Oman Employment Report
Insights for 2016
Authors
Dr. Najat Benchiba-Savenius
Robert Mogielnicki
Scott Owens
Professor William Scott-Jackson
Oxford
Oman Employment Report: Insights for 2016 – Contents
ii
www.oxfordstrategicconsulting.com
Contents
Introduction2
Methodology4
Sample Breakdown 6
Results8
Analysis24
www.oxfordstrategicconsulting.com
1
Oman Employment Report: Insights for 2016 – Introduction
Introduction
2
www.oxfordstrategicconsulting.com
In December of 2015, Oxford Strategic Consulting conducted a survey of Omani
nationals on their opinions pertaining to employment in the Sultanate. This report
provides a summary of the results and offers new insights underpinning the current
and future aspirations of Omanis which will serve as a useful tool to both the private
and public sectors as well as governments and organisations. It is clear that there
are significant and dynamic shifts in the labour market in terms of motivation, ideal
careers, goals and approaches to employment for the under 30s.
www.oxfordstrategicconsulting.com
3
Oman Employment Report: Insights for 2016 – Results
Methodology
4
www.oxfordstrategicconsulting.com
We asked 300 Omani nationals aged under 30 about their views
and attitudes towards employment in Oman.
▪▪ Interviews were conducted over the phone by a third party
fieldwork provider.
▪▪ The survey covered their motivations, perceptions of the best
employers, their ideal job role, the best way for employers
to attract nationals, the most & least attractive employment
sectors, the importance of the private sector and difficulties
faced when searching for jobs.
▪▪ The results have been presented at an overall level and also
split by gender, age, region, working status and employment
sector. Chi square and correlation tests have been carried out
where appropriate.
www.oxfordstrategicconsulting.com
5
Oman Employment Report: Insights for 2016 – Sample Breakdown
Sample Breakdown
6
www.oxfordstrategicconsulting.com
▪▪ The survey was nationally representative
of males (46%) and females (54%)
19%
▪▪ Respondents were aged between
16 and 29 years old
▪▪ Gen Z - 50% were aged between
16 and 21 years old (mainly students)
▪▪ Gen Y - 50% were aged between
22 and 29 years old (mainly working
full or part-time)
▪▪ Responses were broadly representative
across regions
Sur
48%
Working in
private
sector or
family
businesses
50%
Aged
between
16-21
▪▪ Muscat (41%)
▪▪ Sohar (40%)
▪▪ Sur (19%)
54%
46%
Male
Female
50% 41%
Muscat
Aged
between
22-29
52%
Working in
government
and semigovernment
40%
Sohar
▪▪ Over half 52% worked in government or
semi-government roles and 48% worked in
either the private sector or family businesses
www.oxfordstrategicconsulting.com
7
Oman Employment Report: Insights for 2016 – Results
Results
8
www.oxfordstrategicconsulting.com
Motivations
Top-line Insights
Respondents were asked to select up to three things that motivated them
the most in life.
28%
Travel
28%
Development
23%
Influence
22%
Those living in Muscat were the most likely to be motivated by work-life
balance (28%). Those living in Sohar were the most likely to be motivated
by money (90%). Those living in Sur were the most likely to be motivated by
helping the country / contributing to society (34%).
15%
Making my family proud
Help the country and/or
contribute to society
Excitement
13%
Recognition
12%
0%
There were no significant differences between age groups.
19%
Work-life balance
Responsibility
Males were significantly more likely than females to be motivated by
challenge (36% vs. 21%) and influence (31% vs. 14%). Whereas females
were significantly more likely than males to be motivated by travel (33% vs.
23%) and making their family proud (20% vs. 9%).
76%
Challenge
Less than one out of ten were motivated by responsibility (7%).
Demographic Insights
Which of the following motivates you the most?
Money
Respondents were most likely to be motivated by money (76%). Challenge
(28%) and travel (28%) were also popular motivators.
Those working full or part-time were significantly more likely than students
to be motivated by challenge (37% vs. 19%).
14%
7%
100%
Those working in government or semi-government roles were significantly
more likely than those working in the private sector to be motivated by
challenge (48% vs. 25%). Whereas those working in the private sector
were significantly more likely than those working in government or semigovernment roles to be motivated by money (81% vs. 68%), work-life
balance (31% vs. 13%) and making their family proud (20% vs. 8%).
www.oxfordstrategicconsulting.com
9
Oman Employment Report: Insights for 2016 – Results
Industry of Choice
Which of the following industries would you
most like to work in?
