past. And Oman, which might have thought it had left its pirate days behind, has recently learned the hard way that it is not immune to this problem.

dARING PIRATESThings began to heat up this June 2009, when the cargo ship MV Charelle was hi-jacked just 12 kilometres from Oman’s territorial waters. It was held for more than five months off the coast of So-malia before it was released for an undisclosed ransom on December 3. It seems that the pirates that have long bedevil-led the western Gulf of Aden – the body of water between

Somalia and Yemen – are fishing further afield. Attacks have been reported as far east as Sur, just less than 200 kms from Muscat, at the entrance of the Strait of Hormuz.

This was not the first modern pirate menace near Omani waters, but it was the first successful one. In December 2008, three small skiffs fired rockets at a US cruise ship with more than 1,000 people on board. The ship was able to accelerate out of the pirate’s range and arrived safely in Salalah the next morning.

MARITIME SECURITyOman’s stability, prosperity, and developed transport hubs have made it an attractive lo-cation for foreign investment over the last few years. With characteristic prudence, the Sultanate has been investing in diversification away from a hydrocarbon-based economy – a strategy which has result-ed in solid transport networks, industrial development, and a much-lauded tourism infra-structure.

Further, Oman maintains good relations with its neigh-bours, both fellow GCC coun-tries and the potentially more troublesome Yemen and Iran. But any investor interested in setting up a business in Oman, especially one involving sea

freighting, will be looking to the steps the Sultanate is tak-ing to ensure maritime se-curity. Back in June, the MV Charelle’s distress signal was missed by the Portuguese na-val forces dispatched for anti-piracy duties in the area. The Omani authorities responded immediately, but the vessel was already in pirate hands.

Since then, the Sultanate has been working to build capacity to ensure that the security forces can respond as effectively as possible to threats of this nature. The Sultanate has increased cooperation with the EU Naval Force, which has been conducting a military operation, code-named ‘Operation Atalanta’, to combat piracy in the region since December 2008.

PARTNERShIPSOman has provided berthing and medical facilities for the force, which is made up of ships provided by EU member states, NATO, and a US-led coalition. It appears to have benefited from having a regional partner: the last successful hijacking in the EU Naval Force’s patrolled waters took place in July 2009.

In light of the security crack-down, pirates are moving fur-ther east, where they continue to pose a threat to Oman’s

High Seas, High StakesThe joint military exercises and cooperation with the broader anti-piracy movements in the region are a clear indication of the Sultanate’s commitment and ability to deal with this regional security concern

The author is Regional Editor, Oxford Business

Group

89 March 2010

shipping lanes. In recognition of this shift, Oman’s navy and India’s air force agreed to en-gage in a series of war games designed to improve the forc-es’ ability to combat ‘sea ter-rorism’ this October.

“The environment is changing rapidly in terms of terrorism and piracy,” the Indian Air Force (IAF) vice-chief Air Marshal PK Barbosa said in a statement to the l0cal press when the joint exercises were announced. “If the swathe (of piracy) widens, air forces may be called upon to help the navies of different countries already patrolling the Gulf of Aden. If directed to do so, we are prepared,” he said.

The joint exercises concluded in early December, and proved their efficacy within days: on December 7, the IAF dispatched a helicopter in response to a distress call from a Norwegian tanker in the Gulf of Aden. The pirates fled when the IAF fired warning shots. On December 20, a similar mission dispatched a skiff that had been pursuing the Cayman Island-flagged MV Sodlering Ace.

ARAB NAvAL fORCEThe GCC agreed in October 2009 to establish an Arab Na-val Force, tasked with keeping the Red Sea, the Arabian Gulf,

and the Gulf of Aden free of pirates. It aims to cooperate with other international anti-piracy efforts, especially the EU Naval Force, by establish-ing a joint command for one year, hopefully with no need for extension.

