OMAN-INDIA TIES, ACROSS SEA AND SPACE by Oman Establishment for Press, Publishing & Advertising (OEPPA), Business Development Department

OMAN-INDIA TIES

ACROSS SEA AND SPACE

Samuel Kutty

Sandhya Rao Mehta

OMAN-INDIA TIES

ACROSS SEA AND SPACE Samuel Kutty

Sandhya Rao Mehta

OMAN-INDIA TIES

ACROSS SEA AND SPACE Samuel Kutty

Sandhya Rao Mehta

ISBN: 978-99969-3-642-5 MOI Reg No: 2021\3509

Printed and published by: Oman Daily Observer

(Ministry of Information) P.O. Box: 974, P. C: 100, Ruwi, Sultanate of Oman. Email: info@omandilayobserver.om Tel. No.: + 968 24649195 www.omandilayobserver.om

Cover and book design: Ali Jawish Copyright © 2020, Oman Daily Observer All rights Received. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except brief extracts for the purpose of review, without the prior permission in writing of the publisher and copyright owner. All information included in this book is subject to change. The authors and publishers are not responsible for any periodical changes.

Acknowledgements The authors would like to thank everyone who contributed in making this book possible, particularly the Embassy of India, Muscat, Oman and the editorial staff at the Oman Daily Observer. Ambassador Munu Mahawar, Deputy Chief of Mission, Rakesh Adlakha and Second Secretaries Kannan Nair and Anuj Swarup have been central to this project from its initial stages. They have helped in providing primary material, sourcing archival photographs and interviews, as well as coordinating with various governmental departments, including the Ministry of External Affairs, India, and the Foreign Ministry of Oman. We would like to express our sincere appreciation to the Under Secretary of Ministry of Information, Oman, for all the support extended. Also, we thank Fatma al Ghailani, Prem Varghese, Karen Jane Stephen, and Abdulaziz al Shukaili of Ministry of Information for all their efforts that made this book possible. The contributions of Koshy Samuel and Liju Cherian, Editors of Oman Daily Observer have been of great value to the book. The authors would also like to thank The National Museum, Oman, particularly the Secretary General, HE Jamal al Moosawi, as well as Najat Al Mahdhoori, Director for Public Relations and Media, for their enthusiastic participation in this project. They both shared valuable time and their resources to introduce the relevant items at the museum which showcase Indian influence in Oman, and also allowed photographs to be taken for purposes of publication in this book. Al Moosawi also graciously gave a comprehensive talk on Oman-India relations for purposes of this publication. Much gratitude is also owed to the historical Indian families residing in Oman who eagerly explained their links with Oman for over 300 years. Vimal Purecha and Muneer Toprani frequently supported this project with their incisive comments and attention to detail, outlining their family history and introducing many other families who had not been detailed earlier in any other academic study. They also generously shared their personal archives and facilitated other historical photographs to be published in this book. The authors would also like to thank all those who participated in the interviews, in the historical as well as the trade and investment sections, for sharing their memories as well as their vision for the future of Oman-India relations. The various branches of the Indian Social Club in Muscat, Suhar and Salalah gave inputs on their activities over the last few years. The Indian School Board provided latest data on all the Indian schools across the Sultanate. We would also like to thank all the artists who allowed publication of their works, which highlight the Indo-Omani cultural impact. Thanks to Khalid al Balushi and Lina al Jamali for their inputs on the literary influences of India in Omani literature. A special thanks to Dr. Priti Sambhalwal for her assistance in conducting interviews for the book. 9

TABLE OF CONTENTS Preface �� 13 MESSAGES �� 18 Introduction �� 26 Tribute to the Late His Majesty Sultan Qaboos Bin Said �� 28 PART 1 Early History ��32 Prehistoric connections �� 35 Ancient trade............................................................................................................... 37 Arab explorers in the Indian Ocean �� 39 Omani traders in the Indian Ocean �� 40 Maritime tradition....................................................................................................... 42 Dhows in the Indian Ocean �� 43 Cheraman Perumal in Salalah �� 46 India and Oman: 16th – 20th century �� 59 The Indian communities in Oman �� 61 • The Dhanji Morarji Family ��63 • The Jerajani Family ��65 • The Khimji Ramdas Group ��68 • The Ratanshi Gordhandas Family ��72 • The Ratansi Purshottam Family ��75 • The Toprani Family ��78 • The Visoomal Damordas Family ��84 Women in the Indian diaspora in Oman ��86 Oman in India............................................................................................................. 89 The Royal Family connection to India �� 89 INDIANS IN OMAN SINCE 1970 �� 108 Migration to the Gulf..............................................................................................108 Remittances.............................................................................................................108 Demographics of Indians in Oman ��109 Facilitating safe migration ��112 PART 2 Exploring Cultural Connections �� 114 Scientific influences.................................................................................................. 115 Linguistic and literary affinities �� 116 Sartorial and culinary connections �� 120 Fostering Oman-India artistic ties �� 122

Literature and cinema............................................................................................... 123 Art and painting........................................................................................................ 124 The Indian Social Club...........................................................................................125 Community service................................................................................................... 127 Indian Social Club Sur.............................................................................................. 127 Faith and culture....................................................................................................... 128 PART 3 Diplomatic and Strategic Relations.........................................................................142 The new government of Oman................................................................................. 144 Commitment to Vision 2040...................................................................................147 Omani media’s reactions to the new administration ��148 Interview with Munu Mahawar, Indian Ambassador in Oman �� 150 Bilateral relations...................................................................................................... 155 Ministerial Visits from India...................................................................................159 Ministerial Visits from Oman.................................................................................159 The visit of Indian Prime Minister Narendra Modi to Oman - 2018 160 MOU Agreements (1953-2019)..............................................................................162 Foreign Policy: ‘Mutual Trust and Shared Values’ ��164 Defence and Maritime Security..............................................................................166 Maritime Security...................................................................................................168 PART 4 Trade and Commerce................................................................................................178 Oman-India Bilateral Trade...................................................................................... 179 Oman – India bilateral investments.......................................................................... 181 Indian investments..................................................................................................181 Joint investments.....................................................................................................182 Joint meetings and visits.........................................................................................183 Oman as an investment destination.......................................................................... 186 India as investment destination................................................................................ 198 SECTORAL COOPERATION................................................................................. 206 a.Agriculture and Fisheries.....................................................................................206 b. Education............................................................................................................211 c. Energy (Oil & Gas and Renewable Energy) ��218 d. Health .................................................................................................................224 f. Science and technology ......................................................................................234 g. Tourism ..............................................................................................................237

Preface Oman Daily Observer with support of Embassy of India in Muscat is honoured to present this book celebrating Oman-India ties as part of Oman’s 50th National Day and India’s 72st Republic Day. This landmark occasion is being observed under the leadership of His Majesty Sultan Haitham bin Tarik who succeeded the late His Majesty Sultan Qaboos bin Said who steered Oman to become the modern nation that it is today. In a first of its kind, this book brings together historical accounts, demographic data, economic surveys and institutional information through various memoranda of understanding, trade, defence, science and technology collaborations, as well as investment opportunities offered in Oman and India, all under one publication. With details of commercial opportunities in Oman and India, accessible information on tax regulations and MoUs, which facilitate trade, this book offers ready to use information on commerce and trade between Oman and India. The book is also peppered with personal interviews and vivid pictorial representations that reflect the millennia-old ties between the two coasts across the Arabian Sea as well as narratives of those who are engaged in the economic, commercial and artistic life of this vibrant community. It covers a range of issues, from pre-historic archeological findings, early maritime trade routes, individual narratives from both coasts of the Arabian Sea, as well as contemporary stories from those who have made Oman their home. Targeted at the casual and the academic reader, this book provides references and suggestions for further reading to those who may be interested in knowing and reading more on any specific area. This book incorporates original photographs from a range of individuals and institutions, including The National Museum, Oman, the National Museum of India, the National Archives, Delhi, the Indian Embassy in Muscat, Oman, the Indian Social Club, the historical Indian community in Oman, as well as from individuals, including photographers and painters.

Abdullah bin Salim al Shueili Editor in Chief, Oman Daily Observer

“The fundamentals of our country’s foreign policy is based on peaceful co-existence with nations, good neighbourliness, non-interference in the internal affairs of others, respect for countries’ sovereignty and international cooperation in various spheres.” Address to the Nation, 2020

HIS MAJESTY SULTAN HAITHAM BIN TARIK THE SULTAN OF OMAN

“India and Oman are maritime neighbors and India attaches very high priority to further develop and expand vibrant strategic partnership between both the countries. Indian community in Oman is an important pillar of bilateral relationship, whose contribution is also appreciated by Oman.” Message on the occasion of the 50th National Day of Oman, 2020

RAM NATH KOVIND PRESIDENT OF THE REPUBLIC OF INDIA

Introduction Across Sea and Space is a tribute to Oman, the land and its people, as it celebrates its 50th National Day. It is also a celebration of the close ties of India with Oman, going back to the prehistoric past, enriched in the present with ties which are strategic, economic and scientific, but also familial, educational and cultural. While the civilizational ties between India and Oman can be ascribed to historical maritime trade linkages, it has been sustained through the millennia with close contact and travel, linking the two countries through the soft power of cultural exchanges and cemented by official pacts on trade and a variety of avenues of mutual interest, including defence, health, technology and education. Facilitated by physical proximity and long standing cultural ties, India and Oman share a deep cultural and commercial geography which has also led to influences in popular culture as well as literary and linguistic heritage. This book sketches this dynamic relationship, from its rich historic past to the multifaceted one it is today. It focuses on prehistorical relations between the two neighbours, separated, or united, by the Arabian Sea, tracing continuing ties throughout history. It also details economic, social, cultural and educational ties. This book also outlines the various official ties between the two governments, outlining memoranda of understanding, bilateral trade, defence agreements, strategic partnership pacts and investments in both countries. While outlining the Oman-India relationship in all its facets, this book also points to future possibilities which will ensure the continuity of meaningful ties between the two partners. Keeping in mind a range of readers, this book is divided into four sections. While the first two sections are based on wide academic readings and primary conversations with the community, the third and fourth sections include a vast range of official information sourced from various organizations and agencies. Part 1 outlines the historical linkages, tracing the coastal connections, from prehistoric material evidence through the early written references to Indian and Omani towns and cities, to more contemporary accounts. It also offers a longue durée account of maritime trade links around the Indian Ocean. Important landmark events which connect these regions together are also described, such as the events leading to building the first mosque in South India, Tipu Sultan’s trade overture and the famed role of Kutchi merchant Naruttim in defeating the Portuguese in Muscat. The presence of Omanis in Bombay, Ajmer, Pune and Hyderabad is explored, along with an account of the ancient families of the Indian community who can trace their ancestry back to more than 300 years, with some descendants tracing eight continuous generations in Oman. The second section of the book explores the rich linguistic, social and cultural influences evident in the everyday lives of people across both sides of the 26

Arabian Sea. Sartorial choices, culinary influences, as well as loan words in many languages, point to the multiple ways in which ties between India and Oman remain dynamic and constantly evolving. Such influences can be seen in a variety of avenues like film, art, literature and popular culture. There are references to India in Omani literature and Indians have used the awe-inspiring landscape of Oman to inspire and nurture their art. This is further enhanced by continuing educational and cultural exchanges which take place at the institutional and individual level. The prospects for further advancement of research in many different fields offer opportunities for continued cooperation. This section also examines the role of the Indian expatriate population and their contribution to Oman, along with some personal interviews with artists who have been impacted by the cultural history of Oman and reproduced it in their art. The third section of this book looks at international cooperation between Oman and India through its bilateral relations. It elaborates on various official visits made by dignitaries of both countries to develop strategic ties. The fourth section focuses on bilateral trade and investments. It highlights the various sectors in which joint projects have been successfully implemented and gives data on specific industries and sectors. Ready to access information is provided in boxes on investment opportunities in India and Oman, providing a quick reference for those looking for accurate and current information on rules and regulations around commercial opportunities in both countries. The section ends with thoughts on future challenges and opportunities through reflections by a range of individuals who continute to be engaged in exploring and developing Oman-India relations. While the book is interspersed with photographs and maps, the various sections are divided by picture galleries to give readers an opportunity to visualise the various facets of the Oman-India connection from different angles. The photographs include iconic moments in Indo-Oman relations from the prehistoric past to contemporary times, as well as vignettes of everyday life as seen through the lens of various people. The photographs have been sourced from institutions and individuals and create a visual, historic journey through time and space. The authors are grateful to the many participants who contributed photographs from their personal archives. They are all individually acknowledged along with the relevant photograph, as well as in the acknowledgements. Where there is no acknowledgment, the photographs have been sourced from the Embassy of India, Muscat. The authors use ‘Oman-India’ and ‘India-Oman’ interchangeably to reflect the multiple perspectives which are reflected in this book. Standard Anglicised spellings of Arabic proper names are used as the target is a general readership, except in quotations, where the original has been retained. 27

A Tribute to His Majesty Sultan Qaboos A Beacon of Peace

His Majesty Sultan Qaboos bin Said, the late Sultan of Oman

A great leader, a man of calm strength, a visionary and a peacemaker, the late His Majesty Sultan Qaboos is remembered for his leadership in transforming Oman into a country with high standards of living, good quality of education, and peaceful relations with countries across the world, all the while imbibing a deep rooted sense of identity and recognition of Omani heritage. His passing has left a rich legacy and a challenging path to follow. Sultan Qaboos was the architect of Oman’s foreign policy, one that looked beyond the Gulf and embraced its strategic position at the Strait of Hormuz. His goal was “Strengthening close bonds of friendship with all nations on the basis of mutual respect and common interests” while ensuring “noninterference in the internal affairs of other states”. Sultan Qaboos was one of the founders of the Gulf Cooperation Council and an ardent supporter of its activities. Internationally, Sultan Qaboos’ leadership made both him and his nation a natural mediator when challenging situations necessitated his critical input. His skillful navigation of the region’s diverse geopolitical interests was much lauded by the international community and it continues to guide the nation today. Sultan Qaboos had a deep and stong connection with India. The Sultan organized a grand welcome for late Prasidant Shankar Dayal Sharma when he visited Oman in 1996. Sultan Qaboos continued to encourage close links with India. His passing has been mourned by Indians at every level. On his passing, the President of India, Ram Nath Kovind mourned the loss of His Majesty: “The world has lost a great leader and a statesman who worked tirelessly towards building peace in the region and the world”. Indian Prime Minister Narendra Modi described him as a beacon of peace for the region and the world: “I am deeply saddened to learn about the passing away of His Majesty Sultan Qaboos bin Said. He was a visionary leader and statesman who transformed Oman into a modern and prosperous nation.” He added, “I will always cherish the warmth and affection I received from him. May his soul rest in peace”. He described Sultan Qaboos as a “true friend of India” and said that he had “provided strong leadership for developing a vibrant strategic partnership” between India and Oman. Minority Affairs Minister, Mukhtar Abbas Naqvi visited Oman on January 14, 2020 and conveyed condolences on behalf of the leadership and the Government of India. The Indian media in a united voice said, “with the demise of Sultan Qaboos, India lost a key friend and partner in the Gulf region where it has vital stakes”. The late Sultan Qaboos was awarded the 2004 Jawaharlal Nehru Award for 30

His Majesty Sultan Qaboos with the President of India, Shankar Dayal Sharma, 1996

His Majesty Sultan Qaboos with the Prime Minister of India, Narendra Modi, 2018

His Majesty Sultan Qaboos’ state visit to India, 1997

His Majesty Sultan Qaboos with Indian Prime Minister Atal Bihari Vajpayee, 1998

International Understanding. While announcing the award, the award jury said, “The Sultan has completely transformed Oman into a modern and prosperous state. He has emerged as a leader who is much loved and admired not only by his people but also by the entire region”. His Majesty had always been keen to fulfill all the Sultanate’s international and regional obligations towards different organizations. He recognized international responsibility towards different causes that aim to serve humankind in several fields. The legacy of the late His Majesty Sultan Qaboos bin Said is one of peace and harmony among all people and pride in Omani culture and civilization. He has shown the way for future generations of Omanis, under the wise leadership of his successor His Majesty Sultan Haitham bin Tarik, to further his vision of creating a modern Oman which prides itself on its unique heritage as well as dynamic future.

His Majesty Sultan Qaboos with Indian Prime Minister Dr. Manmohan Singh, 2008

PART 1

Early History

The relations between the Sultanate of Oman and the Republic of India are embedded in history with millennia old commercial, cultural, religious and economic linkages owing to geographical proximity and personal ties. Archaeological excavations indicate that Oman-India relations stretch back to thousands of years, to the earliest period of the Bronze Age. Linked by the Indian Ocean and the Arabian Sea, these coasts have interacted continually, creating cross fertilisation of ideas, cultures, religions and ways of life which continue until today. Far from common perceptions that these ties are modern, the Gulf littoral and the shores of Indian coasts have engaged in frequent contact, as the ports along the northern coast of present day Oman have been an entrêport for goods going to the desert interior, as well as further to Africa and the Mediterranean. Prehistoric connections Emerging archeological evidence in Oman dates its maritime tradition to the sixth millennium BCE, with establishment of links with the Greeks in the Erythraean Sea1. The links with the Harappan civilization, part of the Indus Valley, has also found much evidence in Northern Oman, as far back as the Bronze Age. The Bronze Age began around 3000 BCE on the Indian subcontinent, leading to the beginning of the Indus Valley civilization2. Owing to their location along the Arabian Sea, the inhabitants of Harappa are known to have traded all along the Red Sea. By 3000 BCE, travelers in canoes and rafts moved between towns and trading ports in the western coast of India and along the Gulf of Oman. Archeological findings from ancient Harappa have been found in the upper Gulf area, including Qalhat and Dilmun. These include pottery and inscribed coins, shards with engravings in the Indus Valley script, carnelian beads3 and a Harappan jar dated 2400-2000 BCE4. These confirm continuing trade relations in the Harappan outposts on the Makran coast in the later Bronze Age. Historian Vogt states that “Harappan impact on the Oman peninsula possibly started as early as the middle of the third millennium BC”5. 1

Bhacker, R. (2009). ‘The cultural unity of the Gulf and the Indian Ocean: A longue duree historical perspective’.

2 The possible dates for the Indus Valley civilization go back to 7000 BCE, based on continuing archeological findings. 3

Vogt states that “the technique of etching carnelian was for long regarded as an extremely valuable marker of the Indus civilization”, p. 112.

The National Museum, Oman.

Vogt, B. (1996). ‘Bronze Age maritime trade in the Indian Ocean: Harappan traits on the Oman peninsula’. p.127. 35

Continuing excavations and discoveries in the 19th and 20th centuries provide important archaeological data regarding the Indus Valley civilization’s technology, art, trade, transportation, writing, and religion. Oman’s links with Harappa and Mohenjo-Daro have also been confirmed by archeologists from Sultan Qaboos University, along with the Ministry of Heritage and Tourism, with their discovery of ancient pottery comprising of jars from one of the settlements in Dahwa, located 24 km. west of the Wilayat of Saham on the edge of the Hajar mountain range. These jars, which were made either in Harappa or Mohenjo-Daro, the twin cities of the Indus Valley, date back to the early Bronze Age (2500-2000 BCE)6. Archaeologists believe that these jars were used to transport products from the Indus Valley by small boats across the Indus River to the shores of the Arabian Sea. They were transported by larger boats to a port near Saham and then carried on shoulders for 24 km inwards through the edges of the Hajar Mountains to the Dahwa area7. The presence of Sindh pottery in Dahwa indicates the extent of trade activity that prevailed between Oman and Sindh during the early Bronze Age8. This archaeological site is the oldest settlement to date to have been discovered in the north of the Batinah plain. Jamal al Moosawi, Secretary General of The National Museum, Oman elaborates: The Oman-India relations have roots in the Bronze Age. At that time, Oman’s first recorded civilization, Majan, had established sea borne trade with the Indus Valley civilization. Archeological evidence in the eastern province of Oman, such as Ras al Jinz and Ras al Hadd found archeological items such as Harappan pottery, shards, objects associated with ornamentation, besides stamp seals with iconography that is, no doubt, associated with the ancient Harappan civilization. In addition, there are archeological indications that Indian settlements had presence in eastern provinces of Oman as far back as the Bronze Age.9

Times of Oman, (2018, January 25).

Oman Daily Observer. (2017, December 12). ‘Ancient Oman had trade links with Indus Valley’.

Possehl, G. L. (2013). ‘Bronze Age maritime trade in the Indian Ocean: Harappan traits on the Oman peninsula’.

Al Moosawi, personal interview. He also states that there are items not yet on public display. These include a Harappan jar which was excavated a few years ago and is presently being restored. It was found broken into hundreds of shards and once restoration is done (which will take years), it will be a complete jar on display. 36

In another discovery, pieces of pottery dating back to the Harappan civilization were found at Ras Al Hadd in Oman. The shards of pottery that were found date back to the 3rd millennium BCE. Archeologists also found tools and stone stoves that were used for cooking, in addition to collections of beads used to craft necklaces and other jewellery. Conducted by the Ministry of Heritage and Culture in collaboration with a joint Italian-American excavation team from the University of Bologna in Italy, archaeologists were able to unearth many pieces of pottery that showed them how people lived during that era. These archaeological discoveries at this site demonstrate the depth of commercial and cultural relations between the inhabitants of the civilization of Majan and the Indus Valley in the third millennium BCE.10 The ancient links between Oman and India are not restricted to the Harappan civilization of western India. rcheological evidence also points to the ancient city of Pattanam (500 BCE) in Kerala, trading with ancient Rome, Yemen, the Middle East and even the Nabatian civilization of the Arabian Peninsula. According to K Rajan of Pondicherry University, the Tamil-Brahmi script on a pottery shard near the Khor Rori, the ancient port of Sumhuram in Dhofar near Salalah “confirms Sumhuram’s link with the ancient frankincense route and its cultural links with the frankincense-based kingdoms in southern Arabia”11. Ancient trade While the mercantile presence of Indians in Oman is often seen as a recent phenomenon dating back to the early 1970s, this presence only reinforces the continuity of ancient links between these two regions across the Arabian Sea. Historical studies of trade trace the early spice route through India to Egypt and conclude that “it clearly reveals extensive trade ties between India and Egypt as Roman and Indian ships sailed to coasts all along Oman, Yemen and to the Red Sea – and the Horn of Africa”12. There is also evidence of markets being regularly held in places like Daba, Sohar and Dama as they were considered to be important commercial centres. Ibn Habyaib in Al-Muhbar (1942) considered Dama port as one of the two “Arab ports to which merchants from Sindh, India, China and people from East and West used to come for trading". 10 Bhacker, M. R. (2009). ‘The cultural unity of the Gulf and the Indian Ocean: A longue duree historical perspective’. (pp. 163-171). 11 Subramanian, T. S. (2012, October 28). ‘Potsherd with Tamil-Brahmi script found in Oman’. The Hindu. 12 Pasha, A.K. (2003). ‘South India and Gulf: Trade and Diplomacy during the late Eighteenth Century’. 37

Similarly, Sohar was described by Al-Himyari in Al-Raoud Al-Mi'taar (1948) as a commercial centre. As he said: "There was a commercial centre in Sohar from which every town got its needs and its goods reached India and China"13. Historically, the Indian Ocean fed a number of overland routes and hosted a network of maritime routes which encompassed areas as distant as South and South-East Asia, through the Strait of Malacca, Sri Lanka, the southern and northern shores of India, the Arabian Gulf, going as far as Zanzibar, on to the Mediterranean. In this network, the ports of Oman hve always been historically at the centre of trade, facilitating movement of regular and luxury goods including rice and cotton, gold, silk, porcelain and horses. The port of Muscat served as an entrepôrt to large swathes of inland trade, moving goods from around the world to inland communities with less access to imported goods. While the Muscat port can be dated back to the third millennium BCE14, there are travel accounts in the 9th and 10th centuries which locate Muscat as the last fresh water source for ships going from the Gulf to India, East Africa and further to East Asia. Muscat finds mention in the works of Ibn Battuta who visited Muscat in 1330. Ahmad Bin Majid, the famous explorer and navigator who is said to have guided Vasco Da Gama across the Cape of Good Hope refers to Muscat as the “port unequalled in all the world” and that it was used to transport dates and horses, while selling cloth, oil and cereal15. Simultaneously, the ports of Sohar, Sur, Qalhat and Salalah also find historical mention as they have all developed at different points of history. Backer (2009) also says that “valuable merchandise such as gold, silks, precious stones, fine porcelain, and thoroughbred Arabian horses as well as commodities such as rice and cotton was transported along these routes”16. Eventually, the western Indian-Oman-Zanzibar circuit became vital for trade in every conceivable article of use and luxury, including coffee, silks, vermillion, horses, ivory, porcelain and many other products17. The rise of Islam and the continuing trade between the Ottoman and Indian coasts are traced to cultural 13 Al-Hashimy. (2015). ‘Omani-Indian economic ties in the 19th and 20th centuries’. 14 Peterson, J. (2007). Historical Muscat: An illustrated guide and gazetteer, p. 5.