Respondents were asked to select which industries they would most like to
work in at present. They were allowed to select multiple industries.
Government/Public Sector
38%
32%
Banking and Finance
21%
Oil and Gas
17%
Aviation
Real Estate
12%
Computers/IT
11%
Construction
11%
Health Care
9%
Telecommunications
7%
Industrial
6%
Media
6%
Aerospace
5%
Utility
5%
Tourism and hospitality
5%
Defence and Security
4%
Legal
4%
Manufacturing
3%
Retail
3%
Shipping
2%
Chemical/Pharmaceutical 1%
Agriculture 0%
0%
10
www.oxfordstrategicconsulting.com
100%
Top-line Insights
Almost four out of ten respondents felt their ideal career was working for
the Government / Public Sector and a third wanted to work in Banking &
Finance (32%). A further 21% felt their ideal career was working in Oil & Gas
and 17% wanted to work in Aviation.
Demographic Insights
Males were significantly more likely to desire a career in Oil & Gas (26% vs.
15%), Real Estate (17% vs. 7%) or Industrial (9% vs. 3%). Whereas females were
significantly more likely to desire a career in Banking & Finance (43% vs. 23%).
Gen Z (aged 16-21) were significantly more likely than Gen Y (22-29 Years) to
desire a career in Telecommunications (10% vs. 4%) or Industrial (10% vs. 2%).
Those living in Muscat were the most likely to desire a career working in
Oil & Gas (32%) or Real Estate (18%). Those living in Sohar were the most
likely to desire a career working in Construction (24%), Health Care (15%)
or Aerospace (13%). Those working in Sur were the most likely to desire
a career working in Government / Public Sector (50%), Aviation (41%) or
Defence & Security (10%).
Those working full or part-time were significantly more likely to desire a career
working in Real Estate (16% vs. 8%). Whereas students were significantly more
likely to desire a career working in Oil and Gas (27% vs. 15%).
Those working in government or semi-government roles were significantly
more likely to desire a career working in Aviation (24% vs. 8%) or
Computers/IT (15% vs. 4%). Whereas those working in the private sector
were significantly more likely to desire a career working in Oil & Gas (25%
vs. 7%), Industrial (10% vs. 0%) or Retail (6% vs. 0%).
www.oxfordstrategicconsulting.com
11
Oman Employment Report: Insights for 2016 – Results
Employers of Choice
Respondents were asked to mention up to five organisations they would
ideally like to work for in the future. The 300 respondents mentioned a total
of 988 organisations – an average of three per respondent. The chart below
displays the organisations which were mentioned at least seven times or
more by respondents.
Top-line Insights
Almost half of respondents (44%) would ideally like to work for the Public
Sector, a Government Ministry or Municipality in the future. The government
ministries they were most likely to mention Ministry of Housing (13%),
Ministry of Environment & Climate Affairs (7%) and Ministry of Education
(3%). A further 4% mentioned Muscat Municipality.
Over a quarter (26%) would like to work for Royal Court Affairs and 11% for
Oman Air.
12
www.oxfordstrategicconsulting.com
Demographic Insights
Males were significantly more likely to want to work for Petroleum
Development Oman (12% vs. 4%) or Orpic (9% vs. 1%). Whereas females
were significantly more likely to want to work for Muscat Bank (15% vs. 6%),
Omantel (12% vs. 5%) or Oman National Bank (12% vs. 5%).
Gen Y (22-29 Years) were significantly more likely than Gen Z (16-21 Years)
to want to work for Royal Court Affairs (35% vs. 19%).
Those living in Muscat were the most likely to want to work for Petroleum
Development Oman (14%) or Central Bank of Oman (10%). Those living in
Sohar were the most likely to want to work for Galfar Construction (17%), a
hospital (17%) or International Marble Company (17%). Those living in Sur
were the most likely to want to work for Oman Air (24%) or Omantel (17%).
Those working full or part-time were significantly more likely to want to
work for Oman Insurance Company (6% vs. 1%), whereas students were
significantly more likely to want to work for Petroleum Development Oman
(14% vs. 3%) or Omantel (12% vs. 5%).
Those working in the private sector were significantly more likely than those
working in government or semi-government roles to want to work for the
Public Sector, a Government Ministry or Municipality (52% vs. 35%).
Please tell us the top five organisations you would ideally
like to work for in the future.