Oman took the bilateral relations one-step further by planning joint rescue and relief operations with Iran, which is eager to keep the Strait of Hormuz clear. Nearly a third of the world’s oil – and a very far from insignificant portion of Iran’s export revenue – passes through the Strait. Oman’s ability to maintain close security ties

to its unpredictable eastern neighbour is a valuable asset in the quest for regional stability. Despite the strides made by Oman and its international partners, it is difficult to guarantee military protection for the estimated 20,000 commercial ships that pass through the Gulf of Aden and Oman’s territorial waters every year. To that end, Oman has encouraged ships to beef up their anti-pirate defences, using techniques like barbed wire, water cannons, and flares.

Sonar defences – extremely loud bullhorns that can incapacitate pursuers – are

another popular deterrent, and have been installed on many cruise ships. In a more 21st-century move, the Sultanate has aided the EU Naval Force in the development of an internet-based communication system that alerts ships to threats in their area. Ships can also register to travel in convoys with military escort.

In early December, armed pi-rates were reported to have attempted to board the mer-chant ship BBC Togo, but found it hard going when they discovered the stairwells of the ship were cordoned off with barbed wire. The pirates fled to a nearby fishing dhow, just a hundred miles off the coast of Oman, where they were cap-tured on December 2, 2009, by the Dutch navy. Within days, reports of another failed attack emerged, this time on a Greek ship in the Arabian Sea southeast of Oman.

Oman’s anti-piracy measures are increasingly effective, but it is easy to see that the prob-lem is significant. Much of Oman’s success as a trading hub for the region – particu-larly in transhipment – has been based on its strategic po-sition. It is understandable – not to mention reassuring for investors – that the govern-ment has taken such a proac-tive stance on piracy.

SWinging FortUneSdecember 2008 Three skiffs fire rockets at US cruise ship. Ship escapes, reaches Salalah.

june 2009 Cargo ship MV Charelle hijacked 12 kms from Oman’s territorial waters.

october 2009 Oman’s navy and Indian Air Force (IAF) agree for war games to improve ability to combat ‘sea terrorism’

december 2, 2009 Pirates attempt to board merchant ship BBC Togo. Caught by Dutch Navy.

Within days, another failed attack on a Greek ship in the Arabian Sea southeast of Oman.

december 7, 2009 IAF helicopter responds to distress call from Norwegian tanker in Gulf of Aden. Attack thwarted

december 20, 2009 IAF helicopter dispatches a skiff pursuing Cayman Island-flagged MV Sodlering Ace

the sWashbucklIng antIcs of Jonny depp and

hIs brethren are amusIng In the movIes, but modern-

day pIracy Is a costly problem for shIppers

WorldWIde

90 March 2010

Times of Oman (TOO) has completed 35 years in Oman. Can you give us an account of the initial years and the progress of the brand in the last three decadesWe started TOO on February 23, 1975 as I felt that the country needed a newspaper in English. In those days there was no radio, television station or newspaper in English, so this became a limitation in showcasing the country to outsiders as there was no one was there to speak on your behalf. It was difficult to set up the first English newspaper but since I owned a printing press – the Oriental Printing Press, it was relatively easier for us to overcome the teething problems. TOO started out as a weekly tabloid with only 16 pages. The biggest challenge was to get editors and reporters who were proficient with English as there were no English speaking Omani journalists. As a result we had to get expatriate journalists from India, Philippines or Pakistan.

The idea for the newspaper came when I was working for the Ministry of Foreign Affairs (MFA). I joined the MFA on February 22, 1972 as director of five departments – finance, administration, consular, protocol, security and coordination – as in those days there were few educated Omanis. The MFA had a staff strength of 16 people and all my colleagues were looking after two-to-three departments. One April 1, 1974 I received a telex from a Chicago, US based company called Flying Tires. Its Singapore office had sent in a request seeking permission for a fly over. The telex was addressed to the Ministry of Foreign Affairs, Muscat, Sultanate of Oman, Saudi Arabia. I lost my temper on seeing the telex and wanted

Strength-to-StrengthTimes of Oman celebrated its 35th anniversary on February 23, 2010.