15 Peterson, p. 4. 16 Bhacker, M. R. (2009). ‘The cultural unity of the Gulf and the Indian Ocean: A Longue Durée historical perspective’. 17 Nicolini, B. (2004). Makran, Oman, and Zanzibar: three-terminal cultural corridor in the western Indian Ocean, 1799-1856. 38

developments as depicted in Arab and Sanskrit texts as Indian scholars visited Baghdad, bringing Sanskrit works on science and astronomy to be translated. Eventually, Islam began to affect Indians, particularly on the western coast of Malabar, Konkan and Gujarat, from where many Indians are said to have settled in Oman. The complex trade links are surmised by Risso’s account of the Indian and Omani merchants (commonly called ‘northern traders’): “The Masqati vessels sailed south with products of the Gulf area and Uman dates, sulphur, incense, dye roots, shark fins, almonds, rose water, pearls and medicines”18. With the coming of Islam, not only was the mercantile relationship enhanced, but a deeper relationship, encompassing religious and cultural affiliation was initiated and, in time, consolidated. While Muslims came to north India as warriors by the 10th century CE, in southern India they came as merchants and travellers, following centuries-old tradition, and were cordially welcomed by local rulers. Indian ships moved out of the port of Broach, Cambay and Mandvi in Gujarat for Arab and African coastal towns carrying wood, rice, edible oil, cotton and honey, and brought back pearls, dates and wine. The teak wood used by Omani and Yemeni sailors to make their boats came from Malabar, on the western coast of Kerala. In the absence of iron nails, the boats were constructed in the “stitch and sew” tradition, being bound together with coir ropes from coconut plantations along the Indian Ocean littoral. Arab explorers in the Indian Ocean The history of India’s contact with the Arab world goes back to ancient times, long before the rise of Islam or the Muslim conquest of South Asia when sailors in the region, facilitated by the knowledge of the monsoon winds, plied their ships across the seas and established commercial and cultural relations with each other. In fact, by the time Marco Polo set out to explore East Asia in the 13th century, communities across Africa, Asia and the Mediterranean had been exchanging their wares for thousands of years in a vast network driven by the monsoon winds of the Indian Ocean. Arab travellers to India also showed deep interest in Indian religion and culture and translated several Indian sacred and literary texts into Arabic. Indian wood was found in the Sumerian sites, possibly used for construction of boats. In fact, Abu Zayd, the Arab traveller of the 9th century CE noted: “The Arabs of Umman (Oman) take the carpenters’ tool-box with them and go to the 18 Risso, P. (1986). Oman & Muscat: An Early Modern History. 39

place where the coconut trees grow in abundance. First, they cut down the tree and leave it to dry. When it is dry, they cut it into planks. They weave ropes of coir. With this, they tie the planks together and make of them a vessel. They make its mast from the same wood. The sails are made of fiber. When the boat is ready, they take a cargo of coconuts and sails for Oman. They make huge profits in this trade19. A prominent commentator on Indian culture was Abu Rayhan al Biruni who travelled extensively across the country and left behind eighty chapters containing his observations on Indian religious, cultural and social life. Probably the most famous among all famous Arab travelers, Ibn Battuta started his extensive travels with the purpose of performing pilgrimage at the city of Mecca in 1325 before he was 22 years old. He traveled the world and came back to die in his home around 1368-69. Battuta is said to have crossed the Indus River on September 2, 1333 CE and made his way to Delhi. Ibn Battuta, who also visited several parts of South India, had also chronicled in detail his travels to Malabar. His landmark book Rihla is an engaging account of the various ports he had visited and its inhabitants. In his travelogue, Ibn Battuta explains about the trade in Malabar through the ports of Calicut and Quilon, where ships from Persia came to trade in spices. He is said to have visited the port of Sur in 1329 and perhaps Muscat in 1330, writing about the ship’s route from Muscat to Quilon20. Omani traders in the Indian Ocean Since the time Omanis started navigation activities and reached Indian seaports, there has been a protracted history of interactions between the two countries, which have contributed to lasting imprint on both cultures. Thanks to its strategic location in the Arabian Peninsula, Oman was a trading and commercial hub even before the first century CE, and it is this history as a citadel of trade, especially by sea, which has shaped the culture of this country. India, being close in geographical proximity, was even more heavily involved in maritime trade along its western coast. Indeed, the products of the Indian subcontinent have been essential for trade and commerce in Oman, especially for wood for shipbuilding. According to the great 10th century Arab traveller Abu Al Masudi, Omani sailors’ knowledge of the sea and their expertise in path finding through 19 As cited in J.W. Mc Crindle, The Commerce and Navigation of the Erythrean Sea, p. 37. 20

Agius, D. A. (2002). Ships and the Development of Maritime Technology on the Indian Ocean, p.174. 40

astronomy meant they were readily hired by merchants who wanted to travel the Indian subcontinent. According to UNESCO’s Silk Road Program, “by the mid-9th century, Omani vessels from the Arabian Peninsula started sailing towards South China. The Chinese port of Quanzhou (Zaitun) was one of the major destinations of Omani sailors. Quanzhou keeps even nowadays, different evidences of these exchanges especially during 14th century. Furthermore, Omani merchants played an important role in the expansion of Islam toward South East Asia”21. According to historians, Ibn Battuta gave extensive accounts of the Arab community in the Malabar Coast and “it is clear that the Qadi (judge) and Khatib (orator) in many of the coastal towns were from Oman”22. By this time, Oman played a major role in transit trade as Omani ports and markets had become the centre for traders across the Indian Ocean. According to researcher Ali al-Nasiri, in his work Annashaat fi shibh al-jazeerat alara, Omanis were as skilled as their Indian counterparts in trading and sailing. He added that Omani ships used to take sail to Indian ports and come back carrying Indian goods and commodities to the peninsula23. Arab writers of the early Islamic period were full of praise for the Rashtrakuta rulers of Deccan India for protecting the life and property of the resident Arab community, facilitating trade and giving them freedom to worship. The Arab community soon integrated itself in local affairs, fighting wars on behalf of its Hindu rulers, setting up services and endowments for the benefit of local people and even having official positions in state administration. Arab traders built their permanent settlements on the western coast of India and they played an important role in the exchange of Indo-Arab cultural relations. As traders waited for the annual monsoons to finish before they could go back home, many Arabs settled along the coast of Kerala and eventually had families, becoming part of the local mosaic24. According to Ibn Battuta who visited Kozhikode in 1342, there were already two mosques and an Arab Qazi at that time. The Mappillas around Kozhikode are said to be descendants of the early Arab traders, particularly the Koyas25. They form the majority of 21 UNESCO: Silk Road Program. 22 Ilias, M. H. (2015). ‘Malayalee Migrants and Translocal Kerala Politics in the Gulf: Reconceptualising the ‘Political’. 23 Al-Hashimy. (2015). ‘Omani-Indian economic ties in the 19th and 20th centuries’. 24 Ilias references the oral story of the origin of the city of Calicut by the Maskiyath (2 brothers from Muscat, most possibly) who tested the Zamorin of the city and found him to be so honest that they decided to settle there. 25 Osella, F., & Osella, C. (2007). ‘“I am Gulf’’: The production of cosmopolitanism in Kozhikode, Kerala, India’. 41

the Muslim community in Kerala. The regular interactions between Arabs and Indians throughout this period culminated in influencing each other’s language and culture as well, given their regular journeys across the seas. Maritime tradition India and Oman share a rich history of maritime trade which embraces a transoceanic network of ports and inland routes. Trade relations between India and Oman are deep rooted in history by virtue of Omani ships becoming an intermediary in the transfer of goods and commodities, to and from, the Arabian Peninsula and India. After the Islamic era, the trade of spices, perfumes and scarce woods thrived between the two regions. The ports of Qalhat, Sur and Muscat were all significant points of stop on onward journeys as they were the last ports to fill up on fresh water before the longer journeys across the Indian Ocean. While India has been one of the most important points of sea trade in the entire South Asian region since the beginning of maritime trade, the ports of Oman, thanks to their strategic location at the tip of the Arabian Peninsula, played a major role in trade including the ancient silk road and spice routes, and they served as a gateway for all ships traversing the Strait of Hormuz, the Indian Ocean and the Arabian Sea. The maritime tradition of ancient India began with the Indus Valley civilization which saw long-distance voyages by 3000 BCE. Long before the development of the silk road, the ships belonging to Indian traders travelled thousands of miles crossing the Indian Ocean and the Arabian Sea to find their markets in West Asia, East Asia, South East Asia and East Africa. Omanis have been traditionally sea faring people. Oman was a rich source of copper for developing civilizations in the entire region and Omani sailors were pioneering the development of maritime skills and technology. Because of the difficulties of crossing the mountains and sands, the sea was the easiest way of connecting Omanis with the outside world, and India was one of the main destinations for Omani adventurers. Oman was a hub for trade and commerce before the first century CE, and it is this history as a bastion of trade by land, but especially by sea, that has shaped the culture of the Sultanate, and its trade partners, from the Far East to Europe. Early accounts by Ibn Majid and the Portuguese Duarte Barbosa talk about the various sea routes taken from the coast of Oman which would go to Kutch or Malabar using the south-west winds (the monsoon or ‘mausam’ winds which sailors got to know very early on). Subsequently, these ships would go as far as Canton in China, passing 42

through Malabar, Sri Lanka and beyond. In fact, Wilkinson notes that, around the 6th century CE, Arab sailors, particularly from the port of Sohar had the know-how to venture on a 2-year, 7000 kms-long journey, trading in spices, textiles, medicines and gemstones26. The ports of Sindh, Kutch, and Gujarat also attracted Arab merchants, but few actually settled there, with the exception of Cambay, Surat, and Karachi during the heyday of those ports, as well as Gwadar (300 miles to the west of Karachi), a dependency of Oman from 1783 to 195827. Historically, Oman was famous for exporting frankincense, dates, copper and Arabian horses to India. On the other side, India exported fabrics, spices and wood used by Omanis to build their ships. Omani ships used to take trade trips to the Indian ports and come back carrying Indian goods and commodities to the peninsula, which would further be taken inland or further to the ports of Basra or Eastern Africa. Central to this trade was the very important industry of boat and ship making which has its own fascinating history. Dhows in the Indian Ocean The most important connection between the sea coasts along the Arabian Sea has always been the monsoon, from the Arabic mawsim, meaning weather. Knowledge of the timing, intensity and length of these south-west and northeast winds was the hallmark of sailors, the people of the dhow. Although there is no written evidence to prove the origin of dhows, historians trace their roots to Arabs or Indians using them as fishing or trading vessels to transport goods along the coasts of Arab countries, as well as India, Pakistan, Bangladesh, and East Africa. Ships that are similar to the dhow have their presence in the 1001 Arabian Nights28. As trading became a way of life, building of dhows was also popularized in the ports of the Arabian Gulf by those who saw them as essential to their daily life. Among them were the boat builders and sailors of Majan (modern Oman) who traded copper and ivory with Mesopotamia. At about 26 Willimanson, A. (1973). Harvard Archaeological Survey in Oman: Suhar and the Sea trade in Oman in the 10th Century AD. 27 Arab merchants also traded with other Indian ports, of course, but the only sizable Arab communities were to be found in the ports on the Konkan and Malabar coasts because elsewhere it took too long for merchants to return to the Gulf. Those who sailed the farthest, to the Malabar coast, tended to settle down and take local wives, the legacy of which is the Mappilas (Indo-Arabs), a sizable minority accounting for a quarter of all people in Kerala and the majority of all Muslims in that state. 28 Alan Villiers was one of the first sailors to recreate the journeys of Arabs along the African and Arabian coasts in 1939. He later recounted these adventures in Sons of Sindbad (1940). Severin later re-created the journey from Oman to China. His account is The Sindbad Voyage (1982). 43

500 BCE, the early Arabs introduced the dhow: a broad-beamed, shallowdraft vessel with lateen-rigged sails, ideally suited for the coastal waters of the Arabian Gulf and the comparatively mild waves of the Indian Ocean. Although relatively flimsy, it was light and maneuverable and could speed quickly out of the path of threatening weather. Its triangular sails, moreover, were designed to catch even the slightest breeze. The word dhow generally refers to all traditional wooden-hulled boats which ply along the Indian Ocean, although locals in Oman distinguish between a wide range of vessels of different sizes and styles. The original dhows were stitched, with the planks of their narrow, long hulls woven together with coconut husk coir, obtained mainly from Kerala. It was only after the Portuguese arrived in the 16th century that dhows began to be nailed together in the European style. The traditional Arabian dhow, such as the large, ocean-going boom, is curved at both ends, while other types – such as the sambuq and ghanjah boasted a high, square stern, apparently inspired by the design of Portuguese galleons29. These dhows used the lateen sails which enabled them to stay close to the wind. According to Chayya Goswami, the baghlah was converted from the Kachchhi kota by altering the head and adorning the stern. Thus the major types of vessels plying across the Arabian Sea were the baghlah, the ghanjah and the kotia, all primarily distinguishable by the ornamentation at the front. Sur was the major shipyard used by Kutchi shipwrights30. Owing to the vagaries of the weather, trade was seasonal but between the months of November and April, even today, the sea comes alive with white cotton dotting the horizons in events which celebrate this ancient seafaring tradition31. The crafting of a dhow is considered an art, passed down from one generation to the next. It is a practice filled with respect to an ancient form that still holds up today. Omanis were known for their excellent skills as sailors, backed up by maritime expertise including the time and direction of the monsoon. Arabs were masters in construction of wooden dhows and early Arabs who visited Beypore in Malabar to trade in spices taught the techniques of Uru making to carpenters in this coastal town. The Uru is a large dhow with a wooden keel. The deep waters of Chaliyar River, the availability of a port and the good quality of teakwood in the surrounding Nilambur forest makes 29 Yousuf, K. (2018). ‘Omani dhows: A matter of national pride’. Oman Daily Observer (2018, February 15). 30 Goswami, C. (2016). Globalization before its Time. p. 48-49. 31 See Hawkin’s 1983 report for UNESCO on the Indian Ocean for more details on the dhow-making traditions. 44

Beypore an ideal location for the construction of dhows. Omanis as well as the Hadhrami tribe in Yemen visited Beypore for centuries for their dhows. In the northern port of Sur in Oman, the dhow making industry is still active, as this heritage skill is being passed on to the younger generation. In this historic trading port, the boatyard is centuries old and its dhows have historically sailed to Indian, Arabian and East African coasts. Nestled quietly on the north-east coast of Oman as the capital of the A’Sharqiyah region, Sur is steeped in the old-world charm of seafaring men and their ships. In the yards, ship building is a continuing art. Many of the workers at the yard are still from Kerala, providing a clear continuing link between these two communities which go back centuries, in fact to the very advent of Islam. In the late 19th century, the use of dhows dwindled in the Indian Ocean. Fatah Al Khair, built in 1951 and fitted with a diesel engine, was among the last of the commercial trading ships from Sur. This ‘last Ghanja’ travelled the Gulf and India, before dropping anchor in Yemen, where she remained until coming back to Sur32. The system of dhows traversing along the Indian, Arabian and East African coasts had an enormous cultural and economic impact on these areas. It made possible a steady flow and interchange of ideas, goods, religions, flavours, and skills. This sharing of ideas and building of an international community significantly predates modern globalisation. Agius summarizes it thus: “The people of the dhow in the days of sail represented the human and physical unity of the Western Indian Ocean. They worked in harmony with the longue durée, sailing and keeping to a seasonal rhythm of trade and fishing”33. The history of dhow and their legendary journeys were re-created when Sohar, the replica of a 9th century Arab dhow of the ‘legendary Sindbad’ sailed a distance of 9,600 kilometres between Muscat and Canton in 1981. The dhow was hand built, stitched together with coir and navigated with medieval navigational instruments by British author-explorer Timothy Severin and a crew of 25, who were on a mission to prove that Sindbad's legendary voyages were indeed rooted in historical facts. The dhow was named Sohar for the Omani town where, according to some stories, Sinbad was born34. Today, 200 32

Shah, S. (2018). ‘Oman, the land where Sindbad sailed his Dhow’. Natgeo Traveler.

33 Agius, D. A. (2005). Sea faring in the Arabian Gulf and Oman: People of the Dhow. p. 12. 34 Torabully, who directed ‘The Maritime Memory of the Arabs’ in 2000, speaks of the sambuqs, or dhows made of acacia or teakwood that Sindbad would have used, and how this tradition continues to this day. See Tarabully, Khal. ‘A remarkable legacy of Wisdom’ in Sultan Qaboos: The Light of Arabia, p. 23. 45

kilometres from Muscat, in the northeastern port town of Sur, where the Sohar was built, one can still see a living piece of Oman’s maritime history. Another historical re-creation was the ‘Jewel of Muscat’, based on the design of the Belitung Shipwreck found off the coast of Indonesia in 1998. The shipwreck, surprisingly well preserved, showed the exact way in which these dhows were made. ‘The Jewel of Muscat' was built in Sur, using wood and other material as close to the original as could be found. It sailed to Singapore in February 2010, reaching in July 2010, stopping at Kochi, Kerala on the way, as it historically would have, halting for supplies and for the weather to change. This mid-way point in Kerala furthered the maritime connections between Omani ports and the southern Malabar Coast. Cheraman Perumal in Salalah A thousand kilometres south from Muscat, the city of Salalah is less often associated with historical trade in the Indian Ocean than its beautiful Khareef winds. But in prehistoric times, the port of Sumhuram (now approximately 35 kilometres from Salalah) was a major trading site with ideal sea conditions. Archeological evidence shows that this ancient port engaged with trade as far as the Mediterranean. As the traditional regional capital, the city’s history stretches back two millennia, when, thanks to its strategic location, it was an important stop on the frankincense and silk trading routes. In the 19th century the region was incorporated into the Sultanate of Muscat and Oman, and Salalah served as the country’s working capital from 1932 until the accession of the late His Majesty Sultan Qaboos bin Said in 1970 who relocated the capital to Muscat. Salalah has various holy sites central to Islam, including the tombs of Nabi Hub and Nabi Ayoub but there are also other places which reflect connections with the western Indian coast with its multiple layers of history and legend. Embodying its closer links with coastal India, there is another tomb that is of legendary importance and points to the pre-Islamic connections between India and Oman. The legend is that Cheraman Perumal Rama Varma Kulashekhara35 (622-628 CE, Hijra 1-7) became interested in the stories coming out of Mecca and decided to make a pilgrimage there. Keralolpatti, a work in Malayalam dealing with the rise of Kerala, narrates the story thus: “Cheraman Perumal, the last Perumal ruler of Kerala, who became enamoured of Islam, partitioned the Kingdom and secretly left for Mecca with some Arab traders and lived 35 For more information on Perumal, see M. H. Ilias (2007). ‘Mappila Muslims and the cultural content of trading Arab diaspora on the Malabar Coast’. 46

for a few years in obscurity and peace in Arabia. There he visited the Prophet and embraced the new faith. On his return, Perumal died and was buried on the Arabian coast”36. In Mecca, King Cheraman declared his conversion to Islam in the presence of the Prophet and adopted a new name, Thajuddin. He later performed Haj. As per Tomb of Cheraman Perumal in Salalah the wishes of the Prophet, a team of his companions led by Malik bin Dinar started their journey with Thajuddin to propagate Islam in Kerala. But along the way the king fell sick and died in Oman during his return journey. He was buried in Salalah under his local name Adbur Rahiman Samiri37. Cheraman’s meeting has been mentioned in the Hadith by Imam Bukhari and Abu Saeed Al Khudri. The Hadith says: “A king from India presented the Messenger of Allah with a bottle of pickle that had ginger in it. The Prophet distributed it among his companions. I also received a piece to eat”38. He is said to have sent messengers, led by Malik bin Dinar, who established the first ten mosques on the west coast of south India. Malik bin Dinar landed in Kodungallore where the first mosque was established. . The mosque at Kodungallore is still a standing place of worship and is considered to be the first mosque built in India. In Salalah, the tomb of Cheraman has the inscription “Abdur Rahiman Samiri arrived in Arabia in Hijara 212, died 216 A.H”. “Worship is offered at an old grave in Dhofar even today, believed to be belonging to a royal convert from Kerala,” William Logan mentions in the Malabar Manual (1879) Although the dates may continue to be debated, the presence of this Hindu king who converted to Islam and died on his way back 36 Ilias, M. H. (2011). ‘Narrating the history of Malabar’s Omani connection with special reference to the life histories of Cheraman Perumal and Saiyyid Fadl Moplah’. 37 The time frame of Cherman Perumal’s travel and death are much disputed, but not the authenticity of the story. Ilias (2007) studies the various versions of the story based on different written and oral accounts and concludes that Perumal’s travels could be dated to 620-825 AD. 38 Randhatani, H. (no date). ‘Makkan pilgrimage from Malabar in medieval periods – the description of the travelers’. https://www.academia.edu/10080314/Hajj_in_Medieval_ Period_Malabar_Experience 47

from Mecca, facilitating the first mosque in southern India, is uncontestable. He remains a testament to the richly layered history of ties between the two coasts of Oman and India which continued well into documented history, as more traders travelled, interacted and put down roots39

Karte von Arabien (Map of Arabia) Engraved by: Jan Huygen van Linschoten, Amsterdam (Spanish Netherlands) Copper engraving, printed colour 1004–05 AH/1596 CE (Portuguese Presence) Jan Huyghen van Linschoten was a Dutch merchant, trader and historian. He travelled extensively along the coasts of India, the Arabian Peninsula and East Africa under Portuguese influence and served as the Portuguese Viceroy’s secretary in Goa between (1583 and 1588 CE). He is credited with publishing in Europe important classified information about Asian trade and navigation that was

being hidden by the Portuguese. In 1596 CE, he published a book, Itinerario, which graphically displayed for the first time in Europe, detailed maps of voyages to the East Indies, including the map on display. Jan Huyghens provided nautical data such as currents, depths and the location of islands and sandbanks, which was absolutely vital for safe navigation, along with coastal depictions. The publication of the navigational routes enabled the passage to India to be opened to trading by the Dutch, the French and the English. As a consequence, the Dutch East India Company and the British East India Company would break the 16th century CE monopoly on trade with India and the East enjoyed by the Portuguese. Courtesy: The National Museum of Oman

39 Shashi Tharoor, in an interview notes that Perumal left Kerala coconuts in Salalah which grow until today. https://www.youtube.com/watch?v=ji6xb6zxZdE&t=689s 48

Cheraman Mosque, built in c629 CE Picture courtesy: M H Illias

Harappan Jar Ra’s al-Jinz Origin: Indus Valley Civilization Painted eathernware c3000 BCE

Necklace Samad ash-Shan (North A’Sharqiya) Carmelian Late Bronze Age

Necklace (close up) Samad ash-Shan (North ash-Sharqiya) Carmelian Late Bronze Age

Pottery fragments Sohar Origin: India Earthernware 7th-9th CE

Comb with circular iconography Ra’s al-Jinz Origin: Indus Valley Civilization Painted eathernware c3000 BCE (Early Bronze Age)

©The National Museum, Oman

Dhows have been built in Sur for thousands of years and is part of the maritime culture of Oman

‘The Lion of Sohar’ is one of the most prominent archeological finds in Sohar. The object consists of 3 iconographic parts – a roaring lion, a lotus and Buddha. It was made in China, of glazed porcelain, c8th century CE. This discovery

highlights the historical religious tolerance of Oman. © The National Museum, Oman