Public Sector, Government
Ministry or Municipality
44%
26%
Royal Court Affairs
Oman Air
11%
Muscat Bank
10%
Petroleum Dev. Oman
9%
Omantel
8%
Oman National Bank
8%
Galfar Construction
8%
Hospital
7%
International Marble Co.
7%
Central Bank of Oman
6%
Orpic
6%
D X Construction
4%
Oman Insurance Company
4%
CAD Middle East
3%
School
3%
Oman Airports
3%
Al Naba Construction
2%
Abu Dhabi Bank
2%
2%
British Petroleum
0%
100%
www.oxfordstrategicconsulting.com
13
Oman Employment Report: Insights for 2016 – Results
Ideal Job Role
Respondents were asked to select their ideal job role. They were allowed to
select as many job roles was they wanted.
What would be your ideal role in the future?
34%
Running my own business
28%
Administration
22%
Business Leader
17%
Join Family Business
Top-line Insights
Engineering
16%
Accountancy
16%
Over a third of respondents wanted to run their own business (34%), 22%
wanted to be business leaders and 17% wanted to join their family business.
Human Resources
Caring for others
7%
Administration (28%), Engineering (16%) and Accountancy (16%) were also
popular career choices.
Banking and Finance
7%
Teacher or Lecturer
5%
Customer Service
4%
IT/Computing
4%
Journalism or Media
4%
Advertising, Marketing and
Public Relations
Military
12%
4%
4%
Medical role
3%
Lawyer or Legal Advisor
2%
Police
2%
Retail 1%
Tourism and hospitality 1%
0%
14
www.oxfordstrategicconsulting.com
100%
Demographic Insights
Males were significantly more likely than females to consider their ideal job
role as:▪▪ Running my own business (39% vs. 27%)
▪▪ Administration (34% vs. 22%)
▪▪ Business Leader (30% vs. 12%)
▪▪ Engineering (21% vs. 11%)
Females were significantly more likely than males to consider their ideal
role in Human Resources (18% vs. 8%).
Gen Z (16-21 Years) were significantly more likely to consider their ideal
role in Human Resources (16% vs. 8%), whereas Gen Y (22-29 Years) were
significantly more likely to consider their ideal role as Administration (34%
vs. 23%) or Teaching (8% vs. 1%).
Those working in Muscat were the most likely to consider their ideal role
in Human Resources (19%). Those working in Sohar were the most likely to
consider their ideal role in Engineering (21%). Those working in Sur were the
most likely to want to join the family business (29%).
Those working full or part-time were significantly more likely to consider
their ideal role in Teaching (9% vs. 0%), whereas students were significantly
more likely to consider their ideal role in Accountancy (20% vs. 12%).
Those working in government or semi-government roles were significantly
more likely to consider their ideal role in caring for others (13% vs. 3%),
whereas those working in the private sector were significantly more likely to
consider their ideal role as a business leader (37% vs. 8%).
www.oxfordstrategicconsulting.com
15
Oman Employment Report: Insights for 2016 – Results
Least Favoured Industry
Respondents were asked to select which industries they would least like to
work in. They were allowed to select as many industries as they wanted.
Which of the following industries would you
least like to work in?
20%
Aerospace
18%
Aviation
13%
Media
Real Estate
10%
Construction
10%
Manufacturing
8%
Banking and Finance
8%
Agriculture
8%
Defence and Security
7%
Industrial
7%
Computers/IT
7%
Government/Public Sector
6%
Tourism and hospitality
6%
Legal
5%
Shipping
5%
Health Care
5%
Telecommunications
5%
Utility
5%
Chemical/Pharmaceutical
Retail
3%
Oil and Gas
3%
0%
16
www.oxfordstrategicconsulting.com
4%
100%
Top-line Insights
The two least popular industries to work in were Aerospace (20%) and
Aviation (18%). Media (13%), Real Estate (10%) and Construction (10%)
were also frequently selected as industries where respondents would least
like to work.
Demographic Insights
Males were significantly more likely to select Defence & Security (12% vs.
2%), Industrial (10% vs. 4%) and Chemical/Pharmaceutical (7% vs. 1%).
Whereas females were significantly more likely to select Manufacturing
(13% vs. 4%) and Retail (7% vs. 1%).
Gen Z (aged 16-21) were significantly more likely than Gen Y (22-29 Years) to
select Aviation (28% vs. 7%), Manufacturing (12% vs. 4%) and Tourism (9%
vs. 3%) as the industries they would least like to work in.