Essa M al Zedjali, Chairman, Muscat Press and Publishing House

and Editor-in-Chief of the paper talks about the years gone by and the

changing media scene to Mayank Singh

MEDIA

91 March 2010

to destroy it, but I kept my cool. I kept seething for three days on the thought of an independent country like Oman being mentioned as Saudi Arabia. After three days I realised that Oman had few consulate offices abroad and there were no English newspaper, television or radio stations to educate people abroad. I gave the company permission for the fly over with a warning to address their future correspondence correctly to the Sultanate of Oman. Simultaneously, I decided that we needed to start an English newspaper to educate people about the country.

TOO has been a leader in the English newspaper category for decades, what accounts for its success?Our readers have been our biggest strength. They have appreciated our editorial content, layouts and design. We give both local and international news. Around 65 per cent of our readers are Indians and we take care to provide them with relevant news. I am happy with what we have achieved, but we have more visions. We need to constantly improve the newspaper to provide more value to our readers and that requires constant effort from our side.

In a business driven environment, how has the newspaper maintained a balance between editorial content and marketing pressures?We have separate editorial and marketing teams. In addition there are advisors. These teams function independently but also coordinate with each other. There is harmony and coordination between our various departments which helps in striking the right balance. Secondly, we depend on reputed news agencies for news which helps us to maintain impartiality.

how has the media business changed over these 35 years?Things have changed drastically over the years. The industry has matured

and progressed. For example, people have started reading newspapers in an electronic form. And we too have moved in this direction. Muscat Press and Publishing House (MPPH) has its own in-house IT development team, which takes care of all our IT related developments. We have launched first-of-its-kind products in the Middle East, starting from WAP services, e-mobile newspapers that enables readers to see the entire newspaper on their mobile phone. TOO

and Al Shabiba both are available as e-mobile newspapers. We have mobile services which provides entertainment content – except for mobile operators, no one has this service in Oman. We have launched an electronic newspaper where you can see the entire newspaper as a soft copy. MPPH is the first media house in the Sultanate to tie up with newspaper direct – the digital worldwide network. The tie-up makes TOO and Al Shabiba available across the world

in all Intercontinental hotels. We have launched i-phone applications, another first in the Middle East. On the marketing side clients can book a classified ad in our publications using a mobile phone. People staying in the interiors like Ibri, Sohar, Salalah (and Muscat too) etc can book a classified advertisement in our newspapers by just sending us a message the ad gets published in the next day’s newspaper.

you have been the Editor-in-Chief of Times of Oman since its inception. Can you give us details of your achievements and what is your message for young journalists?Starting with one newspaper we have grown the number of titles that we have over the years. Today we have TOO, Al Shabiba – an Arabic newspaper, Thursday – a weekly magazine, Hi! a weekly newspaper which comes every Friday; Al Youm Al Sabe, Black and White a fortnightly magazine and Faces. Overall, we have a 65 per cent market share in Oman. We are proud of our newspaper, our achievements and our work. We have a strong editorial, marketing and IT department. Starting with 13 people in 1975, we now have a staff strength of 300. We have two printing presses, out of which one remains on standby for any contingency. For every ten rials that we earn we spend nine rials on developing our people, as they are our key asset.

My advice to young journalists is that they should devote

themselves to studying journalism in English. Since the Sultan Qaboos University does not offer journalism courses in English, I would suggest the private sector to establish a college or University for English journalism. This will encourage Omani journalists to get educated and trained in English journalism. The industry today, faces a shortage of Omani English journalists and as we go ahead we need more Omani journalists.