Miniature in a book which depicts Indian pilgrims leaving for Jeddah passing through the coast of Oman. This manuscript is presently on loan from Mumbai to be showcased at The

Rasulid Gravestones “The three marble gravestones displayed here date from the Rasulid era and were originally located in a cemetery in the Rabat district of present day Salalah. The stones were probably produced in Khambhat (medieval Cambay), a monsoon port in the west coast of India located

National Museum, Oman. © The National Museum, Oman

only one month’s sailing distance from Dhofar.” One grave is dated 1311 CE. The grave has Arabic calligraphy and Hindu iconography. ©The National Museum, Oman

A page from Tarek-e-Kesari showing HH Sultan Sayyid Thuwainy of Muscat and (below), a description of Muscat © The National Museum of India

Map of The Gulf of Persia (New Edition) Contributors: J W Norie, J Stephenson, Lt John, Captain David Simmons and William Heather Publisher: J W Norie & Co, London (United Kingdom) Copper engraving Sha’ban 1248 AH/9 January 1833 CE (Sultanate of Oman and Zanzibar) This is a very accurate nautical map of the Persian Gulf and the Sea of Oman, which also shows the northern and western coasts of Oman. It includes the names of Omani ports which were prominent during the reign of Sultan Sayyid Said Bin Sultan al-Busaidi, Sultan of Oman and Zanzibar, and important nautical data such as navigation lines and the depths of seas surrounding islands. There is also an inset map of Muscat and Mattrah with drawings depicting Muscat Island and Fisher’s Rock. Picture courtesy: The National Museum, Oman

Excerpt from Waqai-I Manazil-I Rum describing the journey of Tipu Sultan’s envoys Ghulam Ali Khan and Nurullah Khan to Muscat and beyond. Picture courtesy: Embassy of India, Muscat, Oman

View of Fort Mirani, 1814, water colour by Thomas Daniel © The National Gallery of Modern Art, New Delhi

India and Oman: 16th – 20th century Although it is difficult to point to the earliest documented evidence of Indian trade in Oman, there are references to ruins of an ancient temple in the town of Qalhat which points to evidence of an Indian settlement along the Batinah coast before the 15th century40. Historical references mention the arrival of the Omani Al Yaarubi naval fleets on the Indian coast in the 17th century for economic interaction, trade and exchange of goods. Commercial relations were established with Sayyid Sultan bin Ahmad, the Sultan of Oman by Tipu Sultan of Mysore (1782-1799) at the end of the 18th century. To look after their mutual interest, agents were appointed in Mangalore and Muscat41. Tipu Sultan also appointed a ‘vakil’ in Muscat and set up a factory in 1785 in order to take care of his trade interests in the entire Persian Gulf region, based in Muscat. He established strong relations with the ruler of Oman so that he could promote trade relations with some concessions. While special privileges like lesser customs duty were extended by the ruler of Oman to Mysore merchants to encourage trade with India, Tipu Sultan reciprocated by reducing duties on Omani trade with Mysore. Two agents, Nurallah Khan and Ghulam Ali Khan were received by Imam Ahmed Said and were bestowed special favours. In 1798, a new dalal (agent) by the name of Vishnu Das was appointed as he was, as records suggest, instrumental in providing Sultan Said with a British physician42. Thus trade flourished between these two kingdoms, with cardamom, rice and pepper being the most traded goods from Mysore, and dates, horses and mules being sent from Oman. In those days, dates, mules and horses were mainly imported from Oman to Mysore. Tipu Sultan also encouraged Omani and Arab merchants to come and settle in Mysore and gave them special privileges as they were seen as successful businessmen. Valuable gifts such as jewels, elephants, khillats, sandalwood, ivory, pepper and cardamoms were given by Tipu Sultan to the ruler of Muscat43. In his descriptions of oceanic trade between India and Oman, Onley states about the pearl trade: “They were bought by pearl merchants, usually Indians, and taken to India, where they were sold on the world market. Because of this, and the monopoly Indian merchants enjoyed in the Gulf credit market, Indian 40 S. B. Miles (1919; 1994). The countries and tribes of the Persian Gulf. 41 Maoji Seth was the agent sent by Tipu Sultan to Muscat (Risso, p. 195). 42 Risso, P. (2009). India and the Gulf. p. 192.

43 Pasha, A.K. (2003). ‘South India and Gulf: Trade and diplomacy during the late eighteenth century’. 59

ports became banking centres for the Gulf—notably Bombay in the nineteenth and twentieth centuries. As a result, the Indian rupee was commonly used in many of the region’s ports as early as the seventeenth century, emerging as the principal currency of trade in Kuwait, Bahrain, Qatar, the Trucial States, and Oman from the 1890s to the 1960s. Even today, older GCC nationals refer to their local dirham, dinar, or riyal as the rupee-ya”44. The Italian physician Vincenzo Maurizi had observed in 1688 that Masqat alone had 4000 Sindhi merchants, and that they had complete control over pearl trade and imported grain and cloth from India. Calvin Allen quotes Carsten Niebuhr, a Danish explorer who visited Muscat in January 1765. He said: In no other Mahometan city are the Indians so numerous as in Maskat; their number in this city amounts to no fewer than 1200. They are permitted to live agreeable to their own laws, to bring wives hither, to set up idols in their chambers, and to burn their dead45. This leads to the first documented references to the Indian community in Oman, much of which settled along the coast in the ports of Sur, Muttrah and Muscat and has roots until this day. Mohibbul Hasan, in his translation of Waqai (commissioned by Tipu Sultan) mentions that “…the traders from Masqat were not all Arabs. A few like Seth Mao, Jiwan Das and Ratansi were of Indian origin and had settled in Masqat and were subjects of the Imam”46. The existing merchant communities are primarily Bhattias, from Kutch in Gujarat. These existing families can trace their genealogy back to more than eight generations of continuous presence in Oman. More details of this community are given in a later section. Since the beginning of the 19th century, relations between India and Oman have been associated with the British who occupied India and extended their influence and domination to the coast of the Arabian Peninsula and thus the relationship between Oman and India was negotiated through British agencies and the British India office. From the 18th century, Indian merchants controlled commerce not only through trade, but also by acting as bankers, brokers and money lenders. Many of them were engaged in shipping, having large dhows which traded in the shipping routes across the western Indian Ocean. Indian merchants were an integral part of the Omani-Indian commercial system, 44 Onley, J. (2009). ‘Indian communities in the Persian Gulf’. p. 233. 45 Allen, C. (1981). ‘The Indian merchant community of Masqat’. p. 41.

46 Hasan, M. (2005). Waqai-i manazil-i Rum: Tipu Sultan's mission to Constantinople. p. 13. 60

protected by the British. Most of the foreign trade was controlled by the Hindu merchants while the Khojas controlled inland trade. Hindu and Muslim merchants from India (mainly Banians and Khojas) were actively involved in trade across the coastal parts of Oman, including places like Seeb, Nakhl, Samail, al-Dhahirah, Shinas, Khabura, Barka, Suwaiq and Ras Zuheir47. The Indian communities in Oman Recorded Indian trading communities are found along ports of Sur, Suhar, Muttrah and Muscat for over 600 years in continuity. James Onely shows that the earliest recorded Indian merchant community was found in Muscat, dating to the 15th century, then in Manama (Bahrain) and then in Muttrah (the Lawatis). These traders came from the Kathiawar peninsula, from Kutch and Karachi48. They were primarily Sindhi Bhatias from Tattha, on the Indus river, and were powerful until the middle of the 17th century when the Portuguese rose. The Banians prospered at this time, advising the Portuguese on trade, even being given permission to construct a temple49. In fact, so influential were they with the Portuguese and the Yaarubi rulers that one merchant helped to expel the Portuguese when their commander asked for his daughter’s hand in 165050. The earliest specific reference to Indian merchants in Oman is that of Naruttim who assisted Omanis to fight the Portuguese in 1650. Multiple sources narrate the story of Naruttim, the Indian merchant who, when angered by the Portuguese commander Pereira’s proposal, advised him to empty the fort’s supplies of food and essentials, and then informed Imam Sultan bin Saif al Yaarubi who attacked the Portuguese fort, ensuring their total defeat. With the fall of the Portuguese and the rise of the British, the centre of trade shifted to Bombay and Gujarat. Originally trading in cotton and small goods, the Banyans gradually developed a large share of the market in dates. With the establishment of the Al Busaidi rule, they had become important partners in trade and some members of the community were now permanently settled here. In 1836, explorer J R Wellstead noted that the Hindu community constituted a major portion of the traders in Muscat51. They built additional temples, one of which survives until today52. In addition, the community also had a ghat to 47 Kumar, K (2012). ‘The Indian migration and diaspora in the Persian Gulf, 1820–1947’. 48 Onely, J (2014). ‘Indian communities in the Persian Gulf, c. 1500–1947’. 49 Allen (1981) narrates a fascinating story of how the idol of Govindraj for this temple was said to have been brought from Basra and was donned with the Omani Khanjar to signifiy the allegiance of the Bhattia Banyans to their new home. (p. 41). 50 Originally sourced by historian Ibn Ruzaiq, the story of Naruttim has been referenced by multiple sources including Miles, Allen, Peterson and more recently, Sanyal. 51 Allen, C (1981), ‘The Indian merchant community of Masqat’. 52 Calvin Allen explains that the Motishwar temple which still exists was built around a 61

burn their dead, a ‘gowshala’ where they kept their cows for milk, and a ‘holy cave’ near Seeb. By the early 19th century, however, the Sindhi Bhatias were replaced by the Katchi Bhatias as trade shifted to Surat and Mandvi after the defeat of the Portuguese and their expulsion from this part of the Indian Ocean. Kutchi Banyan merchants worked with date farmers and exported dates to Mandvi and Bombay. They also traded in pearls which were sourced from Bahrain and Kuwait as well as coffee routed from Mocha in Yemen. By 1805, 4000 Banyans were noted to be present in Muscat, according to local accounts. Chayya Goswami describes the life of the Banyan merchants who often did not bring their families, unlike the Khojas (Lawatis): “They lived either in the Al Waljat or in the Banyan quarters, both of which were located inside the old walls of the town of Muscat. In Muttrah, they had their own quarter of shops. Their houses were of stone and cement”53. They lived on top of their shops and were known for their hard work and honesty. Goswami quotes Charles New who notes about a Banyan merchant: “See him at his books, and you see a man lost to all the world”54. Banyans could dress in their traditional way, spoke Gujarati and Kutchi, and adhered to their religious customs. In fact, four families were named as the ‘pillars’ of the Banyan community during this time: Dowlatgiri Manrupgiri, Ratansi Purushottam, Virji Rattansi and Damodar Dharamsi55. Some of the families who can still trace their continuous presence in Oman from that period include Khimji Ramdas, Topranis, Ratansi Purushottam, Dayal Purushottam Kanji, Gopal Mawji Bhimani56, Danji Murarji, Vallabhdas Umarsi and Gopalji Walji, among others. Brief descriptions of some of these families offer fascinating glimpses into the life of the Indian community along the ports of Oman for over 300 years. Some of these family life stories are narrated alphabetically:

banyan tree and a well which became the centre of community activity. 53 Goswami, C. (2012), Globalization before its time, p. 89.

54 Goswami, C. (2012), Globalization before its time, p. 70. 55 ‘India-Oman: 5000 years of friendship’, Embassy of India, 2005, p. 10. 56 See Allen (1981), p. 44, for a detailed genealogy of Gopal Mawji Bhimani’s family. 62

The Dhanji Morarji Family The Dhanji Morarji family is more popularly known as the ‘Seth Dhanji Morarji Shabica family’ after the German rifles which they were trading in World War II57. The family trade was then based in the Masirah islands as the British infantry had a base there. Dhanji Morarji, who was from Mandvi, Kutch, in fact came from Zanzibar to Sur in the 1790s on the special request of Sayyid Said Bin Sultan to act as a representative of Omani interests there58. In Zanzibar, the family traded in dry dates, dry lemon, cinnamon, cloves and other spices. The ships they used to trade in would stop in Kutch, Mandvi, Karachi, Gwadar, Hormuz, Sur, finally moving on to Zanzibar, trading in all the ports as they went along. Dhanji’s son, Purshottam Dhanji would travel to Khaimal and Jalan by donkeys to pursue trade and provide the interiors with essentials. Hemlataben, a scion of the Dhanji Morarji family today, reminisces that it would take two weeks for these traders to reach Khaimal from Sur on donkeys, and at least 4 days by sea using sail boats. The journey from Sur Bay to Muscat Bay would be usually through wind propelled boats in high tide, sometimes using row boats when the tide was low.

Portrait of Dhanji Morarji

Portrait of Purshottam Dhanji

57 Details of the Dhanji Morarji family have been sourced from personal interviews with Hemlataben, a senior member of this family. 58 See Goswami (2012) for more information on the Indian trade connections of OmanZanzibar and Kutch. 63

She remembers that her family traded in tarpolines, spices like turmeric and chilly and groceries. Today, the family is established in a variety of businesses ranging from trade in foodstuff, running a supermarket and textiles.

The Jerajani Family Gopalji Valji Jerajani started his business in Muscat and Muttrah with the export of khajur (dates), clothes, food items and pearls (moti) for which he set up a factory in the late 1800s. As he was in good standing and had good relations with the ruling family, he was allowed to build the Motishwar Mahadeva temple (also named in recognition of his trade in ‘moti’, or pearl). The temple was built in the month of Magashar Samvat (the Hindu year) 1961; i.e. the temple was built in 1904 CE. The temple still exists today in Muscat. Gopalji then brought Chhotalal Jerajani, his son to Muscat considering that his business was growing. Vithaldas Jerajani, Gopali Valji Jerajani's brother’s son joined the Jerajani family business in Muscat and settled in Barkha and helped in the family business. But later, following Mahatma Gandhi’s call to join the freedom movement, Vithaldas returned to India. He was associated with Mahatma Gandhi’s freedom struggle in India against the British government. Subsequently, he was wanted for political activism related to the freedom struggle. Later he was assigned by Mahatma Gandhi to help in the development of Khadi and village industries all over India which he continued until he died. Meanwhile, Chhotalalbhai continued his business with Muscat. Chhotalal Jerajani’s son Navalbhai was born in Muscat in 1910. Navalbhai also joined the freedom movement of India. He, along with other members of Jerajani family, joined in the Salt Satyagrah movement of Gandhiji and was jailed with other leaders. He was involved with Khadi and village industries activity. He set up the biggest Khadi store in India which was originally owned by a British company. This Khadi Bhandar is at Fort in Mumbai. It exists even today. He died after the independence of India at the age of 44. Vinodbhai, the son of Navalbhai and great-grandson of Gopalji Valji, came to Muscat in 1983. An engineer, he set up a switchgear assembly plant in Muscat under French collaboration to increase Oman’s self reliance. Later he joined as a GM of Asha Enterprises of the Ajit Khimji Group and retired to India in 2001. His wife, Pushpa, had joined various voluntary activities of the Oman women’s association and helped Omani women learn crafts and painting, interacting with women in villages like Bid Bid. Pushpa contributed to the temple and deity seva making jewellery, hindola, rangoli and training many ladies in Sri Krishna temple, along with their daughter Seema. Hiral Jerajani Kamath, daughter of Vinodbhai and Pushpa, is presently a radiologist, trained in London and has her own clinic in Muscat. 65

Jerajani date packaging factory © Jerajani Family

Loading and unloading cargo © Jerajani Family

The Jethalal Naranjee Gandhi Family A young school boy named Jethalal, son of Naranjee Gandhi came home in a small village called Mundra in Kutch-Gujarat in India and was told by his mother that ‘a country raft is leaving for Muscat and you should board it’. With just a pair of clothes in a cotton handbag he left in 1918. Reaching Muscat after a long voyage, he was employed as a helper with the recommendation of Devji Damodar (later he married his daughter Jhavebai) in a company registered as M/S Ratanshi Purshottam. Eventually, he called his sibling widow sister Goklibai and brother Purshottam. From being a helper, he rose to work as revenue collecting representative in Customs Department at Port at Khor Muscat and moved to the highest post in Customs whilst reporting directly to HM Sultan Said bin Taimur. In 1947, some of his children had to be evacuated from Karachi during partition. Two of his daughters were married in Oman to community families residing in Muscat. In 1948, Jethalal resigned from the Customs department and started a company in the name of M/s J N Gandhi & co., which is functional even today. One of the elder twin brothers Virsinh (alias Babu) had, on request, worked as a senior accountant in Treasury in the era of late HM Sultan Qaboos bin Said but eventually resigned and joined the company. Vanraj (alias Naval) the other twin brother worked with his father and worked in Bahrain and eventually returned to Muscat gaining global experience. Chandrasinh, having followed his father’s footsteps, started customs clearing work within the company setup. Ajitsinh joined the family business managing one of the two outlets in the old souq of Muttrah. Hareshkumar gained a lot of experience with corporate local companies and served Hindu Mahajan and Indian School. The youngest of all, Bupendra, worked with Ottoman Bank and later worked with the Indian Consulate until the early 1970s when Rial was introduced as the official currency. He then joined the custom clearing department. Surrounded by a small community in Muscat, the family and house of Jethalal was also surrounded by various members of the Omani Royal family. The third generation of the family studied abroad in the late 1970s and came back to Oman to share and be part of the new growth. In 2004, the family of Jethalal, which was residing in Muscat at that time, was rewarded with Omani citizenship. While Virsinh, Vanraj, Chandrasinh, Hareshkumar passed away, the members of the J N Gandhi family continue to contribute to Omani society.

The Khimji Ramdas Group Khimji Ramdas (KR) is one of the most prominent Indian-origin business groups in Oman. A historic voyage in 1870 from the deserts of Kutch, India to the Port of Sur in Oman built a 150-year-old legacy that is now being carried forward into its sixth generation by the sons and daughters of Khimji Ramdas. While trading along the Mandvi-Muscat-Zanzibar route, it was decided that the father, Ramdas Thackersay, and his son Khimji Ramdas would stay back in the port of Muscat where the trade had been profitable and the hospitality gracious and welcoming. In 1920, Khimji Ramdas’ sons Gokaldas and Mathradas began to further build the company and engaged in a variety of ventures, including trading in dates, rice, dried lime as well as construction. Growing steadily from a small trading house, the Khimji Ramdas (KR) Group of companies has become one of the most pioneering and respected business conglomerates in the region. Today, it is one of Oman’s largest in terms of scale and scope. The KR Group employs more than 5000 personnel across Oman, UAE, and India. Its businesses cover almost 95% of the population through its extensive network across the country. Historically, they were the lead supplier of essentials to Allied forces in the two world wars, built the first HSBC bank (1960), helped to build the first airport in Bait Al-Falaj (1956), and sold the first Ford car in the Sultanate. KR Group’s commitment to philanthropic activities is well documented both in Oman and in India. Since the time of Sheikh Kanaksi's father, Gokaldas Khimji, the group has been actively involved in reaching out to the marginalized and grassroots sections of the society, especially in the interiors. Through ‘Eshraqa’, the KR Group has been involved within the Omani community for Progenitors of the Khimji Ramdas Group

Khimji Ramdas

Gokaldas Khimji

Mathradas Khimji

ventures in education, health, community wellbeing, and training, creating a positive change in society through the empowerment of youth and women. The Khimji family has also played a leading role in Oman's modem development and has helped found many Indian institutions in Muscat such as the Gujarati Medium School in Muttrah (1941), the Indian School Muscat in Ruwi (1975), the Indian Social Club in Ruwi (1977), Oman Cricket (1979), and the Indian School Wadi al-Kabir (1987) the last four being co-founded by Kanaksi Khimji. Khimji Ramdas Group remains connected with India through commerce and charity. Its businesses operate in Hyderabad and Gujarat. The Khimji Ramdas Trust and the Gokaldas Khimji Family Trust at Kutch Mandvi runs three independent schools. Sheikh Kanaksi Khimji has founded two schools, Sakarbai Khimji Ramdas Memorial School and Shri Ramkrishna High School. This also includes an all-girls school and hostel, Khimji Ramdas Kanya Vidyalaya Trust, to offer the best in modern education to the underprivileged children of Mandvi, his native place in India. The schoolstouch the lives of over 3,300 students. Kanaksi Khimji also played a wider role in promoting India-GCC socioeconomic relations. During his visit to Oman in 1996, the late President of India, Shankar Dayal Sharma, described him as “the real ambassador of India to the Gulf countries”.

Kanaksi Khimji with Indian Presidant Sankar Dayal Sharma © Khimji Ramdas

Gokaldas Khimji in Masirah Island after World War II © Khimji Ramdas

Khimji Ramdas’ early stores © Khimji Ramdas

Kanakbhai has played a pivotal role in organising the state visit of the Prime Minister of India, Narendra Modi to Oman in 2018. Notably, Mr. Modi had inaugurated one of the educational institutes in Kutch founded by KR in Mandvi, which aims to build a scientific temper amongst the children, with great emphasis on educating girls in the hinterlands. In recognition of Kanaksi Khimji’s leadership in Oman, the Indian government bestowed the prestigious Pravasi-Bharatiya Samman Award on him in 2003, the highest honour lndia conferred on PIO (People of Indian Origin) for his zealous commitment to social activities and contribution to the strengthening of bilateral relations between India and Oman. He was the first PIO in the GCC to receive this award. Celebrating its 150th year in 2020, the KR Group is committed to innovation, by transforming its customer experiences in real-time with digital technologies and integrated SAP solutions. The organization stands firmly grounded in its past with a visionary outlook for the future, upholding its core values of trust, care, commitment, and learning.

Kanaksi Khimji awarded at the inaugural Pravasi Bharatiya Samman by the Indian Prime Minister Atal Bihari Vajpayee, 2003 © Khimji Ramdas

The Ratanshi Gordhandas Family More than 150 years ago, a young Gordhandas sat in a wooden dhow from Kutch Mundra, with nothing but the clothes on his back, not even a passport or travel papers. All he had with him were 2 gold bangles, which he brought to begin his business in Oman. He landed in Barkha after a long 2-month journey in which he had just one small bottle of drinking water a day. Gordhandas began his business in trading food essentials and textiles with a bare minimum investment. Over time, he expanded his business, gradually building a small house right under the Barkha fort. He brought his 15 year old son Ratanshi to join his business. Ratanshi came with his 13 year old bride and they lent their hands in the family business which was, by then, dealing with dates, and footstuff like rice, flour, sugar, spices and salt. They were also involved with the money lending business, often helping the community in times of need. A Gujarati tutor by the name of Kumud Adhikari was brought to Barkha to teach the young children mathematics, and writing letters in Gujarati, the two necessary skills for a Gujarati businessman59.

Ratanshi Gordhandas with Indian President Shankar Dayal Sharma © Ratanshi Gordhandas Family

59 Details of the Ratanshi Gordhandas family are part of personal interviews held with Permanand Bajaria. The photographs and documents he shared are published with his permission. 72

THE RATANSHI GORDHANDAS BAJARIA [BHATIA] FAMILY

Eventually, Ratanshi came to Muttrah to expand the family business, setting up a small establishment behind Ramesh Bhavan. Ratanshi’s son, Permanand reminiscences that they would take a boat from Barkha to Muttrah Corniche to complete any official work. The travel from Barkha to Muttrah would take 2 days by jetty. Permanand himself was born in the American Mission hospital in Muttrah circa 1945. By that time, the family had a landrover which would be used to travel between Muttrah and Barkha, a journey which would take more than 6 hours. By 1955, Permanand came back to Muttrah, having completed his school education in Kutch. He lived in Barkha for some time with his grandfather and in 1960, came back to Muscat where he trained at W.J. Towell and worked in Purshottam Damodar’s company. Permanand remembers his main jobs as being cleaning the stores and godowns on most days and when the jetties would arrive with fresh supplies, the next few days would go into offloading (usually lasting 2-3 hours after Fajr prayers), categorizing all offloaded items, counting them and making a list (called the parchi or ‘barva’). As he recounts, produce came from different parts of the world including flour and fruit from Australia, spices, oil and clothes from India, coffee from Guatemala and ghee from Holland. He even remembers 73

being told of a British steamer being bombed in the course of the Second World War. Gordhandas and his son Ratanshi were closely involved with the community in Barkha, often working with them in times of need and helping everyone through tough times. In fact, Sultan Taimur had recognized Ratanashi’s generous contribution to alleviate suffering during the famine of 1943 with an official citation. Permanand gradually expanded his business from foodstuff to building material in 1970 and constructed the first 2-floored building in Wadi Kabir. He was known to host the annual Navratri festival involving everybody in the community and acquired a reputation for philanthropy. He speaks more than 8 languages including Arabic, Farsi, Belushi, Kutchi, Hindi, and ‘a little bit of English’.