Those living in Muscat were the most likely to select Media (22%), whereas
those living Sohar were the most likely to select Aviation (28%) as the
industries they would least like to work in. Those living in Sur were the most
likely to select Manufacturing (18%).
Those working full or part-time were significantly more likely to select Media
(18% to 7%) and Real Estate (14% vs. 6%) as the industries they would least
like to work in. Whereas students were significantly more likely to select
Aviation (23% vs. 13%), Manufacturing (14% vs. 3%), Defence and Security
(13% vs. 3%) and Health Care (8% vs. 1%).
Those working in government or semi-government roles were significantly
more likely to select Real Estate (23% vs. 4%) as the industry they would
least like to work in, whereas those working in the private sector were
significantly more likely to select Construction (15% vs. 4%), Government
/ Public Sector (16% vs. 4%), Tourism (10% vs. 1%), Legal (9% vs. 0%) and
Shipping (9% vs. 0%).
www.oxfordstrategicconsulting.com
17
Oman Employment Report: Insights for 2016 – Results
18
www.oxfordstrategicconsulting.com
Importance of the
Private Sector
Top-line Insights
Respondents were asked to rate how important the private sector was for
the employment of Omanis in their country.
Demographic Insights
Nearly half of respondents (44%) felt the private sector was extremely (16%)
or very important (28%) for the employment of Omani nationals. A further
47% felt it was somewhat important and only 9% felt it was not important.
Males were significantly more likely than females to feel the private sector
was important for the employment of Omani nationals (52% vs. 34%).
How important is the private sector for the employment
of Omanis in your country?
Not important at all
Of little importance
Very important
Extremely important
1% 8%
47%
There were no significant differences between age groups.
Somewhat important
28%
16%
Those living in Sur (55%) or Muscat (54%) were significantly more likely than
those living in Sohar (28%) to feel the private sector was important for the
employment of Omani nationals.
Students were significantly more likely than those working full or part-time
to feel the private sector was very important for the employment of Omani
nationals (26% vs. 7%).
Those working in the private sector were significantly more likely than those
working in government or semi-government roles to feel the private sector
was important for the employment of Omani nationals (51% vs. 33%).
www.oxfordstrategicconsulting.com
19
Oman Employment Report: Insights for 2016 – Results
Ease of finding a job
Respondents were asked to rate how easy or difficult it was for an Omani to
find a job in their country.
How easy or difficult is it for an Omani to find
a job in your country?
1%
Very difficult
Fairly difficult
Fairly easy
Very easy
25%
Neither easy nor difficult
37%
33% 4%
Top-line Insights
Less than four out of ten respondents (37%) felt it was very (4%) or fairly
easy (33%) for an Omani national to find a job. A further 37% felt it was
neither easy nor difficult and 26% felt it was difficult.
Demographic Insights
There were no significant differences between gender, age, working status
and sector.
Those living in Sur (50%) or Muscat (41%) were significantly more likely than
those living in Sohar (27%) to feel it was easy for an Omani national to find
a job.
20
www.oxfordstrategicconsulting.com
www.oxfordstrategicconsulting.com
21
Oman Employment Report: Insights for 2016 – Results
22
www.oxfordstrategicconsulting.com
Difficulty Sourcing Employment
Respondents were asked to select any difficulties Omanis faced finding jobs.
They were allowed to select as many difficulties as they wanted.
What difficulties (if any) do Omanis face finding jobs?
Top-line Insights
Over four out of ten respondents felt the main difficulty nationals faced
when finding a job was the hours were too long (41%). Over a further third
(35%) felt the pay was too low and 23% felt there were not enough suitable
jobs for nationals.
Demographic Insights
There was no significant difference between males and females.
41%
Hours are too long
23%
Not enough suitable jobs
21%
Don’t hear about jobs
Nationals don’t want to
employ nationals
16%
Don’t know enough
good contacts
11%
Expats don’t want to
employ nationals
11%
Don’t know how to
do an interview
10%
Don’t know how to
write a CV
Don’t want to work
just with expats
Don’t know how to
approach compnies for jobs
No difficulties
0%
Gen Z (16-21 Years) were significantly more likely to feel the main difficulty
to finding a job was nationals not wanting to employ other nationals (22%
vs. 9%). Whereas Gen Y (22-29 Years) were significantly more likely to feel
the main difficulties to finding a job were long hours (50% vs. 33%) or low
pay (40% vs. 29%).
35%
Pay is too low
Those living in Muscat were the most likely to select low pay (50%) and
not hearing about jobs (30%). Those living in Sohar were the most likely to
select nationals not wanting to employ other nationals (18%). Those living
in Sur were the most likely to select lack of suitable jobs (41%).