The first edition of Times of Oman dated February 23, 1975

92 March 2010

Sonata sets new benchmarksThe exterior of the all-new Sonata is long, light and low. The high beltline allows for a long, sleek roofline accented by the third window. The face is bold with a large powerful chrome grille and headlamps that integrate precise details. Multi-spoke wheels (16, 17 or 18-inch) complete the assertive stance. The sophisticated look continues inside where Hyundai has created an upscale ambience thanks to a flow-through center console and instrument panel. These flowing surfaces complement the exterior design.

Tucson’s fluid designHyundai ‘fluidic’ design language finds confident expression in the sweeping, gently curved lines of the new Tucson. The hexagonal grille previewed on the ix-onic concept at the 2009 Geneva Auto Salon moves into mass production on the Tucson/ix35. Tucson gets an aggressive belt line coupled with a low-to-the-ground feel which is enhanced by the optional 225/55 R18 wheels. Aerodynamic tweaks include the addition of a rear spoiler which aids fuel efficiency.

Once again defining a brand new segment in the market, BMW has announced the arrival of the all-new Gran Turismo in Oman. An embodiment of the leading premium automotive manufacturer’s commitment to innovation, the BMW Gran Turismo combines the characteristic features of a prestigious sedan, the

functionality and space of an SAV and elements of a traditional grand touring car. The exterior of the car combines the proportions so typical of a BMW, an elegantly stretched silhouette and a coupé-like roofline, as well as four doors with frameless windows to create a harmonious unit. The front view of the car animates

powerful dynamism through the sheer presence of the upright BMW kidney grille, large air intakes and dual round headlights slanted back at an attractive angle. The daytime driving light function is provided by corona rings with LED technology, while the rear end is enhanced by L-shaped rear light clusters with illuminated rows of lights.

The BMW Gran Turismo debuts

2010 Nissan Patrol debutSuhail Bahwan Automobiles, the sole importers of Nissan vehicles into Oman, unveiled the all-new 2010 Nissan Patrol SUV in Oman. Billed as “The Hero of All Terrain” The new Patrol is an all-new seventh generation model, building on its impressive history, but at the same time, incorporating a new platform, a radical new design direction, significantly enhanced interior comfort and luxury, powerful new V8 engines, a 7-speed automatic transmission and a new 4WD

system. Meticulously honed for over five decades, the Patrol is Nissan’s flagship SUV model and enjoys a rich heritage and passionate following in the Middle East. It is no small statement to say that for many owners across the Middle

East, the Patrol is ‘The Hero Come Home’. It’s the vehicle that they grew up with; the Patrol has been the region’s premier and trusted large SUV, becoming an inseparable part of the social and cultural fabric of Arabia.

Visit One of the Largest Events in the Regionfor the Building and Construction Industry

Head Office:P.O. Box 20, P.C. 117, Muscat, Oman | Tel: +968-24660124 | Fax: +968-24660125 / 126 | E-mail: info@omanexpo.com

15-17 March 2010Oman International Exhibition Centre

Muscat, Sultanate of Oman

Exhibition Timings:

10:00 am – 1:00 pm &4:30 pm – 9:00 pm

* Interiors & Buildex is strictly fortrade visitors only.

The OrganizersFor more information, contact the OMANEXPO Regional Office at +971-4-2587774 ore-mail: infodubai@omanexpo.com.To register online, visit www.interiorsbuildex.com.

Supporting Organisations Official Magazine Media PartnersInternational

Official Magazine

Platinum SponsorVisitor Badge

SponsorGold Sponsors Silver SponsorsOfficial Logistics

Partner Official Hotel

Event Highlights Participation by more than 200 companies from over 30 countries Showcasing all types of building materials and interior furnishings National pavilions of Turkey, Italy, Egypt, Sri Lanka, UK and the UAE Special feature on heavy equipment and construction machinery Largest-ever gathering in Oman of the region’s industry professionals

Floor Plan Sponsor

Official CataloguePublisher

Visit One of the Largest Events in the Regionfor the Building and Construction Industry

Head Office:P.O. Box 20, P.C. 117, Muscat, Oman | Tel: +968-24660124 | Fax: +968-24660125 / 126 | E-mail: info@omanexpo.com

15-17 March 2010Oman International Exhibition Centre

Muscat, Sultanate of Oman

Exhibition Timings:

10:00 am – 1:00 pm &4:30 pm – 9:00 pm

* Interiors & Buildex is strictly fortrade visitors only.