The Ratansi Purshottam Family60 Seth Ratansi bin Purshottam Al Baniani (1843–1906) first came from Kutch, Mandvi to Muscat around the age of sixteen in 1857 to work with his uncle at his ancestral firm, M/s. Natha Makan. He worked under the guidance of his uncle for 10 years before establishing his own business in the year 1867 in the name of Ratansi Purshottam. He started importing and exporting a wide range of goods including grains, textiles and dates. He also negotiated working agreements with merchants in foreign ports. In 1871, Ratansi acquired the ancestral firm from his uncle and merged it with his own business. The genealogy of the Purecha family for almost ten generations in Muscat is: Makan-Natha-Thakarsey-Damodar-Purshottam-Ratansi-Lalji-RanchordasVimal-Dhruv Ratansi owned a business in Karachi while his brother had one in Bombay, and he partnered with William Hills Jr. of New York to export Omani fard dates to the USA61. He also established international banking and financial arrangements with the Mercantile Bank of India in Bombay and London. Rantansi lived within the walled city of Muscat at Bait Ratansi, an officecum-residential complex close to the Palace. In the 1880s Ratansi began to acquire land along Muscat’s waterfront and eventually owned the waterfront property with the exception of the palace, customs house and British Political Agency. At the turn of the 20th century when a date packaging factory was started in Muttrah, another office-cum-residence building was constructed on Muttrah Bay next to the Customs Jetty. The introduction of steam ships hastened trade between Europe and The United States and Ratansi became the largest importer and exporter in Muscat in the late 1800s and one of the two leading arms dealers in the Gulf area. The business also held the customs franchise at that time. As one of the four pillars of Baniani society, Ratansi was given the title of Badshah (as the king in a deck of cards) by His Majesty Sultan Sayyid Faisal bin Turki. For his business acumen and success, he was given the much coveted post of customs master in 1887. In his work on the Ratansi family, Calvin Allen 60 Details of the Ratansi and Khimji families are available in Allen (1981) and Goswami (2012). Details of the Toprani family are available from ‘Times of India’ May, 2009. Most details are from personal interviews. 61 The technology of drying dates was an elaborate process as described by Goswami (2012). 75

states that ‘the surviving correspondence of the Ratansi Purshottam company demonstrates that throughout the period he sought to expand his economic activities by seeking importation of European and American foodstuffs and manufactured goods and export of Omani dates to new markets’62. Seth Lalji Ratansi unfortunately died in 1932. His widow, Mrs. Javerbai Lalji Ratansi (Mr. Vimal’s Grandmother) had to assume the responsibility to streamline and consolidate the family business as their son Ranchordas was a minor at the time. In 1940, Ranchordas (commonly known as Bhaiji Seth) assumed the responsibility to continue ancestral business. He got married in 1944 and Madhuri (Vimal’s mother) joined the family in Muscat from Kutch Mandvi. It was difficult for her to adjust to a new life in Muscat without electricity and no running water. She personally fetched water from a family well located in a Wadi which was several hundred metres away from home. Steam ships of the British India Navigation Co. arriving from Bombay and Karachi were always welcome as they brought a fresh supply of fruits and vegetables which were scarce during the harsh summers. Ranchordas took great care and fondly preserved the important archives and artefacts of Ratansi Purshottam while moving premises several times during his life. In the year 1977, Ranchordas donated several hundred historically important Arabic documents from the commercial archives of Ratansi Purshottam to the Ministry of National Heritage under the auspices H.H. Faisal b. Ali b. Faisal Al Said. Some important artefacts are loaned to the National Museum of Oman and are displayed by the Museum at ‘Oman and the World’ gallery. Ratansi’s great grandson, Vimal Purecha, is continuing the family legacy as a managing partner of Ratansi Purshottam. He built a residential cum commercial building on the same land on Muttrah Corniche and the office still functions in the name of Ratansi Purshottam. Historians are always keen to visit and research the ancient documents carefully preserved by the family. Ratansi Purshottam Co. is still continuing the import/export and investment activities in Oman. Vimal’s children Dhruv and Pooja have joined the business as partners.

Calvin Allen, (2005), ‘Muscat as Global City (1888-1913)’. Presentation at the Indian Embassy. 76

The Ratansi Purshottam Family Tree

The Toprani Family The Toprani family traces back its continuous trade connection and residence in Oman to 1650 and presently has its 14th generation resident here63. According to Muneer Manubhai Toprai, most of the Topranis are Kutchi Bhatias from Mandvi, but originally about 21 generations ago, they hailed from Jaisalmer in Rajasthan, at that time there were not known as Bhatias but they were known as Kshatriya – Warriors or Rulers, with links to kingdoms in Rajasthan, particularly Jaisalmer. The family narratives trace it back 21 generations, with the 17th migrating to Mandvi, Kutch. They became traders, landlords and seafaring traders, working with the British who gave them the title of ‘Toprani’. The family history is traced as follows: Naraindas Pragji Toprani was born around 1887 and first visited Sur, Oman in 1897. He came to Sur with his late Father Shree Paragji Vallabhdas Toprani on one of his business trips. Soon, he began to work in the brokerage of commodities. Commodities then used to come through wooden boats from Bombay, Kutch, Mandvi, and Karachi. He travelled through the markets and villages around Sur and Muscat and began trading across Bahrain, Zanzibar Hormuz, Iran and Dubai. Owing to some successful business transactions, Naraindas Saith shifted to Muscat to take up new business ventures. Once Shree Naraindas Saith shifted from Sur and settled in Muscat he started setting up new business ties with traders and companies in places like Guatemala, Mauritius, Australia, Beirut, and Africa. He also qualified as a lawyer. He could communicate in Arabic, English, Hindi, Gujarati, Kutchi, and Sindhi was known for his negotiation skills. Due to his good communications skills he had very good personal relations with the ruling class and all the merchants in his community. Naraindas was involved in insurance, real estate brokerage, and law. Peterson notes that “Before 1970, the family business was concentrated on importing foodstuffs, petrol, kerosene, and exporting dried dates to India”64. Naraindas Saith provided free English coaching at his house ‘Ramesh Bhavan’ which benefited many prominent families at that time. Until 1955, he was the only non-western expatriate who could communicate fluently in English and was seen as a figure of authority by the local community until the time when the first Indian consulate was officially established. He used to legally represent and fight cases on behalf of Indian traders (from India) and local traders (Omani as well as Indian) to get the insurance claims for damage of goods or recovery of higher custom duty charged or debt collection65. He 63 Information on the Toprani family is from personal communication with Mr. Muneer Manubhai Toprani. 64 J.E. Peterson. (2004) ‘Oman’s diverse society: Northern Oman’. 65 According to Muneer Toprani, Naraindas was nicknamed in Sur/Muscat, Muttrah and 78

also acted as legal guardian or representative of any family who would be travelling to Sur, Quriyat, Barkha, Suwaiq, Suhar and Muscat, from any part of India or Karachi, as required by British law at the time. He was appointed as second officer to the then British consulate and an office representative for the American consulate. Naraindas Saith was also given responsibility of the then Arya Kandra Mandal (Gujarati School) that was started in 1950. He was also one of the founder members of the Hindu Mahajan association, which was started in Muscat around 1921. He constructed The Kennox Hospital in memory of his First Wife, for the people in and around Muttrah. This was later known as Al Rahma hospital that was, until 1996, in the Greater Muttrah area, and donated to the then-American mission under the supervision of Dr. Donald Bosch and Dr. Wells Thomas. Naraindas Saith was one of the founder members to initialize the idea to start Muscat Municipality in the 1950s. He also started the first newspaper of Oman called Al Hake. He used to listen to the news on BBC through his radio and type the news and print it with the help of a hand print machine.

Naraindas Pragji Toprani & his wife Shantadevi Naridas Toprani © Muneer Toprani

Barka as Wadh Faar Taahin, literally meaning, "the son who knows about rat as well as his flour”, and also as Naraindas Bu Kilmah, meaning "Naraindas - Man of his words". 79

Naraindas Saith’s son Manubhai Naraindas Toprani was born in the Kennox hospital in Muttrah. He studied at the Arya Kendra Vidyalai (Gujarati School in Muscat, Oman set up by the Hindu Mahajan of Muscat) and the Saidi School (then Royal school in Muscat) before going to Gujarat to continue his studies. He successfully continued the family business on his return to Muscat, based in Ramesh Bhavan. Naraindas Saith constructed Ramesh Bhavan, the family home, in 1939 for his Family when he decided to re-locate his business from Muscat to Muttrah. The open sea-facing cornich was visible to the loading ships and all goods coming in and out could be closely inspected. In time, Mina Muscat also shifted to Mina Muttrah, as Naraindas Saith predicted. The contract to build the residence was given to Sibil Bin Bahram Al-Balushi in 1939. Ramesh Bhavan was, at the time, the only two-storey building at the waterfront. The door currently in place is a 120 year old made of Shaguan wood. A small lamp box and a rotating wind compass were also installed on the top of the 2nd floor concrete slab roof, which guided incoming seafarers into Muttrah. Today, the Toprani family is engaged in trade and runs various ventures headquartered in Muttrah. Their family home, Ramesh Bhavan still stands proudly on Muttrah Corniche in its original form.

Naraindas Toprani listening to BBC for preparing news for his news paper Al Hak. © Muneer Toprani

The Toprani Family

The Toprani Family (contd.)

Ramesh Bhavan by Mutrah bay, c1960 © Muneer Toprani

The Toprani Family (contd.)

The Visoomal Damordas Family Visoomal Damodardas migrated from Thatta, Sindh, undivided India (Sindh now in Pakistan), to Oman nearly 200 years ago and established business in the name of Visoomal Damordas in the wilayat of Musannah. The company dealt in general trading and export of Omani dates, and dried lemons to different overseas countries and import of grains, spices and other foodstuff items. Visoomal was known as ‘Kara’ in the wilayat and his children, three sons and one daughter, were known as ‘Aulad Kara’. His three sons namely, Jamnadas Visoomal, Kishandas Visoomal and Hemandas Visoomal helped run the family business. His daughter was married to Narandas Bhatia, (also from Thatta) a businessman in wilayat of Seeb. After Visoomal’s death his sons separated and established their own businesses. Jamnadas Visoomal moved to the capital city Muscat (Muttrah) and started a company in his name, ‘Jamnadas Visoomal’. Kishandas Visoomal took the rights of the family business name, i.e., Visoomal Damordas, renaming it to ‘Visoomal Damordas & Son’ with the status of sole proprietorship. He then moved the business to Muttrah, Muscat in the year 1914. He purchased land and constructed his family home in Muttrah Souq. He was known in the local business circle as ‘Kisoo Kara’. Hemandas Visoomal stayed in Musann’a and started business in his own name, ‘Hemandas Visoomal’. In 1940, after the birth of his eldest son, Khimji, Kishandas established another company in his name, Khimji Kishandas. After the birth of his second son Chandrasen (Chandan) Kishandas, the name of the company was changed to ‘Khimji Kishandas & Bros.’ and he made his sons partners in both the companies. Kishandas moved to the wilayat of Sur in the early 1950s with his family to explore more business opportunities, but returned back to his Muttrah base after a few years. Khimji Kishandas, his son and daughter, Chandrasen Kishandas and his wife, Bharat Kishandas and Mahendra Kishandas with his wife and daughter have been granted Omani citizenship. Kishandas Visoomal’s grandchildren and their families are also residing in Oman at present. The late Visoomal Damodardas’ family has been residing in Oman for five generations.

His descendants are: Visoomal Damodardas Family

Kishandas Visoomal Family

Shri Khimji Kishandas - Omani

Shri Chandrasen Kishandas - Omani

Children:

Mr. Amit Khimji

Mr. Hiten Chandrasen

Mr. Dinesh Khimji

Mrs. Rajshree Sanjay

Mr. Vikram Khimji - Omani

Mrs. Chetna Naresh

Ms. Chaitali Khimji - Omani GrandchildrenGrandchildren -

Divya Hiten

Jay Dinesh Khimji

Bhavika Hiten

Zara Dinesh Khimji

Dr. Dhananjay Sanjay

Shannayah Vikram Khimji - Omani

Dr. Nandini Sanjay

Vihaana Vikram Khimji - Omani

Bharat Sanjay

Arhaan Hitesh

Brij Naresh Ram Naresh

Shri Bharat Kishandas - Omani

Shri Mahendra Kumar Kishandas - Omani

Children -

Ravi Bharat

Ms. Bhagyashri Mahendra - Omani

Rahul Bharat Grandchildren Taisha Dilip Smt. Jamnabai (Kishandas) Ratansi Children Haresh Kumar Ratansi Sandeep Ratansi Hitesh Lalit Kumar – great grandson of Shri Jamnadas Visoomal

Women in the Indian diaspora in Oman Research into the historical Indian merchant families often provides a plethora of information and archival data, usually in the form of photographs and accounts, much of which deals with life in the public domain – trading records, logbooks of ships and custom stamps and narratives of bombings of British ships in the Bay of Sidab. Unsurprisingly, all of these clearly exclude the role of women who were often mentioned as an integral part of the community, always present in the background but rarely given a role, or even a voice in the narrative. This is an important gap in the research on the Indian families living in Oman for the last 300 years or more. Conversing with older women in the families reveals a fascinating narrative of travel, of memories and home, of attempts at creating homes away from home and an unquestionable determination to remain in the margins of the narrative, supporting efforts at economic development and retaining the symbolic representations of home66. Some of these individual stories were narrated by family members in informal conversations. Born in 1914 in Lathi, Gujarat, Shanta Naraindas Toprani came to Muscat in 1933 following her marriage to Naraindas. With very little Gujarati and basic maths, Shantadevi soon learnt about the family business and, by 1940, she was already looking over all the book keeping and documented communications of N.P.Toprani & Co. From 1961 onwards, Shantadevi was made the legal proprietor and, following the death of Naraindas in 1964, she become the sole owner of all the assets left by Naraindas. She was widely known by everybody in the community, often feeding traditional Gujarati meals to guests who included Omani and Indian businessmen. In 2008, she was the oldest woman to be granted Omani citizenship as she was 93 years. She died in 2018. Hemlataben, too, came to Muscat upon her marriage to one of the sons of Keshavji Purshottam. She came in ‘The Dwarka’, one of the two ships, which traversed the Arabian coast between Mandvi and Muscat – the other being ‘The Damra’. In 1971, she came to live near the Muttrah Bay, close to the trading posts and the sea. The larger Dhanji Morarji family of more than 30 members lived and cooked together near the royal clinic, opposite the royal palace in Muscat. The male servants would bring water from the well in Muttrah and Ruwi. Women were not allowed to venture outside, except in the evenings when they would go out with their husbands and other family members. Outings consisted of picnics at the Sal Mala (the present PDO road), which was the only well-kept garden in the city at that time. Hemlataben 66 For more details of home making strategies and gendering the women of the Indian diaspora in Oman, see S. R. Mehta, (2012). ‘Creating identities: Oral narratives of Gujarati women in Oman’. 86

began to teach, along with some male teachers, and remembers a programe she coordinated in 1973 for the Indian consulate that was attended by the Minister for Education. She went on to establish, and is presently convenor of the Kutchi wing of the Indian Social Club and often writes for Kutchi magazines and newspapers in Gujarat. Conversations with other female members of the Kutchi families offer vignettes of life in the small suburban walled city of Muscat around the period of the Second World War. The narratives paint a revealing picture of Gujarati family life at a time when the social hierarchies were different and life was tough. The slices of anecdotes revolve around the scarcity of water, the weekly trips to Seeb, about 30 kms away, to wash one's laundry as well as make a picnic out of the day, on the only Landover 4 wheel in Muscat at that time and the community lifestyle, centring around a daily routine of washing, cooking, cleaning and mending. Most women enjoyed narrating events about waiting for the monthly steamer that would bring letters, the panchang (Indian calendar) and even parcels of sweets and savoury made by mothers back home. Life, it is clear, was not easy, as they were expected to cook good and tasteful dishes reminiscent of home, without the help of

Javerbai and Madhuri Purecha buying vegetables from an Omani vendor vising Bait Ratansi in Muttrah, 1967 ©Vimal Purecha

correct ingredients and, at times, even the recipes. A common memory is of the way in which women learnt to wash some pebbles, taken from the beach close to their homes, dip them into gram flour (besan) and fry in order to make the typical Gujarati ‘pakodas’; or of using the locally available date palm stems, peeled thoroughly and fried as a side dish to compensate for lack of fresh vegetables in times of scarcity, or if the boats had not arrived. Life, of course, was communal – partly because the 200 odd families all lived in the same area in the gated community of Muttrah and also because life revolved around the temple well – both sources of succor, religious as well as social. The connecting terraces are described as a source of comfort – one in which women would be allowed to sleep outside, enjoying the sea breeze, protected as they were, by the men and children of the community. The terrace was also seen as a site for other community activities, particularly seasonal pastimes as pickle and papad making, during which songs in praise of Krishna would act as continuing rhythm to a domestic act. Women had very little time for leisure activities, and it seems as if there were few opportunities for them to indulge in them. While the men could afford the luxury of visiting the British club, women were most often bound by their own traditional as well as local customs. All the women said that they never stepped outside the complex of their houses, except when the shops were closed and they were taken out by their husbands. After the 1960s, some of the women who came upon marriage were educated and so were asked to help in the Indian consulate. At that time, they could not go out but work was brought home to them. When the Gujarati-medium community school of about 60 students needed teachers, some women began to teach there. Life, in effect, revolved around creating versions of home, the women being primarily seen as custodians of customs and rituals within the family network but not without power and authority.

OMAN IN INDIA While it is common knowledge that there is a historical as well as continuing presence of Indians in Oman, the Khaliji (Gulf) presence in India is less welldocumented but not less impactful. Omanis have traditionally had familial relations with residents in Hyderabad, to the extent that Salala in this city is a destination for many Omanis who come to meet their extended family67. In Bombay, the concentration of Arabs at the Grant Road commuter station was so high that it was nicknamed ‘Arab Galli’. This was a home away from home, where Khaliji compatriots could meet one another, buy property and converse to feel a sense of belonging. Some of these merchant families owned property in Bombay and Calicut. Most of the Arabs got together under the umbrella of the Indo-Arab Cultural Association, inaugurated by Jawaharlal Nehru, which remained popular until the early 1970s. While Arabs populated the length of the western Indian coast, along Goa, Bombay and Calicut, the Omani royal family particularly had educational connections in Bombay, Pune and Ajmer. The Royal Family connection to India Oman’s Royal Family has a special connection with India. Like many other people from Oman and the Gulf who visited India either for a visit, to study or to trade, many members of the Royal Family have visited this country at different periods in history and they still do so. From Sayyid Sultan bin Ahmed’s stay at Gwadar in the 1780s, the royal family connections to South

Banquet in honour of Sultan Taimur in Bombay, 1937 Picture courtesy: Indian Embassy Muscat, Oman

67 In fact, personal conversations with Omanis in their 30s and 40s suggest close family links, particularly with Hyderabad. 89

Sultan Taimour with his some members of his entourage and Indian dignitaries in Bombay Picture courtesy: Indian Embassy Muscat, Oman

Asia have been active and create a rich layer in the historical relations of the two ancient civilizations. Sayyid Turki’s son Faisal was born in Bombay and Sultan Taimur bin Faisal spent much time in India from the early 1920s, buying a property in the hill town of Dehradun. After a few years, he returned to India in 1932 and spent the rest of his life in Mumbai until his death in 1965. He became a known figure in the city and was visited by Omanis, Arabs and dignitaries who visited the city. Sultan Taimur is buried in one of the mosques of Mumbai. In 1922, Sultan Said bin Taimur came to study in Mayo College as one of the few foreigners who was admitted to this prestigious institution. In later years, he would visit Bombay and Delhi quite often to meet British officials. According to Johan Mathew, India was the ideal meeting point of the East and West, and the preferred choice for retirement68. It also offered some of the most prestigious educational institutions, including Mayo College. Mayo College is one of the oldest and most prestigious boarding schools in India, founded by Richard Southwell Bronke, the Earl of Mayo in 1870.The School which was known as the ‘Chiefs School’, was set up to cater to the 68 Mathew, J. (2017). ‘Khaliji Hindustan: Towards a diasporic history of Khalijis in South Asia from the 1780s to the 1960s’. 90

Sultan Said bin Taimur, Sultan Qaboos bin Said and Gokaldas Khimji in Bombay Picture courtesy: Khimji Ramdas

Princes and Royalty of British India. The registration paper of Sultan Said bin Taimur is still preserved in the college museum, showing the date of his admission to the College. His classmates still fondly remember him69. Years later, in the 1950s, the brother of Sultan Said, his highness Sayyid Fahr bin Taimur also came to study at Mayo College. Sayyid Fahr had maintained regular contact with his old school and in 1983 was chosen as a patron member of the General Council of Mayo College. His highness also donated for the construction of two houses in the school under the name of Oman – one for the students and another as a guesthouse. Later, Late His Majesty Sultan Qaboos was sent to Pune, where the late former president of India Shankar Dayal Sharma taught him. In fact, it is famously said that Late Sultan Qaboos came to personally receive the President when he visited Oman in 1994; in honour of the close relation and respect he had for his teacher.