Those working full or part-time were significantly more likely to feel the
main difficulty to finding a job was long hours (50% vs. 31%), whereas
students were significantly more likely to select nationals not wanting to
employ other nationals (24% vs. 8%).
8%
6%
3%
3%
100%
Those working in government or semi-government roles were significantly
more likely to feel the main difficulties to finding a job were long hours (58%
vs. 41%) or not knowing how to do an interview (18% vs. 6%). Whereas
those working in the private sector were significantly more likely to select
low pay.
www.oxfordstrategicconsulting.com
23
Oman Employment Report: Insights for 2016 – Analysis
Analysis
24
www.oxfordstrategicconsulting.com
Maximising Omani
Female Talent
The survey found that Omani males are significantly more likely to be
working full time, compared to women1. Given the large number of
employable female Omanis, this area needs to be addressed by both public
and private sectors alike to tap into the huge potential of the female labour
force. Targeted recruitment drives and campaigns should address how to
attract more females into the work place, bearing in mind social and cultural
responsibilities and reflecting high educational standards in the Sultanate.
On the employer side, organisations could target the second wave of
employment for women looking to re-enter the labour force after marriage
and children. Employment agencies, refresher courses and continuing
education initiatives for women would be especially useful for those Omani
women looking to return to work. Employers could also introduce flexible
hours, female-only work environments and remote work as additional
incentives to target more female employees.
Female employment preferences should also be taken seriously. For example,
Oxford Strategic Consulting’s survey found that females were significantly
more likely than males to consider their ideal role in Human Resources (18%
vs. 8%). Therefore, Oxford recommends the creation of a company that
provides outsourced HR services and is staffed by women working remotely.
This would serve as an exciting employment option for many Omani females.
These initiatives align with the Omanisation targets set by Sultan Qaboos.
As a subset of this national target, Oxford Strategic Consulting believes
that Omani Womanisation should be promoted and could provide a muchneeded catalyst for recruitment drives across the Sultanate.
1 Test: correlation: r = -.177, p < .01.
www.oxfordstrategicconsulting.com
25
Oman Employment Report: Insights for 2016 – Analysis
Industry Makes a Difference
Omani males are nearly four times more likely than women to consider
working in the medical industry2. The Ministry of Health, Oman’s largest
employer, and both public and private sectors would also find these results
very encouraging as there is a constant need to bolster the number of
medical professionals in the Sultanate.
Omani men are two and a half times more likely to consider working in
tourism and hospitality when compared to women3. The Omani national and
international hospitality and tourism industries should maximise male talent
by offering targeted graduate schemes, scholarship programs and training.
Finally, individual industries require specific skills. Oxford Strategic
Consulting recommends that Omani nationals be adequately trained
and accredited through globally-recognised awarding bodies, such as the
Chartered Management Institute (CMI) and CIPD, to better enable them to
serve as leaders within their industries.
2 Test: Chi Square (1) = 8.797, p < .01, Odds Ratio = 3.81.
3 Test: Chi Square (1) = 5.910, p < .05, Odds Ratio = 2.52.
26
www.oxfordstrategicconsulting.com
A Strategic Approach
to Job Matching
In order to productively increase youth employment and sustain its
momentum, matching jobs with established skill-sets is imperative to
create an enabling work environment. Moreover, job satisfaction for young
Omanis, who represent a large pool of national talent, is critical as they
can help foster and build more competitive and sustainable economies for
the Sultanate.
Oxford Strategic Consulting found that four out of ten respondents felt the
main difficulty Omanis faced when finding a suitable job was that the hours
were deemed too long (41%) for what they considered was appropriate.
In addition, over a further third (35%) felt the pay was too low for their
educational level and skills. Approximately 23% felt there were not enough
suitable jobs. Clearly there is room for better aligning expectations between
employers and Omani candidates.
Given Oman’s substantial investment in education and national projects,
recruiters and key stakeholders alike should consider employment
challenges that Omanis face at the outset. This would allow employers to
better identify and implement workable solutions.
www.oxfordstrategicconsulting.com
27
Oman Employment Report: Insights for 2016 – Analysis
28
www.oxfordstrategicconsulting.com
Money Matters
Money ranked as the most significant motivator for Omanis, and Omanis
were significantly more likely than Saudi, Emirati and Qatari nationals to be
motivated by money. It is important to remember that money offers stability
and security, and this is especially true in Oman’s traditional social context.