The OrganizersFor more information, contact the OMANEXPO Regional Office at +971-4-2587774 ore-mail: infodubai@omanexpo.com.To register online, visit www.interiorsbuildex.com.

Supporting Organisations Official Magazine Media PartnersInternational

Official Magazine

Platinum SponsorVisitor Badge

SponsorGold Sponsors Silver SponsorsOfficial Logistics

Partner Official Hotel

Event Highlights Participation by more than 200 companies from over 30 countries Showcasing all types of building materials and interior furnishings National pavilions of Turkey, Italy, Egypt, Sri Lanka, UK and the UAE Special feature on heavy equipment and construction machinery Largest-ever gathering in Oman of the region’s industry professionals

Floor Plan Sponsor

Official CataloguePublisher

94 March 2010

Bank sohar’s Big Cheque draw

khimji’s Mart’s retail awards

omran honoured for supporting youthOmran, the government-owned tourism and real estate develop-ment company, has been awarded the shield of the Batinah south region, in recognition of its efforts in helping Omani youth through its support of Outward Bound Oman/Tahaddi and Injaz Oman. The edu-cational programmes help young Omanis in the region and across Oman develop the life skills sought by employers and bridge the gap between educational environments and the workplace. The shield was presented to Dana Sarhan, Corporate Social Responsibility and marketing manager at Omran by Dr Sana bint Sabil Balushi during a special ceremony for careers advi-sors organised by the Education Directorate General in the Batinah south region. Wael al Lawati, CEO,

Khimji’s Mart announced the winners of its Retail Awards 2009 for its employees. The award competition featured four categories. Khimji’s Mart Al Khuwair won the Best Outlet of the Year award while Jitesh Bhimji Thanki, Jayaprakash S Pillai, and Ibrahim Issa Khamis al Balushi bagged the Best Employee of the Year, Best Outlet Manager of the Year and Best National Customer

Service Manager respectively. Entries were received from 19 outlets and nearly 475 Khimji’s Mart employees. The winners were felicitated in the annual staff get-together. Presenting the award, Nailesh Khimji, Director, Khimji Ramdas, said, “Khimji’s Mart has maintained its tradition of setting new benchmarks towards better customer service that are vital for a professional environment.”

Omran, said: “As a company with a strong commitment to corporate social responsibility, we are hon- oured to be receiving the shield of Batinah.” Omran has partnered with Injaz Oman, a non-profit organisation and a member of the Junior Achievement Worldwide organisation. The programme helps run business and economics programmes for youth aged 12-21 in schools and universities across the Sultanate, teaching them how to start and manage businesses.

Pure Life essay writing competition, promoted by National Heaters In-dustries came to a close with a prize distribution ceremony at the Indian School Muscat (ISM) premises. The competition which is currently in its fifth year was held for grade six and seven students from 18 schools across the Sultanate, with over 3000 students taking part in it. The topic for this year’s contest was – ‘My Green World’. Senior officials from National Heaters Industries, principals

of various Indian schools and other special invitees graced the occasion. The essays winning the first prize from each school were evaluated and selected for ‘The Best School Trophy’ by a panel of eminent jurists com-prising Dr Ali Al Balushi, Assistant Professor, Department of Curriculum and Instruction, Sultan Qaboos University; and Mayank Singh, Editor, Oman Economic Review. ‘The Best School Trophy’ was bagged by Pakistan School Muscat this year.