69 Natwar Singh, former external Affairs minister of India was among the noted alumni who were in the school at the same time. 91

Map of Muscat, 1970s Picture courtesy: Indian Embassy Muscat, Oman

Muttrah water front and Customs Jetty, 1950s © Vimal Purecha

Muscat, 1940s © Vimal Purecha

Sur al Lawati on Muttrah waterfront in 1950s © Vimal Purecha

Gate of ash-Shibak Fort (Ibra) Teak wood and brass Made in Surat in 1714

Anna coins used in Muscat in the early 20th century

Surat style chest (mandus) Origin: Oman or Western India Teakwood and brass 19th-20th CE

Dr. Atmaram Sadashiv Jayakar resided in Muttrah for 30 years 1870-1900. He often acted as a British Consular and Political Agent, especially in the summer months. He contributed to an understanding of Omani zoology like Omani fishes, reptiles and mammals. Both his books in their first edition are owned by the

National Museum. His Medical Topography of Oman was published in 1877 and his book on Omani proverbs was published in 1900. © The National Museum, Oman

Portrait of Ratansi Purshottam On loan from the Purshottam family, The National Museum, Oman

Wooden crate containing silver coins, 1961 CE On loan from the Purshottam family, The National Museum, Oman

RESIDENCY AND MASKAT POLITICAL AGENCY FOR THE YEAR 1902-1903

Before the Durbar broke up the Government of India were pleased to decorate Saiyid Taimoor with the Gold Delhi Durbar Commemoration Medal. After leaving Delhi on 12th January, Saiyid Taimoor and party proceeded direct to Bombay, where a fortnight was spent while communications passed with His Highness the Sultan regarding a proposed tour to Agra, Aligarh and Calcutta. In the meanwhile, at his father’s wish, Saiyid Taimoor visited his great uncle, Saiyid Abdul Aziz, at Poona, and Saiyid Abdul Aziz subsequentlv journeyed to Bombay for a few hours to return his nephew’s visit. On 26th January the party left for Agra where three days were spent seeing the sights of the neighbourhood. From Agra a short excursion was made to Aligarh Saiyid Taimoor having been invited by the Principal and Council to pay a visit to the Saiyid Ahmed M. A. O. College. A long morning was spent there and the party were received with much kindness and distinction by the College authorities, and appeared to be greatly interested and impressed by what thev saw. In the afternoon a start was made for Calcutta, where another week was spent and various places of interest visited, by the end of which it was time to think of returning to Maskat, which was reached safely on 18th February. It is certain that the whole party thoroughly enjoyed their tour, especially Saiyid Taimoor, who displayed much intelligence and good sense under the novel surroundings, and there can be no doubt that besides the pleasure which he derived from what he saw both at Delhi and afterwards his experiences have opened his mind considerably and will leave upon him a lasting impression for good. On his safe return His Highness the Sultan fired a salute of 21 guns as a mark of his acknowledgments to Government for their entertainment of his deputation and this was followed by a salute of 13 guns in honour of Saiyid Taimoor.

of transmission to His Majesty the King conveying similar expressions of congratulation and loyalty…. Administration Report on the Persian Gulf Political Residency and Maskat Political Agency for 1902-03’ [‎189r] (25/72), British Library: India Office Records and Private Papers, IOR/V/23/81, No 404, in Qatar Digital Library: < h t t p s : / / w w w. q d l . q a / a rc h i v e / 8 1 0 5 5 / vdc_100023551198.0x00001b> [accessed 7 October 2020] Copy available at the Qatar Digital Library. www. QDL.qa

At Maskat Durbar Day was appropriately celebrated. A salute of 101 guns was fired and the Union Jack flown from the Sultan’s saluting battery from sunrise to sunset and His Highness with his usual suite called officially at the British Consulate to offer his congratulations, as did the representatives of Foreign Powers. The members of the British Indian Communities closed and illuminated their shops in honour of the occasion and deputations of the several persuasions called at the Consulate to express their congratulations and loyalty to the crown. A telegram was at the same time sent by them to the Government of India for favour

RESIDENCY AND MASKAT POLITICAL AGENCY FOR THE YEAR 1904-1905 PARTT IV—TRADE REPORT FOR MASKAT, 1904-05

The total value of trade for the year according to the figures furnished by the Superintendent of the Sultan’s Customs is returned at $6,098,849 as against $6,390,420 of the preceding year, showing a decrease of $291,571, which is due to the great falling of in the articles of export especially in dates; though there is an increase of $163,969 over the last year’s figures on the import side. The total value of imports amounts to $4,044,549 and that of the exports to $2,054,300, thus showing the import trade is nearly double the export, and consequently it would appear that the balance of trade is against the country to that extent. However this is not the case, as arms and ammunition imported from Europe, and piece-goods from the United States are again exported. Moreover the exports probably exceed the estimate returned by the Customs Superintendent, who keeps no record of the merchandise leaving the country, as it is not compulsory on the exporters to take out manifests from the Customs Office as is usually done in other countries for statistical purposes. The export figures as given by the Customs Office are therefore only approximate. The last year’s return showed an increase of $675,145 on the import side, and this year’s again gives an increase of $163,969. The chief items which contribute for increase are arms and ammunition, piece-goods, coffee and rice. There is a falling off in the imports of sugar, silks, silk goods, cereals, and specie. In the preceding two years the exports showed slight decreases, but the year under review shows a decrease of $455,540 over the last year’s figures. This is due to the great falling of in dates which form the principal item of this country’s produce for export: there was no break in the drought mentioned in the last year’s report, and consequently the date produce was scanty and the lowest of the last 15 years. Almost all articles of export show a decrease with the exception of pearls and salt. The percentages of the total trade of Maskat as regards the various nations are as follows:

The exchange of dollars throughout the year varied from R128 to E138 per $100. Shipping —The number of vessels that entered and cleared from the Maskat harbour is 732, representing a tonnage of 398,556 as against 542 with tonnage of 256,934 of the preceding year, thus giving an increase of 190 vessels for the year under review…. W. G. GREY, Officiating Folitical Agent and H. B. M. Consul, Maskat. Administration Report on the Persian Gulf Political Residency and Maskat Political Agency for 1904-1905’ [‎129] (139/178), British Library: India Office Records and Private Papers, IOR/R/15/6/504, in Qatar Digital Library: < h t t p s : / / w w w. q d l . q a / a rc h i v e / 8 1 0 5 5 / vdc_100023282068.0x00008d> [accessed 7 October 2020]

India: 63 United Kingdom: 11. 8 France: 8 Persia: 6.1 America: 4.1 Asiatic Turkey: 1.3 Zanzibar: 0.5 Other countries: 5.2

Copy available at the Qatar Digital Library. www. QDL.qa

Bayt Ratansi, a red-roofed three-storey house built in the Al-Walyat Quarter, c1890s © Vimal Purecha

Photograph of Muscat taken in the early1900s © Vimal Purecha

100

File photo showing HM Sultan Haitham bin Tarik signing a book commemorating 60 years of diplomatic relations between Oman and India, 2005 © Vimal Purecha

101

Ramesh Bhavan as seen from Muttrah, 1960s © Muneer Toprani

Owners, senior management and staff of Ratansi Purshottam & Co., c. 1910 ©Vimal Purecha

102

Toprani family photo (1952, Bombay) On floor, left to right: Madhu, Manubhai, Chotta Bharat, Madhuri; Middle row, left to right:: Shantadevi, Naraindas Toprani, Naraindas Pragji Toprani,

Manishi Bharat Toprani (on lap), Pramila Bharat Toprani Standing, left to right:: Laxmi Trikamdas Asher, Bharat Naraidas Toprani © Muneer Toprani

103

Mr. Ratanshi Gordhandas Bajaria, Major Chauncy, His Majesty Sultan Qaboos, Mrs. Chauncy and Said Taimur at the Taj Mahal Hotel, Bombay © The Ratanshi Gordhandas Family

Muttrah Souq, c1950s © Vimal Purecha

104

Ratansi Gordhandas’ letter of commendation from Mahmood Mohammed Al Turki, Wali of Barkha, for having helped the community during the famine of 1943. © Ratansi Gordhandas Family

105

Processing dates for export © Jerajani family

Jerajani house in Muscat © Jerajani family

106

Top: Hindu Mahajan Association property construction permission plot documents issued by the Town Planning Department, Sultanate of Oman, 1974 CE

On loan from the Management of the Temple Bottom: Photograph of the Hindu Temple in Muscat, 1999 CE The National Museum, Oman

Plaque in Shiv Temple, Muscat, in recognition of Gopalji Valji © Jerajani family

107

INDIANS IN OMAN SINCE 1970 Migration to the Gulf The history of human migration dates back to millions of years when people started moving from one region to another, either to escape wars, persecution or environmental factors, as well as for better economic opportunities. The UN Migration Agency defines a migrant as any person who is moving, or has moved across an international border or within a country away from his/her original place of residence, regardless of the person’s legal status, whether the movement is voluntary or involuntary, the causes for the movement, or what the length of the stay is. International migration has numerous implications for growth, rise in quality of life and poverty alleviation in destination and origin countries. According to the World Bank, more than 247 million people lived outside their countries of birth in 2013, and over 750 million migrate within their countries. In the coming decades, it is predicted that demographic forces, globalization and climate change will increase migration pressures both within and across borders70. Globally, the number of South Asian emigrants was estimated to be 37 million in 2015 compared to 24 million in 1990.71 India continues to be the main origin of international migrants, with 17.5 million Indian-born people living in over 140 countries across the globe. If the people of Indian origin are included as well, then that number becomes 31 million. Indians account for the largest non-national community in the Gulf region. For example, foreign nationals recorded 88.5% of the country’s total population in the UAE. Most of the people belonged to Asian countries, including India. Foreigners also collectively share 96% of Dubai’s employed population, particularly the Asians (86.9%)72.

Remittances Migration and remittances are inextricably linked to each other as migrants often send their savings back to their home countries. India received US $83.11 billion in 2019 as remittance from across the world, that is, 2.8% of GDP73. Approximately 8 million Indians in the Gulf send US$ 37 billion in remittances to India. The total remittances from Oman were US$ 10.3 billion (2014), US$ 10.9 billion (2015) and US$ 10.31 billion (2016). In 2018, remittances were US$ 9.958 billion, down from previous years, reflecting the fall in the expatriate

70 World Bank (2019). ‘Migration and Remittances: World Bank Report’. 71 Rajan, S. I. (2018). ‘South Asian migration to and remittances from Gulf’ .p. 216. 72 De Bel-Air, F. (2018). ‘Demography, migration, and the labour market in Oman’. 73 World Migration Report, https://www.iom.int/wmr/2020 COVID-19 Crisis through a Migration Lens.” KNOMAD-World Bank, Washington, DC. 108

population from 2,100,975 in January 2018 to 2,030,194 in December 2018.74 Expatriate remittances declined in 2019 to reach US$ 9.2 billion compared to US$ 10 billion in 2018, a decline of 8%, and Oman was placed fifth among the GCC countries75. Migrant remittances are known to directly reduce poverty of migrants and their families back home, lead to increased health and educational levels, encourage entrepreneurship, increase access to information and aid in combating climate change76.

Remittances from Oman to India77

Source: World Bank Demographics of Indians in Oman In continuation of the historical links between India and Oman, the Indian community has been an important part of Oman, having contributed to its development at every level and in every field, including infrastructure, trade, education, health, tourism and the private sector. This is translated into remittances, which impact the community back home. The total population of Oman in November 2020 was 4,433,810 with 2,743,674 74 Lawati, H. (2020, September 29). ‘Trends in expatriate remittance in GCC’. Oman Daily Observer. 75 While remittances have increased in real terms despite the fall in migrant populations, the fall in the Indian Rupee rate accounts for such discrepancy, as well as increased remittances in times of uncertainty. 76 Ratha and Plaza (2017), ‘Diaspora and Development: Critical Issues’, pp. 32-35. 77 World Bank. (2019). ‘Migration and Remittances: World Bank Report’. 109

Omanis and 1,690,136 expatriates78. The expatriate number showed a large drop from the January 2020 figure of 1,971,827 due to the economic losses incurred by the COVID-19 pandemic. By September 2020, Omanis were 61.3% of the total population, with expatriates constituting 38% of the total population. Of that, 567,341 consist of Indian workers, making up 33% of the total expatriate population and 13% of the total population of Oman. According to the Emigration Check Required data, 90% of the emigrant workers from India with ECR reached the Gulf countries. A large number of Indian emigrant workers are engaged in unskilled, semi-skilled, and skilled categories in construction, production, and transport activities.79 The total number of Indian migrants cleared by the emigration department of India’s Foreign Affairs Ministry to the Gulf countries for the first eleven months of 2018 stood at about 300,000. Emigration clearance is required for only those job applicants whose educational qualifications are Class 10th failed or below, and therefore is not an exact reflection of the overall trend in Indians moving to Gulf countries on employment. According to The Organization for Economic Cooperation and Development (OECD), India was one of the two top sources of origin countries (apart from the Philippines) of migrants to the Gulf countries. The surge in both oil prices and production scale on the one hand, and the small national populations on the other transformed the GCC countries within a short period of time as job providers80. The percentage of foreigners in the GCC population has systematically grown over the last 50 years, increasing from 31% in 1975 to over 38% in the mid-1990s, levelling, and diminishing slightly at the beginning of the 2000s, only to grow again in the later years. Currently, almost 48% of the combined GCC population consists of non-nationals81. Although migration to the GCC countries is temporary, in practice, many live in the Gulf for several years, expanding the pool of second and third-generation migrants. Migrant workers are largely employed in the construction sector, retail and wholesale, with a minority of them in household domestic services forming about 15%82. Even in the pre-oil era, as seen in earlier sections, thousands of Indians went to earn livelihood in GCC countries and many of them settled there. The geographical and historical proximity of the Arabian Peninsula to India makes it a convenient 78 NCSI Oman.

79 Rajan, S. I. and Saxena, P. (2019). India's Low-Skilled Migration to the Middle East: Policies, Politics and Challenges. 80 Indians in the Gulf: The Other Side of the Story, India Migration Now, July 30, 2019. 81 Global Migration Data Portal: https://migrationdataportal.org/ 82 For more details on the Indian community, especially women domestic workers, see Mehta, S. R. (2017). ‘Contesting victim narratives: Indian women domestic workers in Oman’. 110

destination for Indians, and today migrants from across India are working and living in all the Gulf countries. The growth of both skilled and unskilled labour from India in the Gulf increased manifold between 1970 and 1975. Indian migrant workers are engaged in different jobs in the GCC countries and they can be divided into three types – white collar jobs including doctors, nurses, engineers, architects, accountants, and managers; semi-skilled workers comprising craftsman, drivers, artisans and other technical workers and blue collar workers who are largely unskilled labourers mainly working in construction sites, farmlands, livestock ranches, shops, stores and as households maids and in other domestic work83. The first category of workers comprises about 30% of the total Indian immigrants in the Gulf countries. The second and third categories comprise almost 70% of the total Indian immigrants. An ILO study shows that low-skilled migrant workers are earning approximately between 1.5 and 3 times more in wages in the destination countries even when the wages are compared with the highest rate of minimum wages prevailing among the different Indian states. In such a scenario, emigration for work with a formal contract and better wages are major driving motivations to work abroad. Labourers, masons, carpenters and technicians were amongst the top category of Indian workers who have migrated to the Gulf countries in 2018. Uttar Pradesh, Bihar, Tamil Nadu, Rajasthan and West Bengal were the top five Indian states, accounting for the major share of blue-collar workers84. Among the educated and professionally qualified employees, nurses constitute amongst the large chunk of Indians working in the Middle East. 2014 accounted for the highest number of migrants from India to various Gulf countries, at about 780,000. Owing to the continuous presence of Indians, Oman has often been a preferred destination for Indian workers, including blue-collar as well as professionals. In a study conducted in 2014, Kanchana and Rajan state: “As per the feedback received, Indian migrants fare relatively better in Bahrain and Oman, than their compatriots do in other Gulf countries. Structural limitations on the workers and the profiles of the Indian expatriates are similar, Oman, Bahrain and the UAE share this aspect of having a bigger and older resident Indian merchant community as countries with a history of trading with India”.85 In 2018, Indians constituted 17% of the total population and 37.3% of the expatriate population. The ratio of men with women among Indians in Oman is 706 men per 100 Indian migrants. Indians are the only large South Asian community that lives with their families in Oman. 29% of the domestic sector in Oman consists of Indian nationals86. 83 Ministry of External Affairs website: https://www.mea.gov.in/ 84 Ministry of External Affairs website. 85 Kanchana, R. & Rajan, S. I. (2014). ‘Indian migrant experiences in Oman and Bahrain’. p. 207. 86 This data has been extrapolated from Bel Air, F. (2018). ‘Demography, migration and the labour market in Oman’. 111

Declining work opportunities, lower wages compared to the previous years and tightening of the procedures for sending workers abroad by the Indian government are said to be reasons for the fall in the migration of workers to the Gulf countries, considered to be dream destinations by millions of skilled and unskilled job aspirants from India. Recently, the fall in the price of oil after 2016 and the COVID-19 crisis has resulted in decreasing number of emigrants to the Gulf, including Oman, as well as increasing return migration with the reduction in projects and businesses like hospitality, construction, airline and associated sectors, as well as medium and small enterprises like salons, barbershops, laundry shops and cold stores. The increased efforts on the part of the Omani government to nationalize various sectors have also resulted in reduction of expatriate workers, including Indians. These challenges of Indians returning home from the Gulf countries are being met by the Indian central and state governments in different ways, mainly by mapping skill sets of returnees and providing them with loans to establish businesses back home. Facilitating safe migration In recent years, the Government of India has taken a number of steps to strengthen the institutional framework for protecting migrants’ welfare. The e-migrate application ensures a safe and transparent method of migration and return. Various training and acclimatization workshops are also conducted by the government to help to transition domestic workers to take up employment in the Gulf, including in Oman. The Indian government has initiated schemes and programmes such as the Skill India initiative to focus on skilling workers and providing training and certification, in addition to pre-departure orientation. Steps have also been taken to train and sensitize government officials at the state and central level to enable better migration management87. On the domestic front, the government has developed a range of predeparture, protection-during-work-abroad, and rehabilitation-uponreturn migration safety awareness programs. Domestic workers are allowed to emigrate only when using government approved recruitment agencies. In March 2015, the Indian government implemented a digital system of Emigration Clearance (EC) called e-Migrate, in which the data of all emigrants holding Emigration Check Required (ECR) passports migrating for overseas employment to ECR countries is captured. In February 2015, the Indian government launched an online Consular Grievances Management System named MADAD, to extend a helping hand to Indians abroad requiring consular assistance and to redress their grievances88. On the ground in the Gulf countries, the Indian government has established Community Welfare Funds which levy small fees from consular services 87 Calabrese, J. (2020). ‘India-Gulf Migration: A Testing Time’. Middle East Institute. 88 Times of Oman (8 August, 2016). 112

to support Indian nationals caught in crises or other emergencies. These measures have been complemented by diplomatic efforts aimed at affecting reforms. There are ongoing efforts between the two governments of Oman and India to ensure protection of the life and livelihoods of workers. INDIANS IN OMAN89 YEAR

TOTAL

MALE

FEMALE

2013

599,473

567,266

32,207

2014

603,473

570,341

33,132

2015

669,882

632,982

36,900

2016

689,600

648,554

41,046

2017

688,226

641,597

46,629

2018

660,736

612,622

48,114

2019

617,730

2020

492,276

INDIANS IN OMAN– MONTHLY DATA 202090 January

601,496

February

600,270

March

617,730

April

596,009

May

590,539

June

567,341

July

542,091

August

517,702

September

499,431

October

492,276

89 National Centre for Statistics (NCSI), Oman. NA = Not Available. 90 These numbers reflect the post COVID-19 scenario in Oman. 113

PART 2

Exploring Cultural Connections

114

The coastal contacts between Oman and India are not only based on a rich maritime trade tradition but its associated cultural, social and linguistic links. Spanning over four millennia, the constant and regular contact of communities on both sides of the Arabian Sea have provided a rich cross fertilization of knowledge in science, astronomy and religion, as well as innumerable and unmeasurable non-material cultural artefacts in the form of oral narratives, songs, folk tales and children’s stories. Material influences include monetary modes of exchange like coins as well as objects such as doors, treasure boxes (mandoos) and jewellery. These links are also manifested in everyday lives through cultural markers like clothing, culinary choices, architecture, loan words, as well as contemporary popular culture in the form of films, television series and music bands. Scientific influences The Arabs of antiquity were in close contact with, and influenced by, Indian civilization. They travelled and had access to the ancient Indian scholarly traditions1. Scholars who studied in Indian institutions included mathematicians, philosophers, and physicians like Al Hareth bin Kalda Al Thaqafi, who had studied along with Indian scholars at Gundeshapur in the Sassanid Empire in modern Iran. Books were frequently exchanged between Arabs and Indians, with the Abbassid Caliph Al Mansour being one of the most important Arab recipients of works of mathematics and medicine written in India. One of the most important works, which travelled in this way, was Aryabhatta’s decimal system, which was eventually received by the Europeans through the Arabs. Zikrur Rahman, Director of the India Arab Cultural Centre at the Jamia Millia Islamia in New Delhi, observes that there was a rich literary tradition between India and the Arab world, particularly through many Indian translations of Arab writers like Al Razi, Ibn Sina and Jubran Khalil Jubran. He added that “Arab-Indian communication was not confined to literary and creative exchange, but surpassed it to spreading religious thought and enlightenment in India, which resulted primarily from the translated works of Arab scholars and thinkers such as Jamal Edeen al Afghani and Muhammad Abduh”2. The Umayyad Caliph Hisham bin Abdel Malik initiated the translation of a number of works from Sanskrit to Arabic, which included a major work on astronomy and mathematics, Brāhmasphuṭasiddhānta which was translated under the title Sindhind by Mohammed Fazari. In the Abbasid period the translation of Sanskrit books on science, astronomy and law, as well as art and literature was very common. In fact, the famous Indian Islamic scholar and author Qazi Athar Mubarakpuri quotes several Hadiths which say that 1 Arab Centre for Research and Policy Studies. (2018). ‘Indo-Arab relations’. 2 Sheikh Zayed Book Award (2009), ‘Sheikh Zayed book award hold the ‘Indo-Arab’ cultural relations seminar at the London book fair. 115

Indian goods like ginger, pepper, musk and camphor have been extensively used among the Arabs3. Abu Rehan al Biruni was the first Islamic scientist who made a detailed study of Hindu sciences. He was also the first scholar to study India and the Hindu scientific literature. He wrote his famous ‘Description of India’, Kitāb fī Tahqīq mā li’l-Hind. He has been described as the founder of Indology. He studied Sanskrit diligently and was so proficient in it that he could translate into, as well as from, Sanskrit. He translated important works of astronomy, mathematics and Patanjali’s Yogasutra, as Tarjamat ketāb Bātanjalī fi’l-ḵalaṣ men al-ertebak. While Sanskrit texts on mathematics and astronomy were extensively used by Muslim scientists to develop new fields, it was numerology that left a more lasting impression on the Arab sciences. This is most significant in the use of the Indian numeral system which was adapted by Arab mathematicians like Al-Khwārizmī and disseminated by traders and merchants across the Mediterranean in the medieval period. In fact, the Arabic word for numbers is Hindsah, which means ‘from India’4. In the period of Abbasid Caliph Al Mamoon (813-33 CE), Al-Khwārizmī adapted Sanskrit numerals into Arabic mathematics5. As Europeans received this numeral system from the Arabs, this universal system is now referred to as Arabic numerals. Linguistic and literary affinities The regular interactions between Arabs and Indians throughout history culminated in influencing each other’s language as well. The Persian and later, Arab origins of India, Hind and Hindustan, can be traced back to the conquests of North-west India, along the Sindhū (Indus) river. By the time of the Arab conquests, al-Hind and al-Hindī were commonly used while the Persian rulers, including the Mughals used Hindu or Hindustani (plural Hunūd)6. Some Indian goods that entered into the Arab world were named after the place of origin, Al-Hind. There are some place names which refer to ‘Hind’, India. In Al Batinah coast of Oman, there is a Khour Al Hind (Bay of India) and another district is called Hilat Al Hind (District of India). There is also evidence to show the trade connections between Oman and Kerala, leading to linguistic influences. According to Ahmad, “The ancient Arab poet ‘Imr-ul-Khais’ in one of his famous poems compares the excretions of deer with the pepper that was available only in Kerala. The Arabic words like ‘narajeel’ (coconut) and ‘arus’ 3 Bhatt, A. M. (2019). ‘The medicinal use of Zanjabeel’. 4

Ahmad, A. (1964). Studies in Islamic Culture in the Indian Environment.

5 Ahmad, T. (2018) ‘The role of cultural interactions and resident Indian communities in the GCC countries in shaping Gulf-India ties’. 6 Qatar National Library. (2019). Qatar, India & the Gulf. 116

(rice) are derived from Malayalam which is found in very ancient Arabic literature. It is the Arabs and Persians who named Kerala as ‘Malabar’, which was formed as a combination of the Malayalam word ‘Mala’ (hills) and Arabic word ‘Baar’ (the region)”7. Historically, Indian swords were very famous in the Arab world and they are called Hindi, Hindawani and Muhannad. They gained the reputation of being very supple and sharp. Pre-Islamic Arabic poetry has many references to this and many other Indian goods being popular among Bedouins too. Many Indian words like sandal (chandan), tanbul (pan), karanfal (clove), narjeel (coconut) were popularly used by the Arabs8. Although the Quranic scholars may differ about the non-Arabic words used in the Holy Quran, the Indian Islamic scholar Maulana Syed Suleiman Nadwi, refers to Hafiz Ibn Hajar and Hafiz Seuti’s works, asserting that a few Indian words like misk (musk), zanjabeel (ginger) and kafur (karpur) have been used in the Holy Quran9. Over the centuries, Indio-Arab cultural ties in southern India deepened with the frequent visits of merchants, travellers and scholars. In the Tamil-speaking areas, Tamil assimilated some Arabic words, such as “sukkan” and “malumi” which are derived from the Arabic sukkan meaning rudder, and mua’llim, the captain of the ship10. Many Arab families carry the surname Al-Hindi and Hind is still a popular given name used extensively by Arab women. While Arabic is the national language of Oman, the language and its regional dialect are influenced by loanwords from Urdu and Gujarati (two Indo-Aryan languages), and even Portuguese occasionally. Indians have also contributed to the development of particular dialects of Arabic that is being used in Oman. Commonly used words with an Indian origin include baalty (bucket), tawa (pan), pankha (fan), tijouri (box), chash-ma (spectacles), chutney (pickle), masala (spices). Phrases such as ‘chup’ (be silent), ‘shaa-baash’ (well done) and ‘bakhshish’ (tips) are also commonly used in various Omani dialects. Linguist Rizwan Ahmad notes that “the Gulf dialect was also influenced by Indian languages, especially on the level of vocabulary. One of the most widely used words in Gulf Arabic is seedaa (straight), which is borrowed from Urdu/ Hindi. When asking for directions, you will hear people say “Ruh seedaa (go straight)”. This word is also used in a metaphorical sense. Arabs from the Gulf might say, “Aanaa insaan seedaa (I am a straight-forward person)”. Other words of Indian origin in Gulf Arabic are jooti (shoes), chaawal (steamed 7 Ahmad, A. (2011). ‘Continuity and change in Indo-Arab Cultural relations: A survey with special reference to Oman’. 8

Ahmad, A. (2011).