Money may bring social prestige but it also reflects great responsibility. For
example, marriages and supporting a family are expensive responsibilities.
Therefore, Oxford Strategic Consulting believes that these findings indicate
Omanis’ understanding that great responsibility is not cheap, as opposed to
an inherent desire to accumulate money.
That said, these results show that there is plenty of room for employers
to focus on improving other aspects of job roles available to nationals.
For example, offering more challenging roles with clear development
opportunities could help attract more Omani job-seekers. Moreover,
improving international travel opportunities may attract more female
candidates, based on the survey results.
These findings contrast with those of Oxford’s ‘Maximising Omani Talent’
report, commissioned by BP in early 2015, which found that Omanis were
more motivated by helping the country and society than by money (76% vs.
54%). Does this indicate a social change among young Omanis? If so, Oman
may need to look into this possible change in national identity.
www.oxfordstrategicconsulting.com
29
Oman Employment Report: Insights for 2016 – Analysis
Private Sector Pay
Most Omanis wanted to work in the government or semi-government
sectors. In fact, 70% of respondents listed the Public Sector, Government
Ministry, Municipality and Royal Court Affairs as top organisations to work
in at present. Our previous research also found that Omanis tended to think
that pay in the private sector was much lower than that of the public sector.
Yet private sector wages are not always lower for a skilled role, and the
opportunities for advancement, development and higher pay over the
course of a career can be much greater in the private sector. In other words,
calculations of life-time earnings find that the private sector can lead to
greater returns for ambitious professionals. Oman’s private sector needs to
modify these wage perceptions in order to attract more Omanis.
Using these techniques, key sectors such as banking need to become
‘sector of choice’ for national citizens. Here, Oxford’s Nationalisation
Benchmark, which assesses an organisation’s nationalisation programme
and benchmarks the employer brand status against competitors, can help
measure progress and evaluate performance.
At the same time, Oxford also recognises that it is relatively easy for an
Omani private sector company to employ cheap expat labour at the lower
levels and to find more highly qualified expat experts at the higher levels.
In return, the skills levels of capable Omanis are increasing dramatically to
compete with the high end. The government may consider subsiding lower
level employment for disadvantaged Omani citizens to address this issue.
30
www.oxfordstrategicconsulting.com
Entrepreneurism &
Employment
Rather than increasing wages, the government should help Omani
entrepreneurs to make money for themselves. More Omanis (34%) ranked
‘running my own business’ as their ideal job role than for any other role.
This inclination toward entrepreneurism in the Sultanate can be tapped into
to help transition Omanis away from public sector roles and toward private
sector enterprises.
In order to maximise the investment in entrepreneurism, high-potential
entrepreneurs who actually contribute to employment growth, known as
‘gazelles’ should be identified and supported by the government. Providing
seed funding and early support for high-potential entrepreneurs is much
more cost-effective than employing the equivalent public sector employees
for an entire career.
The Sultanate needs to reduce the dependency on high public sector wages.
Yet only a third of employed Omanis work in the private sector. Given this
excess of public sector human resources, the government could strategically
second some of its under-utilised employees to the private sector to address
the labour market deficit. Moreover, the government could even pay part of
the seconded employee’s wages for a defined period of time as a means of
encouraging a smooth transition into the private sector for both employee
and employer.
www.oxfordstrategicconsulting.com
31
Oman Employment Report: Insights for 2016 – Contact
Contact & inquiries
For additional information about the survey findings
and analyses in this report, or to learn more about
Oxford Strategic Consulting’s other research on
Nationalisation in Oman, please contact Robert Mogielnicki at
[email protected].
For more insights, publications and services related to HR in
the GCC, please visit www.oxfordstrategicconsulting.com.
32
www.oxfordstrategicconsulting.com
www.oxfordstrategicconsulting.com
33
UK office
UAE office
Qatar office
Saudi Arabia office
Head Office
30 St Giles’
Oxford
OX1 3LE, UK
Emirates Towers
Level 41
Sheikh Zayed Road
Dubai
Tornado Tower
Level 22, West Bay
Doha
Qatar
Faisaliah Tower, Level 18
King Fahed Highway
P.O. Box 54995, Riyadh 11524
Kingdom of Saudi Arabia
Tel: +44 208 720 6440
Tel: +971 4 319 9378
Tel: +974 4429 2463
Tel: +966 11 490 3706
www: www.oxfordstrategicconsulting.com
Email: [email protected]