pure life essay writing contest

Pizza Hut Oman announced an innovation, which will revolution-ise the traditional family pizza to suit the needs of busy teens and young adults. The new P’Zone pizza sandwich is designed to be eaten ‘on the go’ by busy individuals who are looking for a convenient alternative to a sit down meal in a restaurant. Whilst the P’Zone will not replace the traditional wheel shaped family

pizza, it will enable Pizza Hut to expand its offering to attract a new market of highly active individuals seeking convenient, satisfying and delicious meal solutions. The P’Zone is available now at all Pizza Hut stores in five mouthwatering toppings including supreme, meaty, chicken, vegetarian and margherita. The P’Zone is very aggressively priced at less than two rials.

pizza hut launches pizza sandwich

The Omani-Korean Company, a majority Omani held joint venture with a Korean partner, has started to manufacture LCD televisions for the first time in the Sultanate. A whole new state-of-the-art plant is already set up by the Omani-Korean company that will be operational shortly in Sohar. Suleiman bin

Mohammed bin Hamed Al Yahyai, the founder of the company, says that the projected market size for the regions is in the range of 6.9 million units with a compound an-nual growth rate in excess of 15 per cent. The Oman market size is projected to grow at a much higher rate.

Made-in-oman lCd tv

95 March 2010

Looking for global reach? What about a network of 98 marketing agencies in 148 cities, 91 countries and every continent not made of ice? Very difficult to believe, but absolutely true; because all this and more is now provided by the International Network (IN) agency that Advertising International Company (ADINC) is proud to be a part of. Bikram Sehgal, general manager, ADINC says, “We are extremely happy to announce that

ADINC is now a part of the world renowned IN network. IN works for local, regional, multi-domestic and global clients, both directly and in co-operation with other IN network agencies. By being part of the IN network we will not only be able to serve our esteemed clientele in Oman better, but will also be able to provide our assistance and expertise for their advertising and integrated marketing communica-tion needs the world over.”

With the excitement of the 2010 FIFA World Cup South Africa just around the corner, Oman International Bank (OIB) announced the “2010 FIFA WORLD CUP PROMOTION” in conjunction with VISA. As per the promotion specifications, all purchases, big and small, locally or internationally, with OIB Visa Credit, Visa Debit or Visa Debit Chip cards between January 15 and February 28, 2010 stand a chance to go into the draw to win an all-expenses-paid trip for two to watch the FIFA World Cup live in South Africa. During the

promotion the OIB Customers who use their card will automatically go into the draw. OIB credit and debit cards are accepted anywhere in the world and in more than 29 million merchant outlets, OIB Credit Cards offer unbeatable advantages as maxi-mum purchasing power, international convenience, peace of mind, unlim-ited access, more flexibility, deliver the financial freedom and conven-ience that today’s diverse priorities and lifestyle require. OIB is one of the largest issuer of debit cards with 83 branches all over Oman.

adinC joins the global ‘in’ network

oiB’s world Cup promotion

The Oman Hockey Association (OHA) and Zawawi Trading Company (ZTC) are all set to begin this year’s ‘Zawawi National Youth Hockey League’ simultaneously in Muscat

zawawi national Youth hockey league

Shell Oman co-sponsored the Biosphere Expedition which con-cluded its 2010 survey of the Ara-bian Leopard among the remote mountains of Dhofar region. To Shell Oman Marketing Company this support comes in line with its sustainable development plans and compliments its commitment to developing ecotourism in the Sultanate of Oman. This expedi-tion is monitored and facilitated by the Office of Conservation of Environment in the Diwan of Royal Court. The expedition is especially significant since the Arabian leopard is the last surviv-ing species of Big Cat on the Arabian Peninsula and is critically

endangered. The team managed to achieve its objectives for this year led by Ronald Seipold and scientist Tessa McGregor. The Biosphere expeditions bring to-gether people from different walks of life to support wildlife research and conservation in various parts of the world. Like last year, the Biosphere Expedition this year worked in the Dhofar mountains to look for signs of Arabian leopard and to estimate the abundance of the important leopard prey species in the area. The research team also conducted interviews of local people to better understand the relationship between local communities and the leopard.