9 Nazmi, H. A. (2019). ‘Intellectual and educational interaction between India and Saudi Arabia’. 10 Ahmad, T. (2018, May 5). ‘The role of cultural interactions and resident Indian communities in the GCC countries in shaping Gulf-India ties’. 117

rice), tijoree (safe-box), banka (fan), gaari (car). Arabs who are not from the Gulf or have not lived in the Gulf do not largely use these words”.11 Some words of Hindi origin not only find expression in spoken language but also constitute a considerable part of Arabic literature. The following stanza from an Omani poem illustrates it clearly: ‫ريم خشم البنكه دورة قلبي دار‬ ‫به يزاغر‬ …my love whirls like a ‘pankha’…12 The Arabic influence on Indian languages, particularly Urdu is well known and documented while Sindhi is also influenced by Arabic. Colloquially, Arabic words such as qalam (pen), jeb (pocket), kitaab (book), safhaa (page), saaf (clean), kharaab (bad), ghalat (wrong) became common words not only in Urdu, but in other Indian languages. Ahmad also shows how terms of endearment and relationship markers in Urdu (and now popular Hindi) originate in Arabic. Abbaa, abbu, abbi are variations of father (abun) in Arabic. Mohabbat, mahboob and mahbooba (lover) are also borrowed from Arabic. Translation Given the variety and range of Indian languages, translation of Indian literature into Arabic has been challenging and sporadic. Historically, the ethical writings of Chanakya and works on logic were translated and catalogued by Ibn Nadim in his 10th century compendium known as Kitab alFihrist. According to literary historians, some works which were translated into Arabic in the early medieval period include Sindbad Kabir, Sindbad Sagheer, Kitabul Badd, Kitab Baunasef wa Balohar, Kitab Bonasef, Kitab Adabul Hind was Seen, Kissa Hubute Adam, Kitab Turuk, Kitab Dabak Hindi), Kitab Suwerum, Kitab Shanaq fid Tadbeer, Kitab Baidba (on wisdom and knowledge) and Kitab Utur Mashrubat. Ibn al-Muqaffa translated Panchatantra into Arabic as Kalilā wa Dimna around 750 CE13. His work is considered as a model of great Arabic prose and the first masterpiece of Arabic literary prose. It has also been interpreted by different cultures in a variety of forms, including a ballet performed at the Royal Opera House14. In the 20th century, Rabindranath Tagore’s Nobel prize winning ‘Geetanjali’ 11 Ahmad, R (2018, Dec. 2), ‘Waqt, chaawal and Bollywood’, The Print. 12 Ahmad, A (2011). 13 Sergey Plekhanov, author of A Reformer on the Throne, states that the book Kalilā wa Dimna was one of the favourite readings of the late His Majesty Sultan Qaboos in his childhood. 14 The ballet was entitled Al Hamama Al Mutawwaqa - the ring dove story from Kalilā wa Dimna performed in the 2018 season at the Opera House, Oman. 118

was translated by Wadi Al Bustani, who met and stayed with the poet in Calcutta soon after the Nobel prize was announced. Subsequently, Tagore’s works have been translated into Arabic by various other writers like Al Bustan (‘The Gardner’), Tanius Abdadah (‘Ghare Baire’) and Mahmud Al Manjudy (‘Citra’)15. Sayyed Sulaiman Nadvi’s famous book on Indo-Arab relations (Arab Oʾ Hind Ke Taʾllugat) and Shibli Nomani’s historical narrative Al Farooq have been translated into Arabic by Suhaib Alam and Jalal Saeed Hafnavi respectively. Various translators had also rendered Premchand’s ‘Gaodan’ into Arabic. The Egyptian scholar Tharwat Okasha compiled an Encyclopedia on art in Islamic Mughal India in 195516. Of late, there have been many emerging platforms to encourage the translation of Indian works written in regional languages, and English, into Arabic and vice versa. While the Arabic publishing industry was very active in the 1940s in India before publication became popular in the Arab world, the sheer range of Indian languages and access to them for an Arabic writer presents challenges. This is in addition to the historical custom of Arabic writers translating scientific and religious texts over literary ones. Currently, various Arabic departments in India are encouraging translation of Indian literary texts and this is most successful in Kerala, where Malayalam novels are being translated into Arabic. The famous novel Aadujeevitham (Goat Days) by Benyamin was translated into Arabic by Suhail Wafi under the title Ayyamul Maaiz. He also translated Vaikom Mohammed Basheer’s Malayalam novel Balyakala Sakhi into Arabic as Raffeeqath Assiba. Another translator, Ibrahim Badshah rendered two iconic and prizewinning Arabic novels, Saud Sannousi’s The Bamboo Stalk and Booker prize winner Jokha Al Harthi’s Celestial Bodies into Malayalam. The Indian Council for Cultural Relations undertakes various translation projects but is often short on funding for publication. The India Arab Cultural Centre at Jamia Millia Islamia, in collaboration with ‘Kalima’ of Abu Dhabi has been engaging with projects on translating Indian literary works into Arabic. One of their most popular translations has been the work of the poet and critic K Satchidanandan. The IACC also hosts various seminars and conferences to facilitate new interpretations of Indo-Arab literary and cultural ties, which go beyond colonialist interpretations. In Oman, the Culture Club of Oman has been hosting various events to promote and share translations of Indian works, as well as research on Oman. Jokha al Harthi was also invited to participate in the Jaipur Literary Festival 15 B Rahman (Dec. 15, 2011). ‘Tagore in the land of Arabian Nights’, The Telegraph. 16 Ahmad, A (2011) ‘Continuity and change in Indo-Arab Cultural relations: A survey with special reference to Oman’. 119

in 2020. The Muscat International Book Fair has also consistently showcased Indian authors and their works, making India the focus of their event in 2015 when the fair was accompanied by a series of talks and workshops on Indian literature. Khalid al Belushi of Sultan Qaboos University has been translating contemporary short stories by writers of Indian origin, particularly Bharati Mukherjee and Jhumpa Lahiri. His translation of Omani poet Saif al Rahbi’s “Indians in Dawn’s light” references India thus:

‫هذه اللحظة امللمومة عىل بعضها‬

This moment rolled upon itself Like ruins of a decayed body

‫كأجزاء جثة أدركها التفسخ‬

As usual I can’t glance at the morning’s face

‫ال أملح طلعة الصباح كالعادة‬ )‫ (لقد تأخر‬

(It has lagged behind)

Before the window,

‫أمام النافذة يتدفق الهنود‬

Out flow Indians

‫حاملني نعش بوذا‬

Carrying Buddha’s coffin Washed in the Ganga,

‫مضمخاً مبياه الغانج‬

Waiting like me

‫منتظرين مثيل نهارا ً آخر‬

For another day But with peace and a sacred death….17

.‫لكن بطأمنينة وموت مقدس‬

Sartorial and culinary connections The seamless cultural contact between India and Oman is evident at every level of cultural life, including dress, culinary traditions and habits. The dishdasha, the traditional Omani menswear is accompanied with the wizar, akin to the lungi commonly worn in southern India, particularly Kerala. A cotton wrap running down the length until the ankle, the wizar is a common attire among fishermen all along the Indian Ocean communities. The tarbusha, a tassel attached along the collar is often dipped in oud or Omani frankinscence. The Omani turban (mussar) was for a long time exclusively made and exported from Kashmir. The mussar is a square fabric, produced and embroidered in Kashmir. The particulars of color, cut, embellishment, and manner of wearing these pieces reveal historical connections with East Africa and the Indian 17 al Belushi, K (2016). ‘Indians in Dawn’s Light’. p. 26. 120

subcontinent as well as Oman’s cosmopolitan history18. In fact, Muttrah souq, the famous historical market in Muscat city, sells a large variety of mussars and kummas, most of which are imported directly from Kashmir. They are often made of wool, polyster or cotton, with finely detailed and colourful embroidery. The woollen mussars is either made of cashmere wool or the more expensive pashmina wool that is lighter but sturdier19. A large number of Indians in Kerala used to wear the same mussar as the Omanis have on their heads. The Arab, especially the Omani influence, is evident in the Mappila attire also. Some of the Mappila men wear a turban on the head and put on a piece of cloth on the shoulder. The lungi (waist cloth), which is said to have come from Yemen is the most popular dress of Muslim men in Malabar and is reminiscent of fishing communities along the Omani coast as well. Religious leaders and Ulema wear full-sleeved long gowns reaching down to the feet. This might be in accordance with Arab customs. In resemblance to the Omani knife, the Mappilas also keep a knife hanging over their waistcloth20. The women’s dresses are traditionally colourful and patterned along the lines of shalwar and kurta, accompanied with jewellery that partakes of Mughal traditions. The Omani dishdasha for women has a similar cut as the ‘kalidar’ kurta and the Omani salwar is similar to the Aligarhi pajama21. The embroidery styles of the pajamas are often inspired by Indian techniques, including the use of silver zari embroidery popular in Al-Sharqiya (called the ‘bashtah’). These embroidery designs have been brought from Chennai and Mysore and have been adapted by tailors to suit local tastes22. Similarly, Indian Muslim women are largely influenced by the abaya designs of the Gulf. This is especially true for those who have lived in Oman for a period of time as they take back some of the sartorial choices in modesty wear made popular in the Gulf. The cultural resemblance of Indians and Omanis is also noticeable in non-material heritage like the application of henna and the donning of colourful bangles on auspicious occasions. There is even an area called Salala in Hyderabad in India named after the city of Salalah in Oman, owing to traditions of marriage between Indians and Omanis, starting with the arrival of Omani traders in the 15th century. In fact, these linkages have brought them closer to each other 18 Martinez, A. (2017). ‘Omani men’s national dress: Displaying personal taste, asserting national identity’. 19 Another version of the mussar is the multicoloured turban made of cotton which is exclusively worn by the royal family of Oman. This is called the Saīidī. 20 Ilias, M. H. (2007). ‘Mappila Muslims and the cultural content of trading Arab diaspora on the Malabar coast’. 21 Kumar, M. and Walia, A. (2018), ‘Traditional Arabic costume and Indian salwar kameez: A reciprocal correlation’. 22 Thomas Roche et al. (2014). ‘The dialogic fashioning of women’s dress in the Sultanate of Oman’. 121

and provided numerous platforms of exchange and cultural fertilization. Nestled at the centre of the historical spice route, Oman is a culinary blend of flavours from different parts of the desert, the sea and the farm. Indian dishes are very popular in Oman and many food items are also consumed in Oman without changing their Indian names like Biryani (‫ )البريانــي‬Pakora (‫)بكــورا‬, Samosa (‫)سمبوســا‬, Dal (‫ )دال‬and Keema (‫)كيمــا‬. Sita-Phal is a common Indian fruit that did not lose its Indian name when it travelled to Oman – it is called (‫ســتفعال‬. Rice preparations are ubiquitous in all areas of Oman, to the extent that biryani is actually seen as a local speciality. Other variations of rice include Majboos and Shuwa, both rice mixed with meat and slow cooked – the Omani version of ‘dum pukht’. One of the most popular beverages in Oman (as in the entire Gulf region) is ‘karak chai’. Mixed with cardamom, ginger and cloves (Indian masala), this is a spiced tea made with condensed milk and boiled over a long time. Affordable and tasty, karak chai is available at every nook and corner of Oman. It has also been re-invented as ‘karak latte’ in larger, commercial and boutique coffee shops. Omanis and Indians also share the ‘halwa’, which, although made from different ingredients to suit local availability of products, share the sweet component. The use of coconut milk in many traditional Omani dishes as well as the addition of sesame seeds, cinnamon and saffron point to cultural affinities with Indian culinary traditions23. Omani dates and their variations in the form of chocolate and nut-filled dates are very popular in all parts of India and are often gifted during festivals and in corporate events. Fostering Oman-India artistic ties The rich historical affinities between Oman and India continue even today, with both countries participating in a range of institutional and community events that shape and develop cultural understanding at the public, and private, familial level. The Office of the Cultural Attaché of Oman in New Delhi, the Indian Embassy in Oman, as well as the Indian Social Club, a representative body of Indians in Oman are all playing crucial roles in promoting and strengthening cultural bonds between the two countries. Bilateral visits of cultural and educational delegations have made the relations stronger. Indian cinema is also very popular among all the generations of Omanis who habitually watch recent releases in the multiplexes in Muscat and other towns. The reciprocal exchange of cultural events is ongoing and widely appreciated in both countries. The Omani cultural troupes often give performances in 23 See Jacob, R (2018) ‘Naming food and creating identity in transnational contexts’ for more information on Oman’s culinary hybridity and cosmopolitanism. 122

different parts of India. Examples include shows of traditional dances performed in front of the students and teachers of Jamia Millia Islamia in New Delhi, organized by India Arab Cultural Centre of the university. Omani artists also display their paintings at various events, including a special show entitled “Between the Seas” a first of its kind art exhibition in New Delhi’s India Habitat Centre India showcasing Omani talent. This show displayed the works of Anwar Sonya, Radhika Hamlai, Hassan Meer and Antje Manser, the most prominent artists of Oman. Indian Council for Cultural Relations (ICCR) also regularly sponsors the visit of artists to Arab countries including Oman to make the cultural bonds stronger. The Omani singer Haitham Mohammed Rafi became the first Omani to win a singing contest in India, ‘Dil hai Hindustani’, singing classical Hindi songs. In keeping with the popularity of Bollywood, the Muscat Film Festival has always engaged with the Indian film industry, showcasing some of their major and small film ventures every year. Films in Malayalam, Oriya, Bengali as well as Hindi have been screened at various MIFF events. In 2014, some Malayalam films like ‘Celluloid’, ‘Adaminte Makan Abu’, ‘Pazhassi Raja’, ‘Orissa’ and ‘Artist’ were screened. Mammooty, the well-known Malayali actor and producer were the chief guest that year. In 2018, Manisha Koirala and Mira Nair were guests of honour and Nair’s film ‘Queen of Katwe’ was screened. Some of the major film personalities of the Indian film industry have been honoured each year for their contributions. As part of the celebrations of India’s 70th Independence anniversary, an India-Oman short film festival was hosted by the Embassy of India in collaboration with the Oman Film Society and Kalamandalam, Oman. Literature and cinema Even at a personal level, Indians in Oman have been creatively active, engaging in a number of genres like film, photography, painting as well as literature. Whether through the social club or at an individual level, they have used Oman as an inspiration to further their talents while using the awe inspiring natural beauty and rich history of the country. This includes photographers whose works focus on Oman’s mountains, deserts, beaches and inner city streets as well as a range of people including Bedouins and mountain people. Sudha Sha is a filmmaker who produced a film, ‘The call’, chronicling the daily life of another immigrant, this time a housemaid, living and working for a local family, ‘living in a house that is not her own and performing the role of a mother and carer, while enduring the pain of living alone herself’24. Sudha was also the coordinator of the 7th Muscat Film Festival. If art in its various manifestations has allowed for a creative expression, literature is another way of exploring the world as well as oneself. The literary works of novelists like 24 Personal interview with the filmmaker. 123

Sunaina Ahluwalia and Asha Iyer set their novels in Oman and thus helped to establish the contours of Indian literature in Oman, a venture which is still in nascent stages but which helps to frame the expatriate experience25. The recent work of Santhosh Gangadharan’s two novels, ‘Spinning into Oblivion’ and ‘What next?’ use the more explorative form, experimenting in time and space. These novels are historical and futuristic, based in Liwa, moving to Calicut in Kerala, involving the Omani sailor Ahmad bin Majid, moving to the Chandrayaan 8 mission to the moon. Such writing has also been recognized and encouraged by the community. In 2018, the Indian Embassy co-hosted the launch of Amita Sanghvi’s book of poems, ‘Lavender Memories’, inspired by the paintings of Ibrahim al Bakri. The Malayalam novel ‘Story as told by Sufi’, written by K P Ramanunni, was translated into Arabic by Azhar Mohammed al Harthiya, a well-known Omani author and translator, and gained much critical acclaim. The book was launched in the 25th Muscat International Book Fair. Art and painting The art scene among Indians in Oman is vibrant and engaging. From its initial hesitant beginning in the early 1990s with artists like Jayshree Jaypal who held her first solo exhibition at the Yiti gallery, through the establishment of the Oman Fine Arts Society, the Mona Lisa Art Club, and other platforms, Indians have been actively participating in the visual art form. The medium has become one of the most popular forms of art in the Sultanate with numerous exhibitions, workshops and auctions being hosted from time to time by various governmental and social organizations. Artists like Rashmi Doria and Sheffy Tattarath have been conducting workshops and participating in various art events over the years. An Indian artist, Hina Kothari won the best painting award in 2008 for her portrait of the late His Majesty Sultan Qaboos. Other events included a joint exhibition with Australian-Indian artists in 2012. By 2018, the Indian Social Club established ‘Rangrez’, its art club, in coordination with which various local resident talent has been showcased. Events like the Small Arts Exhibition and the Affordable Art Fair are becoming increasingly popular events in the city. More recently, the Indian Embassy in Muscat partnered with Omani Society for Fine Arts (OSFA) to organize a joint Oman-India Exhibition for Contemporary Arts from September 25-28, 2019. The event, curated by Tarini Aggarwal was supported by Indian Council for Cultural Relations and Indian Social Club through its newly formed ‘Rangrez Artists Group’. As part of this exhibition, five eminent artists each from Oman and India exhibited their works. The exhibition was also educational as it included workshops and live paintings. 25 For more information on Indian creative artists in Oman, See S. R. Mehta (2012) ‘Connecting Across the Sea: Imaginative Creations of the Indian Diaspora in Oman’. 124

The aim of the exhibition was to showcase the continuing strong cultural linkages between India and Oman, furthered by strong people to people contact. The exhibition displayed the works of Essa al Mifragi, Mohammed al Balushi, Naila al Mamari, Kholood al Shaepi, Nadia al Balushi, and Radhika Hamlai from Oman and Tarini Agarwal, Sushmita Gupta, Debjani Bharadwaj, Kanak Mitra and Komal Talati, among others. Omani photographer Abdulaziz bin Shihab al Shukaili is one of the many Omani and Indian photographers who remain inspired by landscapes, people and places and aims to capture them in new and interesting ways. Abdulaziz has captured various traditional Omani and Indian festivities along with people living their everyday lives. As he says, “I capture the photographs about people because I empathise with them and feel the need to capture their emotions in the moment to save forever”. Many photographers have gone on to become very popular on social media as well. Indian artists have been experimenting with various media and making use of different resident artist programmes to find self-expression. Private galleries like Bait Zubair’s Sarah Gallery, Stall Gallery, Bait Muzna Gallery and Ghalya Museum of Modern Art have all offered platforms for the display of artistic work. This has also found commercial recognition with various public spaces like those of hotels giving opportunities for established and emerging artists to share their work. The Oman International Art Fair, the Affordable Art Fair and other such increasingly popular events also provide opportunities for the sale of artwork. Other forms of art such as calligraphy, jewellery design and quiltmaking are equally popular among Indians in Oman. The Muscat Quilt Guild, for example, is a diverse group of enthusiasts who use the Omani tradition of needlecraft and learn to create various objects using a mix of quilting, patchwork and sewing. Some of the Indian members of this group like Naina Purecha and Hina Dharamsey have been inspired by Omani colours and landscapes, which they have recreated through their quiltwork. The Indian Social Club The roots of the present Indian Social Club (ISC) go back to 1950, when the Indian Association was established. After 1977, as the number of Indians in the community increased, the association took a more active interest in bringing members together as the need to have a better representation of the cultural and social interests of the community was expressed. In 1994, the government of Oman registered all the expatriate clubs under the Ministry of Social Development and renamed the organization as the Indian Social Club. There are 29 linguistic wings under the ISC. The ISC and its various regional, linguistic and sports wings actively promote 125

Indian culture in Oman, celebrating National Days, festivals and various occasions of each state26. Presently chaired by Satish Nambiar, the club is divided into various linguistic wings, in keeping with the diversity of India. One of the most active wings is the Kerala wing and their annual festival ‘Keralastovam’ has now been re-named ‘Indian Community Festival’, to reflect the Pan-Indian nature of ‘the largest festival in Oman outside the Muscat festival’. The ISC has organized concerts with such stalwarts as Ustad Willayat Khan, Pandit Hariprasad Chaurasiya, Pandit Shiv Kumar Sharma, Ustad Amjad Ali Khan, late Pandit Jasraj, Ustad Zakir Hussain, the Kathak exponent Pandit Birju Maharaj and late Bismillah Khan. The club has hosted luminaries from Bollywood on various occasions, like Lata Mangeshkar, Madhuri Dixit and Adnan Sami. Social awareness events like the STOP SAD (Smoking, Alcohol and Drugs) that featured the magician Gopinath Muthukad as well as a troupe of specially abled dancers on wheelchairs are some of the well-attended and popular events of the club. The ISC also helped to organize Prime Minister Modi’s visit in February 2018. June 21 has been declared the International Day of Yoga by the United Nations, and to mark the occasion, the Indian Social Club hosts an event every year in association with the Indian Embassy. It also organizes a book festival with more than 100 books in 12 languags being exhibited and reputed speakers invited to this event. During the COVID-19 lockdown, specialists, through the embassy as well as in the community, were offering online yoga classes. Indian food festivals, Festival of India, Calligraphy Exhibition, poetry readings and mushairas, painting exhibitions for social causes and book launches are a permanent feature of the social and cultural calendar of the Indian community in Oman. Festivals of Holi and Dusshera are also celebrated at public venues with the cooperation and logistical support of local bodies. It has recently added a Poetry and Literary Group “to engage, inspire, motivate and encourage literary activities”. ‘Rangrez’ a platform for artists to interact and exhibit their work has been a recent addition to the ISC. Some of the landmark events of the Indian Social Club in the last few years include: The ‘Oman-India short film festival’ held in 2018 as part of a yearlong celebration of 70 years of India’s Independence. The Embassy of India, 26 Information on the ISC has been provided by the clubs, with inputs from ISC chapters in Sohar and Salalah. For more details on the everyday life of Indians in Oman, see Mehta, S R, & Onley, J (2015). ‘The Hindu community in Muscat: Creating homes in the diaspora’. pp. 156-183. 126