shell oman joins Biosphere project

The upcoming Colleges of Applied Sciences Careers Fair will take place between March 22-24 at Sohar College of Applied Sciences. This is the first ever careers fair event for the Colleges of Applied Sciences (with Colleges in Ibri, Nizwa, Sur, Salalah, Rustaq and Sohar) to coincide with the graduation of its first cohort of stu-dents in the summer of 2010. Over 36 organisations from the private and public sectors will participate

in this exhibition. The participa-tion of these organisations will provide them with an opportunity to interact with a large number of job applicants easily and inexpen-

sively. The fair offers companies a chance to make initial contact with a large pool of po-tential work place-ment students as

there over 1,500 students from the Colleges of Applied sciences that are expected to graduate in summer 2010.

Colleges of applied sciences Careers Fair and Salalah from February 8.

The teams will be divided into two groups this year. Officials of the Oman Hockey Associa-tion (OHA) revealed that nine teams have registered for this year’s tournament, the draw for which was conducted at the Al Falaj Hotel in the presence of Reem Bint Omar al Zawawi, Chairperson, OIB. Over the

years the OHA has been organising the preliminary rounds of the Zawawi National Youth Hockey League in three regions - Muscat, Batinah and Dhofar.

98 March 2010

Dior Homme intense – tHe essence of moDern manCity to City, Jude Law represents the Essence of Dior Homme. He takes us with him, from dusk till dawn, coast to coast. Dresed up or dresed down he embodies today’s modern man. Each essence is brought to life through energetic city imagery juxtaposed to Jude’s emotional connection with the camera, shot in rich black and white, the Dior Homme signature. We capture his personality, his charm , his energy... the same ingredients of the two fragrances, Dior Homme Sport and Dior Homme Intense. The freshness and energy of ginger on a base of smoldering woods.

PorscHe Design’s essence intense After the successful launch of its first men’s fragrance line ‘The Essence’, in 2008, Porsche Design introduces its new fragrance – The Essence Intense. The fragrance is a new orchestration of The Essence. The tonic freshness that defines the initial scent has been kept. In contrast, its aromatic and woody facets have been intensified and warmed with added notes, which affirm its personality and provide a longer-lasting scent. A perfume of the ‘Fresh-aromatic-amber,’ type, it gives a first impression of invigorating freshness, which is the common characteristic of the Essence family.

montBLanc’s oDe to LoveLuxury goods manufacturer Montblanc has announced the regional launch of its – Love Letter Ink – a must have accessory for writing and expressing one’s true feelings. The launch of the product in the GCC is timed to coincide with the Valentine’s Day. Montblanc decided to make the occasion more special this year by launching Love Letter Ink – a beautiful ruby red coloured rose scented ink called “sepia” that offers easily one of the most romantic ways of expressing one’s feelings for that very special person in life.

BUgatti toUrBiLLonLuxury Swiss watch manufacturer Parmigiani announced the latest in the line of Bugatti concepts developed by Parmigiani that underscores the watchmakers’ technological virtuosity in a new dimension - or rather four. The challenge this time relates to how the timekeeper is worn and how it can always be kept close by, in all of life’s situations. With the greatest of ease, it can be adapted for use either on the instrument panel of the new Bugatti car, as a wristwatch worn by the owner or a pocket watch.

sony’s new cyBer-sHot™Sony Gulf, the regional arm of consumer electronics giant Sony, has unveiled a new range of Cyber-shot™ cameras – T-series, W-series and S-series. The ultra compact and stylish cameras feature intuitive imaging and advanced video recording, while delivering effortless photo capture and beautiful images for any user. Well-known for its slim and chic design, the T-series Cyber-shot DSC-TX7 is available in dark blue, red and silver colours. DSC-TX7, the world’s slimmest camera with Full HD (1920 x 1080, 50i) AVCHD video recording, comes with a 10.2 megapixel resolution and is the first T-series product to be equipped with a 25mm wide-angle lens enabling users to shoot dynamic, high quality full HD videos with smooth subject movement.