Muscat, jointly organized this in association with Oman Film Society and Kalamandalam Muscat, as part of yearlong celebration of 70 years of India’s Independence, The first ever ‘Festival of India’ in Oman was organized by the Embassy of India, Muscat, between November 2016 and March 2017 with support of the Ministry of Culture of India. Oman and India have agreed to expand cultural cooperation, including through regular exchange of cultural troupes and holding of cultural festivals, during the visit of Prime Minister Narendra Modi to Oman in 2018.27 Community service The Indian Social Club has also participated in alleviating the Indians who were susceptible to natural calamities in India, like the earthquake in Gujarat, flooding in Bihar, the tsunami in Chennai, cloudburst in Uttarakhand and torrential rain and deluge in Kerala. Substantial amounts of money were collected here and NGOs were appointed to reconstruct, build houses which were donated to the affected. With the advent of the pandemic caused by COVID-19, the Indian Social Club rose to the occasion and participated in food and ration kits distribution to the affected. More than 10,000 food kits were disbursed in Muscat. Repatriation of Indian expatriates became essential with companies closing down and salaries becoming hard to come by. The Indian Social Club helped in chartering flights to India, ferrying distressed Indians back to their native places. 39 flights were chartered and 7500 people were repatriated as of September 2020. Responding to the call by the Ministry of Health and the Central Blood Bank, the Indian Social club started a blood donation campaign entitled the ‘500 pints blood campaign’. The Indian Social Club has 4 branches across the country including in Salalah, Suhar and, most recently, in Sur, in addition to Muscat. Indian Social Club Sur The Indian Social Club Sur branch is an umbrella organization of the Indian community in the South Sharqiyah governorate of the Sultanate of Oman. Oman’s Ministry of Social Development accorded approval to the Indian Social Club Sur branch in the year 2018. Until then it was managed by a nominated ad-hoc committee. Activities of the club are managed by an elected body consisting of a president, general secretary and other office bearers and a managing committee, under the purview and guidance of the 27 Embassy of India in Oman website https://www.indemb-oman.gov.in/page/visit-ofprime-minister-of-india-to-oman-2018/ 127

parent organization, Indian Social Club Oman, and by-laws stipulated by the Omani government. The activities of the club include arranging medical camps and blood donation camps in association with the Ministry of health and private clinics, organizing the International Yoga Day, an Open House with officials from the Indian embassy, walkathons on World Cancer Day as well as cultural events celebrating Indo-Oman cultural ties. In addition, National Days and festivals like Diwali and Onam are celebrated with large attendance and participation of the community. The Indian Social Club Salalah also actively participates in the organization of various community events, celebration of festivals as well as observing the Omani National Day. All these community organizations help Indians to retain their unique identity while living away from home. Central to creating this sense of belonging is also the role that faith plays in their lives. Faith and culture The genesis for religious tolerance in Oman can be traced back to thousands of years when the ports of Muscat, Sohar and Sur attracted many explorers, traders and sailors from across the world, bringing with them, vestiges of their faith and rituals. One of the first pieces of evidence is seen through the ruins of an ancient temple in Qalhat, a stone that can now be found in the National Museum in Muscat. The carved slab in the shape of a lotus flower, significant in Hindu mythology, is traced to the 10th century and is said to have remained intact until the end of the 13th century28. The early documented evidence of temples in Muscat can be traced back to the mid-17th century. When the Sindhi Bhattias helped the Yaarubi defeat the Portuguese (propelled by the merchant Naruttim who was angered by the Portugese commander asking for his daughter’s hand), they were able to live with most of the rules and rituals of their community intact, including having a cowshed, a cremation ground and a temple. At the end of the 17th century, an idol of Govindraj was brought from Basra, Iraq and was placed in this temple, decorated with an Omani Khanjar, a tribute to the Omani rulers29. During the rule of Ahmad bin Said, the Banians are said to have had a total of 4 temples, only one of which survives today30. The surviving temple, the Motishwar temple with the Shiva lingam and a shrine of Hanuman was built around a banyan tree and a well, which was used by the Banyan community for their drinking water needs. At that time, the community also had access to cremation grounds, a cow pen for 28 Moosawi, J (2019, September 27). ‘Oman, the Gulf region and India’. 29 Allen, C (1981). p. 41. 30 According to Allen, these temples include the Govindraj temple, a Pushtimargi temple known as ‘haveli’, A Kalka temple and a Shiva temple. 128

milk and a ‘sacred’ cave around Sidab. Today, there are two temples in Muscat, the historic Shiva temple in Muttrah and the Shri Krishna temple in Darsait. The Motishwar Mahadev temple is located near the Al Alam palace and consists of three deities, Motishwar Mahadev, Adi Motishwar Mahadev Temple and Hanumanji31. Prime Minister Narendra Modi visited this ancient temple in 2018 during his visit to Oman. The Shri Krishna temple was built on land granted by late His Majesty Sultan Qaboos, and construction was completed in 1987. The temple was subsequently renovated in 2013 with the addition of an auditorium with a seating capacity of more than 3000. More than 3000 people visit the temples on weekends, with almost 7000 visiting on religious occasions. Each temple is serviced by 2-3 temple priests and more than 15 support staff. Both temples are managed by the management of Hindu temple, recognized by the Ministry of Endowments and Religious Affairs. The management consists of volunteers from ‘the Banyan Merchant community – the community which has settled in Oman over centuries’. In addition, there is a Krishna temple in Suhar and a Shiva temple in Salalah. There are crematoriums in Suhar and Salalah. Although there is little mention of a historical Christian community in Oman, J E Peterson suggests that there is evidence of a Nestorian church in Suhar from the early days of Christianity. Prior to that, there is fleeting mention of Jewish traders. Peterson, in his study of the city of Muscat states that the first church could be traced back to the early 17th century when the Portuguese built a church around the governor’s residence: “By this time (1650) Muscat boasted two churches: the original church built on or near the site of the destroyed Jami mosque and the other in an Augustinian monastery. The latter apparenty was built in 1597 and formed part of a larger complex including the governor’s residence, factory and garrison”32. This was known as the ‘gharayzah’, derived from the Portuguese word for church, ‘igreja’. Henceforth, there is little evidence of Christianity outside the American Mission set up in the late 19th century. Today, there are churches in the major cities of Oman, including Muscat, Suhar and Salalah that cater to the various Christian communities. According to the ‘Encyclopedia of Christianity in the Global South’33, there are 90 Christian congregations in Oman. The Catholic Church, the Al Manana Centre and the protestant churches of Oman are recognized by the Ministry of Awqaf and Religious Affairs. The Holy Spirit Catholic Church in Ghala was consecrated in 1987 and renovated with expansions in 1990. St. Peter 31 Hindu Temple Management website: http://hindutemplesom.com 32 Peterson. (2007). Historical Muscat: An illustrated guide and gazetteer. p. 8. 33 Lamport, M (2018). Encyclopedia of Christianity in the Global South. 129

& Paul Church in Ruwi was built on land granted in 1977. It was renovated in 1990 and the new structure was blessed in 1995. It has weekly mass in English, Arabic, Malayalam, Tagalog, Tamil, Konkani and many other Indian languages. The Christian burial ground is within the PDO, Mina Al Fahal complex. A new St. Francis Xavier’s Catholic Church was inaugurated in Salalah in 2019, in the presence of Ahmed Khamis Masood al Bahri, Director of the Ministry of Awqaf and Religious Affairs34. This is in addition to the St. Stephen’s Orthodox Church, which was consecrated in January 2020. Suhar boasts of a PCO (Protestant Church of Oman) and refers to itself as a “multidenominational, multi-cultural and multi-ethnic church”35. Suhar also has a St. Anthony’s church.

34 Apostolic Vicariate of Southern Arabia https://avosa.org/news/opening-of-the-new-stfrancis-xaviers-catholic-church-at-salalah 35 PCO Oman https://www.churchinoman.com/our-branch 130

Unveiling of a painting of Mahatma Gandhi painted by Saeed Al Ruwaidhi, Gandhi@150, 2020

Oman-India Exhibition for Contemporary Arts, 2019

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Indian artist Sheffy Tattarath’s Indian drummer (left) and Omani drummer (right) paintings

Omani jewellery painting by Indian artist Sheffy Tattarath

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Indian artist Rashmi Dauria’s “Caught Up” (left) and “Majlis” (right) paintings

Scene from Oman-India Exhibition for Contemporary Arts, 2019

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Quilts in celebration of Oman’s 50th National Day by Hina Dharamsey (left) and Naina Purecha (right)

Dr. A P J Abdul Kalam giving a talk at the Muscat amphitheatre, 2009

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Glimpses of events organized by thw Indian Social Club in association with the Indian Embassy, Muscat

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India’s 71st Independence Day celebration

Stop SAD Campaign (Stop Smoking, Alcohol & Drugs) felicitation, 2012

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Embracing yoga on International Yoga Day, 2018

Postage stamps released on 60 years of Oman-India relations, 2016

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Dhows in Sur © Prashant Mohgaonkar

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Omani Woman clothing © Abdulaziz bin Shihab al Shukeili

Omani men clothing © Abdulaziz bin Shihab al Shukeili

Hennah © Abdulaziz bin Shihab al Shukeili

Mattrah Souq © Abdulaziz bin Shihab al Shukeili

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Holi celebrations, Mathura, India © Abdulaziz bin Shihab al Shukeili

Young boys on horseback, Union Territory of Jammu and Kashmir, India © Abdulaziz bin Shihab al Shukeili

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Mother and son, Jaipur, India © Abdulaziz bin Shihab al Shukeili

Karak tea, Old Delhi, India © Abdulaziz bin Shihab al Shukeili

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PART 3

Diplomatic and Strategic Relations

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Introduction Oman’s proximity to India has not only ensured historic maritime contacts, but also diplomatic and cultural ties going back at least 500 years. From the time that Tipu Sultan sent his emissaries to Muscat, diplomatic ties between the two countries have only prospered, especially after India’s independence in 1947. In March 1953, India signed a bilateral trade and navigation treaty with Oman, strengthening the political exchanges between the two countries. India opened a consulate in Muscat on February 1, 1955, which was upgraded to a Consulate General in 1960 and later into a full-fledged embassy in 1971. The first ambassador of India, G L Puri arrived in Muscat in 1973. Oman established its embassy in New Delhi in 1972 and a Consulate General in Mumbai in 1976. With the establishment of official diplomatic ties, there has been no looking back. Since then Oman and India have been sharing a range of bilateral strategic partnerships, commercial and trade agreements as well as cultural and educational exchanges. This section outlines the various institutional connections which exist between Oman and India, enhancing bilateral relations at every level. This section provides comprehensive information on bilateral relations between Oman and India as seen through high level visits, agreements and foreign policies. Introducing the new government of Oman under the leadership of His Majesty Sultan Haitham bin Tarik, this section then focuses on high-level meetings in India and Oman, discussing the foreign policies of both countries. An interview with the Indian Ambassador in Oman outlines the various ways in which cooperation between the two countries has been facilitated and suggests ways of moving forward.

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The new government of Oman under His Majesty Sultan Haitham bin Tarik

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His Majesty Sultan Haitham bin Tarik, 11 January 2020 145

The Sultanate of Oman entered a new era on 10 January 2020 with Haitham

bin Tarik ascending to the throne, following the passing of His Majesty Sultan Qaboos. The peaceful transition in accordance with the will of the late Sultan sent an important message of unity, cohesion, and continuity in the country. The Diwan of the Royal Court announced, in a twitter post: “Haitham bin Tarik was sworn in as the new Sultan of the country... after a meeting of the royal family which decided to appoint the one who was chosen by the Sultan”. His Majesty Sultan Haitham bin Tarik, a graduate from Pembroke College, University of Oxford, was formerly the Minister of Heritage and Culture and served as Secretary-General for the Ministry of Foreign Affairs from 1994 to 2002. He called for efforts for further development of the country and pledged to continue working towards raising the standard of living of the people. In a televised address to the nation on 11 January 2020, he said: “We will continue to follow in the same course the late Sultan adopted… embracing foreign policies based on peaceful coexistence among peoples and countries without any interference in the domestic affairs of other states”1. In his first address to the nation, he vowed to maintain Oman’s foreign policy of peaceful coexistence and friendly ties with all nations. In a speech on February 23, 2020, His Majesty Sultan Haitham bin Tarik clearly outlined the most important principles and steps that would guide his governance of the country: “We will direct the government, with all its sectors, to implement more efficient system of management which places, on top of its priorities, financial balance, economic diversification, the sustainability of the national economy, besides developing all relevant laws and regulations, God willing”.2

Soon, the new government under His Majesty Sultan Haitham had to contend with the dual impact of the COVID-19 pandemic and the collapse of the world oil market. The government responded by mobilising all sectors in addition to establishing the Supreme Committee under the Royal Order to deal with the unprecedented situation. The new government In keeping with the pledge to “take the necessary measures to restructure the state’s administrative apparatus” in order to “achieve good governance, performance, integrity and accountability,” His Majesty Sultan Haitham signed a series of Royal Decrees to restructure his government: The three deputy Ministers have been retained: His Highness Fahd bin Mahmoud al Said for the Council of Ministers, His Highness Shihab bin Tariq al Said for Defence Affairs and His Highness Asaad bin Tariq al Said 1 Oman Daily Observer. (2020, January 11). 2 omannews.gov.om (2020, February 23). 146

for International Relations and Cooperation. Other ministries and departments have been either removed or merged, including five governmental councils. The 26 ministries have been pared down to 19. Other operational changes included: i. Establishment of a private office headed by Hamad bin Saeed Al Aufi, to oversee the operations of the civil ministries, reporting directly to the Sultan.3 ii. Establishment of Oman Investment Authority to oversee and coordinate the operations of Oman’s fifty-plus state-owned companies. The royal decrees issued in August 2020 created a new ministry, the Ministry of Culture, Sports, and Youth, led by His Highness Sayyid Theyazin bin Haitham al Said. The Sultan also appointed some members of the elected Shura Council to the Cabinet of Ministers, integrating them into his new government. The focus of the new technocratic government is the economy, and most of the institutions that underwent top-level change are related to the economy, including the Ministry of Housing and Urban Planning, the Ministries of National Economy, Finance, Ministry of Trade, Industry, and Investment Promotion, and the Ministry of Labour4. If the late Sultan Qaboos could bring in a spectacular arc of developments in Oman, ushering the country into the modern world, then the new Sultan’s success will consist of transforming the country from an oil-dependent economy to a more balanced socio-economic model. Commitment to Vision 2040 In a move to accelerate the Oman Vision 2040 roadmap, of which His Majesty Sultan Haitham has been a key proponent over the past several years, there will also be oversight in the form of an Implementation Follow-up Unit. Oman Vision 2040 is the Sultanate’s gateway to overcome challenges, keep pace with regional and global changes, generate and seize opportunities to foster economic competitiveness and social well-being, stimulate growth, and build confidence in all economic, social and developmental relations nationwide. The main aim of the Oman Vision 2040 is the government’s strategy to 3 Sievers, M J (2020, June 11). ‘Sultan Haitham makes a strong start by addressing economic challenges’. 4 DeLozie, E. (2020, August 19). ‘Oman’s Sultan Devolves Some of His Powers to New Cabinet’. The Washington Institute. 147

diversify the economy away from a dependence on oil. In a speech in January 2019, the new Sultan said that “the achievement of the objectives of Vision 2040 relies on knowing and understanding the link between the social, economic, and cultural changes in Oman and the drivers of global change.” Therefore, one of the objectives of the vision is to work toward complying with international standards and agreements in these areas. There have also been changes to residence and employment laws, notably, the abolishment of Article 11 of the Foreigners’ Residence Law. This legal provision had obliged workers to obtain a no-objection certificate from their employer to move from one job to another within the private sector. With its withdrawal, foreign nationals will be able to freely change jobs within the country, without permissions or a lay-in period. Omani media’s reactions to the new administration The administrative changes have been positively received by the Omani media. Speaking about the positive reception of the structural changes, Turki bin Ali al Balushi, an Omani journalist wrote in a report in The Arabian Gulf States Institute in Washington: “The adoption of these new policies does not signal that these are the last decisions that will be made. More important changes, which many Omanis await, may be yet to come.”5 Salem bin Hamad al Jawhari, Omani journalist and researcher in international affairs, also elaborated: There are many investment opportunities in Oman’s Vision 2040, which is based on the pillars of the economy and investment in order to have very important returns, through which Oman can achieve many developmental and investment programs and implement development plans that include economic, industrial, agricultural and mineral wealth. The Vision 2040 builds on the principles of citizenship and genuine Omani identity to modernize the educational ecosystem, support scientific research and innovation, develop healthcare regulations and services and lay the foundations for social well-being and relevant basic services for all segments of society”.6 While His Majesty Sultan Haitham bin Tarik’s ruling style has been calm and deliberate, the steps he has taken during his first 100 days as head of the state have occurred quickly from the perspective of Oman’s citizens. Ali Al Matani, a columnist, says: 5 Turki bin Ali al Balushi. (2020). ‘Oman restructures government in bid to revive economy’. The Arab Gulf States Institute in Washington.

6 Personal interview. 148

The first decisions of Oman’s new Sultan, His Majesty Haitham, demonstrate a calm and deliberate ruling style. More changes that can accelerate the economy, thereby providing additional opportunities to young people are yet to come. The changes uphold the pledge that he made in February, when he expressed his determination to undertake necessary measures to restructure the state’s administrative apparatus, promising to enhance the efficiency of government processes, ensure the reduction of national debt, and diversify the economy.7 It is clear that Oman enters its new phase under His Majesty Sultan Haitham bin Tarik with a clear vision, sense of purpose and with a great responsibility towards its people.

7 Personal interview. 149

Interview with Munu Mahawar, Indian Ambassador in Oman1

1 This interview was given to the authors for this book. 150

Munu Mahawar, Ambassador of India in Oman India and Oman have always enjoyed very close and friendly relations that go back to several thousands of years. Our two countries are maritime neighbours. We not only share common challenges, but our approaches to deal with these challenges are also similar. Both our countries are firm believers in promotion of peace and harmony. We seek friendship with everyone. Strong people-to-people ties have provided the foundation for India-Oman strategic partnership. There is a strong desire, both at people to people as well as leadership level, to further strengthen and expand our relations. There are also strong complementarities between our two economies – what Oman needs India can offer and what India needs Oman can offer. Even during the peak COVID-19 lockdown when supply chains all over the world were disrupted, supply chains between India and Oman remained functional. I believe that India-Oman relations will continue to grow and become even stronger in the coming years. This will benefit not only the peoples of our two countries but the entire region. I would like to take this opportunity to extend to His Majesty Sultan Haitham bin Tarik and the government and friendly people of Oman, heartiest felicitations and best wishes on the occasion of the 50th National Day. We look forward to working closely to further develop our relationship. 151

Fresh opportunities in current economic relations As I mentioned, relations between India and Oman go back to several thousands of years which essentially started as trade links. In recent years, we have developed vibrant economic ties. Both our countries have made significant investments into each other’s economies. Collaborative projects like Oman India Fertilizers Company are examples of this successful, mutually beneficial economic partnership. Our trade has also witnessed growth, although it is not reflecting the true potential. There are several areas in which our two countries have strong complementarities and there is scope for strengthening our cooperation. We believe that India can be a strong partner in key priority areas identified by the Government of Oman, namely, manufacturing, mining, tourism, logistics, healthcare, agriculture and fisheries. Likewise, we see Oman as an important partner in our efforts to achieve a self-reliant India. As an Embassy, we are working closely with the Government of Oman as well as authorities concerned on the Indian side towards enhancing our economic engagement. We recently (October 2020) had a very productive meeting of the India-Oman Joint Commission which undertook a thorough review of our economic partnership. We are also facilitating closer contacts among business representatives in various sectors. Indian investments in Oman Indian companies have made significant investments in Oman. Indian companies are among the largest investors in Omani Free Zones. Oman’s location, availability of land, low utility costs, well-developed infrastructure, attractive incentives and its international trade agreements make it an attractive destination for Indian investments. The recent decisions of the Government of Oman to allow 100% foreign ownership as well as other legislative reforms will help generate greater interest among Indian businessmen to look at Oman as a possible investment destination. In terms of sectors, existing Indian investments are already quite diversified. However, I feel that some of the priority areas identified in Oman’s Vision 2040 and Tanfeed program, such as mining, manufacturing, logistics and agriculture are of interest to Indian companies. Further, India can be a strong partner in Oman’s efforts to improve its health-care infrastructure as well as build a digital economy. There are also opportunities in oil & gas sector, both upstream and downstream. Omani investment in India It is true that many Omani companies have invested in India, directly, as well as through Oman India Joint Investment Fund. Indian economy has experienced 152

sustained high growth rate before COVID-19 and post-COVID too, India is expected to have the sharpest recovery. Prime Minister Narendra Modi has launched the Atmanirbhar Bharat (Self Reliant India) campaign that seeks to build a resilient economy. Under this vision, we do seek to forge closer investment and technology partnership with our friends and partners, including Oman. We see huge opportunities for Omani companies to benefit from India’s growth. In particular, we see opportunities in the infrastructure sector where the government envisages investments to the tune of US$ 1.4 trillion by 2025. There are huge opportunities in sectors such as power, transport, water and sanitation, renewable energy, education, health and even in real estate sectors. The new government in Oman We deeply appreciate the strong interest and commitment that the Government of Oman has shown under the leadership of His Majesty Sultan Haitham bin Tarik towards strengthening the India-Oman partnership. In all my interactions with the members of the new government in Oman, they have expressed strong interest in deepening and expanding engagements with India. We have also worked very closely with the Government of Oman during the COVID-19 period and we appreciate the support that the Government has provided to the Indian community in this challenging time. On our part also, we extended support as required by Oman, including for sourcing of supplies and return of healthcare professionals. As I said earlier, there is strong interest in the Indian leadership to forge closer ties with Oman and they look forward to working closely with our Omani friends towards this objective. Looking ahead, I would like to see more intensified high-level engagements to give guidance and momentum to our efforts towards expansion of our relations. Initiatives on enhansing socio-cultural relations The India-Oman strategic partnership rests on the foundation of a strong socio-cultural connect between our two peoples. The large Indian diaspora in Oman is socially very active and regularly organizes events, including under the aegis of the Indian Social Club, to promote the bonds of friendship and to showcase Indian culture. The Embassy has organized several events to strengthen these links such as India-Oman Joint Art Exhibition. We are also promoting stronger collaboration between the two National Museums. Yoga has become very popular in Oman and the celebration of International Day of Yoga witnesses huge participation. We would like to see more events in India to showcase the rich Omani culture and also document our historical links. We are also exploring the possibility of collaborating on heritage projects. This publication which is being brought out by Oman Daily Observer will also create greater awareness among Indians and Omanis about our broader relationship. 153

Human resource development The Indian Technical and Economic Cooperation Programme (ITEC) is driven by the Indian philosophy of ‘Vasudhaiva Kutumbakam’ - the whole world is one family. Through the ITEC we work closely with our friends and partners to share our expertise and experience towards human resource development and capacity building. Under this programme India offers 14,000 slots for training to 160 partner countries. We are happy that our collaboration with Oman has been very successful and a number of Omani friends have benefited from participating in these programmes. Every year, more than 100 Omanis participate in ITEC programs. We have organized special training programme for Omani Ministries and Government organizations. While COVID-19 has disrupted some of these programmes, we have temporarily switched to online training. I am happy that some of our Omani friends have also participated in these online programmes. We would like to scale up our cooperation in this crucial area of human resource development and capacity building.

154

Bilateral relations

Bilateral relations between Oman and India are anchored in shared interests,

mutual understanding and respect for each other’s priorities, concerns and sensitivities. For India, Oman is a crucial ally in the Middle East, as well as a valuable, constructive player in regional diplomacy, and the partnership provides both strategic and economic benefits. Regular high-level visits and exchanges have been a key feature of this relationship: “India remains committed to nurture and expand its strategic partnership with Oman through enhancing the existing cooperation and identifying new areas for bilateral, regional and global collaboration”1.

Oman and India were among the ten countries that formed the “Indian Ocean Rim Association for regional Cooperation” (IORARC) in 1997, an organization which now consists of 19 countries. India is also one of the founders of the Non-Aligned Movement, of which Oman is a member. High level meetings between the two countries have led to various agreements:

In April 1997, the late Sultan Qaboos bin Said visited India, during which he signed a Memoranda of Understanding on double taxation and scientific and technical cooperation in the field of agriculture, and another MoU on the promotion and protection of investment in the two countries, and in the field of civil aviation, and the program of cultural exchange. The visit culminated in the signing of an agreement on a joint venture for the production of fertilizers in Oman.

ii.

In 1991 a cultural agreement between India and Oman was signed to promote cooperation between the two peoples in the fields of education and literature. During a visit by former Prime Minister of India Narasimha Rao to Oman in June 1993, several joint projects between the two countries were launched and a joint ministerial committee for cooperation between the two countries was formed. In October 1996 during the visit of the former President of India, Shankar Dayal Sharma signed a memorandum of understanding on cooperation in the fight against crime, and another one on cooperation in the field of agriculture. The two sides also signed an agreement of cooperation in the field of science and technology.

Embassy of India in Oman: https://www.indemb-oman.gov.in/ 155

iii.

Prime Minister Narendra Modi’s visit to the Sultanate in February 2018 was of great importance, as it was part of efforts to consolidate bilateral relations of India-Oman in various sectors. The Prime Minister met the Sultan Qaboos Bin Said and discussed various aspects of cooperation between the two countries. India signed eight memoranda of understanding that cover a broad range of issues, including, tourism, visa exemptions and, critically, closer tie-ups in defence and maritime security matters.