toUgHBook arrives Oman Marketing & Services Company’s Panasonic System Solutions Division has launched the latest range mobile laptops called as Toughbook in Oman. A brand new Toughbook Business Mobile model, the CF-F8 has been developed based on user feedback and demand for a lightweight, durable and high performance notebook. Weighing 1,660g, the Toughbook CF-F8 is the world’s lightest notebook with a 14.1 inch display and integrated optical drive.

100 March 2010

When OER cau- ght up with R Prabaka-ran, general m a n a g e r ,

Computer Stationery Industry, which owns the prestigious commercial printing press – Oman Printers & Stationers Co (OPS), he was more keen to talk about the achievements of his group rather than himself.

And he has many things to talk about which are more satisfying to him more than anything else. To begin with, Prabakaran is excited about the award-winning streak of OPS, the flagship brand of the group. OPS won the Dubai Print Award for the third year in succession.

OPS also received the “Maga-zines Aspiration Award” in recognition of best print and binding qualities for a lifestyle magazine printed by them. Prabakaran says that it was a mammoth task competing with many new participants from well established printing giants across continents add-ing that confidence of the cus-tomers is the main inspiration behind such achievements.

But the biggest reason to cheer about is the upcoming silver jubilee anniversary of the group in July. On this

occasion, the company is planning on launching a series of new initiatives all designed to give their customers a new experience in quality printing that is unmatched by any in the industry. The company exports more than 40 per cent of its diverse products like business forms, pin mailers and cheques for banks, security documents etc. The list of clients includes ministries, banks, exchange houses and various public and private establishments.

Prabakaran who is a Fellow of Chartered Accountants of India, has vast experience in varied fields and in many continents including Africa and India. He joined Computer Stationery Industry in 1996 as finance manager. Later he was promoted as the Group’s general manager by the shareholders of the company based on his performance.

A completely down-to-earth personality, Prabakaran believes in encouraging ideas at every level of operations. His motto to encourage ideation comes from his perspective to care for employees. Perhaps, OPS is one of the few printing companies in Oman that has five per cent of its staff who are physically challenged. The

An indelible markThe Computer Stationery Industry Group is moving from one success to another as it continues to maintain its leadership position in delivering quality printing products to its clients, writes Visvas Paul D Karra after an interview with R Prabakaran, General Manager, Computer Stationery Industry

Group achievements

Silver jubilee in July 2010 �

Dubai Print Award for three �years in a row

Recipient of Magazines �Aspiration Award

40 per cent of products �exported

group also has achieved more than 35 per cent Omanisation, exceeding the mandatory regulations. In a competitive market the goal is also to earn good returns for investors, whose support is paramount in all developments.

OPS, being the only ISO cer-tified professional printing

house in Oman, continues to invest in latest technologies to bring in the best printing and finishing solutions for every customer needs.

Recently OPS installed the first of its kind instant digital printing machine, which can serve the needs of the entire business community. The new machine can meet everyone’s urgent, limited and person-alised print requirements to print catalogues, brochures, invitation cards, menus and even annual reports within a very short time, which cannot be undertaken in convention-al printing. With such mile-stones, Prabakaran is look-ing forward to many more achievements in future.

Head Office: Tel.: 24709171/73/74, Fax : 24795583, Showrooms: Ruwi: Tel: 24795503/4,Digital Showroom(Sabco Centre) Tel.: 24566727 Sohar: Tel: 26845975/6, Fax: 26845977,Salalah: Tel: 23202706, Fax: 23294588. Available in all Leading electronics stores