Sayyid Badr al Busaidy with Nirmala Sitharaman, 2018

156

V. Muraleedharan with Sayyid Badr bin Hamad bin Hamood al Busaidi, 2020

Dr. S Jaishankar with Yusuf bin Alawi bin Abdallah, 2020

157

At a glance Key bilateral agreements: High-level visits and exchanges in recent years have helped India and Oman strengthen cooperation in all key areas including trade, commerce and industry, defence and security, science and technology and people-to-people contacts. The bilateral agreements between India and Oman cover almost every field of cooperation. They include Health; Tourism; Military cooperation, Peaceful uses of outer space, Visa exemption for diplomats/officials, Legal and judicial cooperation in criminal matters, Extradition, Legal and judicial cooperation in civil and commercial matters, Agriculture, Civil aviation, Standards and measures, Manpower, Maritime issues, Joint investment fund, and Cultural cooperation. There are also memoranda of understanding for cooperation between Oman’s National Defence College (NDC) and Institute for Defence Studies and Analyses (IDSA) of India, cooperation between Foreign Service Institute (FSI) and Omani Diplomatic Institute, and State Audit Institution of Oman and the Office of Comptroller and Auditor General of India.

High level visits from India •

Former Indian President Shankar Dayal Sharma visited the Sultanate in 1996.

•

Vice-President Krishna Kant visited Oman in 1999.

Four former Prime Ministers have visited the Sultanate: •

Rajiv Gandhi (1985), P. V. Narasimha Rao (1993), Atal Bihari Vajpayee (1998) and Dr Manmohan Singh (2008).

•

Prime Minister of India Narendra Modi visited Oman in February 2018.

High level visits from Oman •

His Majesty the late Sultan Qaboos bin Said al Said visited India in 1997.

•

His Highness Sayyid Fahd bin Mahmoud al Said, Deputy Prime Minister for the Council of Ministers, visited India in December 2007.

158

MINISTERIAL VISITS FROM INDIA • V. Muraleedharan, Minister of State for External Affairs and Parliamentary Affairs visited Oman from 16 to 17 December 2020. • External Affairs Minister Dr. S Jaishankar visited Oman on 24 December 2019. • Suresh Prabhu, the former Minister of Commerce & Industry and Civil Aviation visited Oman from 15 to 18 July 2018 to co-chair the 8th session of India-Oman Joint Commission Meeting and the 9th session of IndiaOman Joint Business Council. • Mahesh Sharma, the former MOS (I/C) for Culture, visited Oman in December 2017 to participate in the Second UN World Tourism Organization/UNESCO World Conference on Tourism and Culture. • M J Akbar, the former Minister of State for External Affairs, visited Oman to attend the 5th India-Arab Partnership Conference, held in Muscat in December 2016. • Manohar Parriker, the former Defence Minister visited Oman from 20 to 22 May 2016, accompanied by a high level delegation. • Sushma Swaraj, the former External Affairs Minister (EAM), paid an official visit to Oman from 17 to 18 February 2015. MINISTERIAL VISITS FROM OMAN • Sayyid Badr al Busaidi, the former Minister Responsible for Defence Affairs visited India in February 2020 to attend DEFEXPO 2020. He also visited India in September 2018 and had separate meetings with Defence Minister and National Security Adviser. • Mohammed Salim al Toobi, former Minister of Environment and Climate Affairs visited New Delhi in October 2018 to attend the 2nd IORA Ministerial meeting. • Yousuf bin Alawi bin Abdallah, former Minister Responsible for Foreign Affairs, visited India in February 2014. He again visited India in the same year to extend greetings to the new NDA Government. Another visit by Alawi was from April 2 to 3 2017. He held official level discussions with EAM and called on the Vice President and the Prime Minister of India. • Ali bin Masoud al Sunaidy, former Minister of Commerce & Industry visited India in October 2014 to attend the India-Oman Joint Commission Meeting. 159

The visit of Indian Prime Minister Narendra Modi to Oman - 2018 The visit of Indian Prime Minister Narendra Modi in February 2018 to the Sultanate of Oman gained great importance as it was part of efforts to consolidate bilateral relations between Oman and India in the economic, political, trade and cultural fields. The two countries agreed that the visit of Prime Minister Modi to Oman helped in further consolidating and deepening the strategic partnership framework and further development of bilateral relations in all spheres, to serve the common interests of the two countries and their peoples. The late His Majesty Sultan Qaboos, during his meeting with the visiting prime minister, appreciated the contribution of “honest and hard-working” Indian nationals in the development of Oman. During the meeting, both leaders reviewed several existing cooperative ties and deals, as well as highlighted the strength of good relations among the two nations, with further agreements set to be signed to benefit Omani and Indian citizens. The Prime Minister also met Deputy Prime Minister for the Council of Ministers, His Highness Sayyid Fahd bin Mahmoud al Said and Deputy Prime Minister for International Relations and Cooperation Affairs, His Highness Sayyid Asaad bin Tariq al Said. The two sides signed eight agreements, including a memorandum of understanding on legal and judicial cooperation in civil and commercial matters. The two sides signed an agreement on mutual visa exemption for holders of diplomatic, special, service and official passports and MoU on cooperation in the field of health, tourism and peaceful uses of outer space. The two sides also signed an annexure to the MoU on military cooperation. The two countries also signed an agreement on cooperation between Foreign Service Institute, Ministry of External Affairs, India and Oman’s Diplomatic Institute. An MoU on academic and scholarly cooperation between National Defence College, Sultanate of Oman and the Institute for Defence Studies and Analyses, India, was also signed. The prime minister also addressed a crowd of nearly 20,000 Indian expatriates who gathered to hear him at the Sultan Qaboos Stadium in Muscat. He also visited the Sultan Qaboos Grand Mosque, in addition to visiting the Shiva Temple in Muscat, one of the oldest in the region. Before concluding the visit, Prime Minister Narendra Modi tweeted: “This Oman visit is one I will cherish for a long time to come. This visit has helped in building upon the centuries-old ties between our enterprising people, and will impart a substantial momentum to our relations in all spheres, including trade and investment relations. Thank you, Your Majesty Sultan Qaboos for your exceptional warmth, hospitality and friendship, as also your personal 160

PM Modi in Sultan Qaboos Stadium Muscat, 2018

attention to details, that made my visit to Oman one of the most memorable visits I have undertaken anywhere.”

161

MOU AGREEMENTS (1953-2019)1

No.

Name of MoU/ Agreement

Date & Venue Signatories from of Signature India

Agreement between India and Oman on maritime transport

24/12/2019

Agreement on legal and judicial cooperation in civil and commercial matter

11/02/2018

Agreement on mutual visa exemption for holders of diplomatic, special, service and official passports

MoU on cooperation in the field of health

11/02/2018

MoU on cooperation in the peaceful uses of outer space

11/02/2018

MoU on cooperation between Foreign Service Institute, Ministry of External Affairs, India and Oman Diplomatic Institute

MoU on academic and scholarly cooperation sectors between National Defence College, Sultanate of Oman and the Institute for Defence Studies and Analyses

MoU on tourism cooperation between India and Oman

11/02/2018

Annexure to the MoU on military cooperation

11/02/2018

MoU on military cooperation

22/05/2016

Muscat

Muscat 11/02/2018 Muscat

Muscat Muscat 11/02/2018 Muscat

11/02/2018 Muscat

Muscat Muscat Muscat

Source: Embassy of India, Muscat, Oman. 162

Nodal Ministry from India

Munu Mahawar, Ambassador

Ministry of Shipping

Indra Mani Pandey, Ambassador

Ministry of Law & Justice

Indra Mani Pandey, Ambassador

Ministry of External Affairs

Indra Mani Pandey, Ambassador

Ministry of Health & Family Welfare

Indra Mani Pandey, Ambassador

Department of Space

Indra Mani Pandey, Ambassador

Ministry of External Affairs

Indra Mani Pandey, Ambassador

The Institute of Defence Studies & Analyses (IDSA), Ministry of Defence

Indra Mani Pandey, Ambassador

Ministry of Tourism

Indra Mani Pandey, Ambassador

Ministry of Defence

Manohar Parrikar, Ministry of RM Defence

22/05/2016

MoU on cooperation in maritime issues

MoU on cooperation between Coast Guards of the two countries for prevention of maritime crime

MoU on flight safety information exchange

22/05/2016

Agreement on legal and judicial cooperation in criminal matters between India and Oman

29/10/2014

MOU between India and Oman in the field of manpower

Extradition treaty between India and Oman

Muscat 22/05/2016 Muscat

Muscat

Vice Admiral Sunil Lanba, FOCINC (West)

Ministry of Defence

Indra Mani Pandey, Ambassador

Ministry of Defence

Air Marshal B.S. Dhanoa, Vice Chief Air Staff

Ministry of Defence Ministry of Law & Justice

New Delhi 08/11/ 2008

Vayalar Ravi, Minister of Overseas Indian Affairs

Ministry of External Affairs

26/12/2004 Muscat

Natwar Singh, External Affairs Minister

Ministry of Home Affairs

MoU between the State Audit Institution of the Sultanate of Oman and the Comptroller and Auditor General of India

25/12/2004 Muscat

Natwar Singh, External Affairs Minister

Comptroller and Auditor General of India / Ministry of Finance

Agreement between Oman and India for the avoidance of double taxation and the prevention of fiscal evasion with respect to taxes on income

02/04/1997 New Delhi

MOU between India and Oman in agriculture and allied sectors

05/10/1996 Muscat

Chaturanan Mishra, Minister of Agriculture

Ministry of Agriculture & Farmers' Welfare

MOU between India and Oman in science and technology

05/10/1996 Muscat

Chaturanan Mishra, Minister of Agriculture

Department of Science and Technology

Treaty of Friendship, Commerce and Navigation between India and Muscat & Oman

15/03/1953

Tara Chand, Ambassador of India to Iran

Muscat

163

Central Board of Direct Taxes / Ministry of Finance

Foreign Policy: ‘Mutual Trust and Shared Values’ While Oman has distinguished itself as a player in maintaining strong working relationships with countries across the world, and the Middle East in particular, India follows a policy of non-alignment and friendly relations with all nations. This means both countries share a common policy characterised by independence, pragmatism and moderation. They are also based on purposeful and proactive principles. In recent years, India has pursued a foreign policy that encompasses the ‘Neighbourhood First’ policy embodied by SAARC as well as the ‘Look East’ policy to forge more extensive economic and strategic relationships with other East Asian countries. Moreover, India was one of the founding members of several international organizations—the United Nations, the Asian Development Bank, New Development BRICS Bank, and G-20, widely considered the main economic locus of emerging and developed nations. For Oman, its stable and consistent foreign relations, based on the principles of neutrality, non-interference, and mediation, as outlined by the late His Majesty Sultan Qaboos bin Said, has made the country stand out among other global and regional powers. This was evident in the speech of His Majesty Sultan Haitham after the passing of Sultan Qaboos, when he affirmed: “We will follow the same line as the late Sultan, and the principles that he asserted for the foreign policy of our country, of peaceful coexistence among nations and people, and good neighbourly behaviour of non-interference in the affairs of others.” The principles upon which Omani foreign policy is based are basic precepts that are intimately linked to the country’s history, traditions, geographical location, and its relations with other countries. Since the beginning of Oman’s Renaissance, the Sultanate set about building bridges by extending the hand of friendship, while making determined efforts to play its part in making a better life for the region and the world: The Sultanate of Oman follows the path of dialogue and encourages it. My country’s government supports the values of tolerance, collective action and peaceful coexistence with all. We believe in the principles of justice, equality, good neighbourliness, the rule of law and non-interference in the internal affairs of others. We stress the peaceful settlement of disputes, based on the rules and principles of the UN Charter and international law, as an obligation that we all should honour.2 Sayyid Badr bin Hamad al Busaidi, Foreign Minister, Oman During Indian Prime Minister Narendra Modi’s visit to the Sultanate in 2 Oman Daily Observer. (2020, September 2). 164

February 2018, Oman and India signed bilateral agreements in several fields including security, defence, space, energy, health, tourism and education. In regard to these agreements, India’s External Minister S Jayshankar said: “Signing of an agreement is just a beginning. We do not look at it just as an agreement, it is like a small piece in a mosaic, and the overall picture is that of strategic partnership and of a very trusted relationship between the two countries”3. According to him, each of these different aspects adds texture and depth to this relationship. The bilateral relations between Oman and India have gained momentum and have created many opportunities. Both countries have signed a number of agreements in different fields of cooperation and are presently focused on their implementation: “Whether it is training, exchanges, travel or high level visits, it is on the rise. We are still looking at new areas like technology and its application,” the minister said in an interview to Oman Daily Observer during his visit to Oman in December 2019. He elaborated: We are guided actually in our efforts by what His Majesty Sultan Qaboos told Prime Minister Modi, that the sky is the limit when it comes to our cooperation. This really is what the agreements are all about. We are neighbours across the waters; our relationship is absolutely cordial and very smooth. S Jaishankar, Minister of External Affairs, India India and Oman share a very high degree of trust, based on many years of experience: “There is no obstacle for us to do something. Nobody is pushing us back, and our relationship is growing through the government and a lot of it is growing through the people. No one is pushing us back”. The foreign policy goals and visions of both the countries are very similar and they are supported by each other. Referring to the region, Jayshankar added: “when we look at the world, particularly the region, with its challenges, tensions, frictions and sanctions, to my mind what is most positive is that both India and Oman share a desire to work positively and constructively, with everyone”.

3 Oman Daily Observer. (2019, December 29). 165

Defence and Maritime Security Since the establishment of diplomatic relations, both the governments of Oman and India have placed emphasis on cooperation in defence and maritime issues. The Sultanate was the first country in the GCC to establish defence ties with India in the 1970s4. All the three armed forces of India and Oman conduct regular biennial bilateral exercises. Oman is in fact the only country in the Gulf with which all three services of the Indian defence forces conduct joint exercises5. Both countries conducted joint military exercises in 2006 and subsequently signed a defence agreement. In 2008, New Delhi and Muscat formed a strategic partnership institutionalising biennial naval and air exercises. In addition, the Indian Air Force has been conducting biannual joint exercises with the Royal Air Force of Oman since 2009. Former Indian Defence Minister Manohar Parrikar visited Oman in May 2016, during which, four MoUs pertaining to defence issues were signed: Marine Crime Prevention at Sea, Maritime Coopeartion and Flight Safety information Exchange. The former Indian Defence Minister Pranab Mukherjee’s visit to Oman in 2006 defined India’s focus on developing robust defence ties with Oman, with the view that successful India-Oman economic ties could be replicated in the defence field. Similarly, the visit of former Defence minister A K Antony to Oman in 2010 reiterated India’s emphasis on carving solid defence ties with Oman. Sayyid Badr bin Saud al Busaidi, Oman’s former Minister Responsible for Defence Affairs and Nirmala Sitharaman, India’s former Defence Minister undertook a comprehensive review of bilateral defence cooperation during the former’s visit to India in 2018. They agreed upon a range of measures to enhance defence cooperation between the two countries and prioritised cooperation in maritime security and defence industry for future engagement. Subsiquently in February 2020, Sayyid Badr bin Saud al Busaidi helf comprihensive discussions with Indian Defence Minister Rajnath Singh on the sidelines of DEFEXPO 2020 at Lakhnow. India offers various military courses to Omani defence personnel under the Indian Technical and Economic Cooperation (ITEC) programme6. In January 2017, the Indian and Omani Air Forces conducted a five day joint exercise ‘Eastern Bridge’ in Jamnagar, Gujarat. Later in March, the two armies conducted the second edition of the joint exercise Al-Najah in Bakloh, 4 Cafiero, G. (2016). ‘Oman diversifies allies with closer India ties’. 5 Quamar, M. (2018, June 18). ‘Locating Oman in India’s strategic engagement with the Gulf’. Middle East Institute. 6 Kesnur, S., Mohan, K. & Chatterji, T. (2020). ‘From the times of Meluhha and Magan: A brief overview of India-Oman maritime ties’. 166

Himachal Pradesh. Omani and Indian Army units carried out a joint-training exercise, named ‘Nagah-I’ in Jebel Akhdar mountains in January 2015 to strengthen field skills, improve combat efficiency and enhance coordination in information exchange. Both the nations also share significant defence ties in the form of MoUs for cooperation between Oman’s National Defence College (NDC) and India’s Manohar Parikkar Institute for Defence Studies and Analyses (MPIDSA). This has led to a growing congruence in studies conducted between these two think tanks and has emerged as another pillar of strategic collaboration. In 2005, Oman became the first country in the GCC to initiate a robust defence and security cooperation mechanism with India which was renewed in 2016. In 2010, the Royal Army of Oman was supplied 500 Indian Small Arms System (INSAS) rifles produced in India as per a bilateral defence agreement7. The robust defence and security cooperation between India and Oman was recently underscored by the joint statement issued during the Oman visit of the Indian Prime Minister Narendra Modi. It noted that “The MoU on Military Cooperation…has provided the general framework to strengthen bilateral defence ties.” Further, the two sides “expressed satisfaction at the signing of an annexure to the existing MoU”. They agreed to “provide further impetus to the robust defence relations, including through regular holding of joint exercises by the three defence forces.” Oman and India also expressed “satisfaction at the progress achieved in the ninth round of bilateral Joint Military Cooperation Committee talks.”8

7 The Hindustan Times. (2010, April 22). ‘Oman army all set to use India’s INSAS rifles’. 8 Ministry of External Affairs, Government of India (2018, February 12). ‘India Oman Joint Statement during the visit of Prime Minister to Oman’. shorturl.at/cetBS 167

Maritime Security Maritime security is one of the most important aspects of Oman-India defence and security relations and cooperation in this area has become essential for both countries in safeguarding their waterways. While being one of the original members of IORA (Indian Ocean Rim Association), Oman has also played a central role in Indian maritime strategy and providing berthing rights and replenishments for Indian naval ships. India has benefitted from Oman’s strategic position, with the port of Duqm being a key strategic consideration for India. The port is located on the south-eastern coast of Oman, placing it in a unique strategic position. The Indian Navy has been providing training to the personnel of the Royal Navy of Oman (RNO) in Oman through Mobile Training Teams (MTTs) on an annual basis. Oman is also an important member of the Indian Ocean Naval Symposium (IONS) which was pioneered by India as a regional initiative to discuss and deliberate upon maritime issues between the navies of the region. Omani airports constantly provide fuel and other essential services to the Indian Air Force and the Indian Navy aircraft. In May 2016, India and Oman signed MoUs for cooperation in the field of maritime security and coastal security with a focus on joint training and regular interactions among its officials9. The maritime relations took a step forward when both countries signed a Maritime Transport Agreement on December 24, 2019 during Jaishankar’s

Munu Mahawar and Said bin Hamdoon al Harthy signing the Maritime Transport Agreement, 2019

9 Press Information Bureau, Ministry of Defence. (2016, May 22). ‘Defence Minister Manohar Parrikar visits Oman’ 168

visit to the Sultanate. The agreement – the first of its kind with any Gulf country – enables India to expand its footprint in the western Indian Ocean, the Persian Gulf and East Africa10. The agreement was signed by Said bin Hamdoon al Harthy, Undersecretary of the Ministry of Transport for Ports and Maritime Affairs and Munu Mahawar, Ambassador of the Republic of India to the Sultanate. The agreement also calls for joint projects in maritime transport, shipbuilding and ship repair, ship recycling, maritime training, Marine Information Technology applications including simulation development, port facilities and related marine activities. It also lays the foundations for cooperation in the field of maritime transport and ports in order to develop, facilitate and regulate commercial marine transport and achieve common development that serves both countries. The agreement also aims to facilitate the exchange and training of employees and students from various marine institutions, such as marine educational institutions, as well as the exchange of information necessary to accelerate and facilitate the flow of commercial goods between the two countries and encourage cooperation between commercial fleets. The Sultanate provides continuous support to Indian naval vessels to which India attaches much importance in terms of anti-piracy operations near the Arabian Peninsula and Horn of Africa. Regular Hydrography exchanges have resulted in the training of RNO officers in Indian Navy hydrography schools as well as a hydrographic survey of Oman by IN Survey ship.11 Exercise Naseem-Al-Bahr (Sea Breeze) is a naval exercise between the Indian Navy and the Royal Navy of Oman (RNO) which has being conducted since 1993. The 12th edition was conducted in Mormugao Port, Goa, in January 2020. Indian naval ships INS Beas and INS Subhadra and RNOV Al Rasikh and RNOV Khassab came to Goa for the harbour phase followed by the sea phase, off the Goa coast. Similarly, exercise Al-Nagah (Success) is an army exercise conducted between India and Oman, and exercise Eastern Bridge is an exercise that is held between the Air Forces of India and Oman. In recent years, India and Oman have been cooperating in ensuring maritime security in the Indian Ocean Region. Since 2008, the Indian Navy has been supported by Oman in its anti-piracy deployments in the Gulf of Aden, and Indian naval ships are welcomed by Oman for Over Seas Deployments (OSDs) and Operational Turn Arounds (OTRs). In particular, Salalah has been the most preferred OTR destination of Indian Navy ships involved in counter-piracy patrols. This gives a unique historical continuity to the ancient links that existed when Dhofar was a bustling port having links with many Indian ports. 10 Oman News Agency, December 24, 2019. 11 https://hydrobharat.gov.in/international-co-operation/accessed 03 Nov 20 169

Oman and India have often celebrated their millennia-old maritime links with various projects recreating historical journeys. A joint sailing of the Royal Navy of Oman and the Indian Navy was conducted in November 2015 to commemorate the 60th anniversary of Indo-Omani diplomatic ties. RNO’s sailing vessel Shabab Oman along with the Indian Navy Sail Training Ship Tarangini undertook the voyage from Muscat to Kochi, tracing the ancient trade route between India and Oman.

Oman-India joint naval sailing excercise, 2019

170

His Majesty Sultan Qaboos bin Said receiving the credentials of Ambassador Nirmaljeet Singh as India’s first Ambassador to the Sultanate, 1973 Picture courtesy: Indian Embassy, Muscat

Tara Chand and Neil Innes exchanging India-Oman treaty of friendship, Commerce and Navigation, 1953 © Vimal Purecha

171

Indira Gandhi made a transit halt at Seeb International Airport. She was received by Sayyid Thuwainy, 1976 Picture courtesy: Indian Embassy, Muscat

HH Said Shihab bin Faisal on board INS Cauvery © Vimal Purecha

172

His Majesty Sultan Haitham bin Tarik, the then Minister of Heritage and Culture, meeting E Ahamed, 2004 Picture courtesy: Indian Embassy, Muscat

His Majesty Sultan Qaboos bin Said receiving K Natwar Singh, External Affairs Minister of India, 2004 Picture courtesy: Indian Embassy, Muscat

173

Sushma Swararj meets Sayyid Fahad bin Mahmood, 2015

Manu Mahawar meets HH Sayyed Theyazin bin Haitam bin Tarik, Minister of Culture, Sports and Youth, 2020

174

His Majesty Sultan Haitham bin Tarik receiving condolences from Mukhtar Abbas Naqvi, Minority Affairs Minister of India on the demise of His Majesty Sultan Qaboos, 2020

Manu Mahawar meets HH Sayyed Assad bin Tarik, Deputy Prime Minister, 2019

175

Air Vice Marshal Matar bin Ali al Obaidani, Commander of the Royal Air Force of Oman, receiving Air Chief Marshal Rakesh Kumar Singh, Chief of the Air Staff in India, 2019

Air Vice Marshal Matar bin Ali al Obaidani, Commander of the Royal Air Force of Oman, receiving the IAF momento from Air Chief Marshal B S Dhanoa, Air Force Station Jamnagar, 2017

176

Indian Admiral Robin Dhowan receiving Omani Rear Admiral Abdullah bin Khamis al Raisi, Commander of the Royal Navy of Oman, New Delhi, 2015

Admiral Sunil Lanba, Chief of the Naval Staff in India, visiting the Sultan’s Armed Forces Museum, 2017

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PART 4

Trade and Commerce

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Introduction The economic and commercial relations between India and Oman are robust and buoyant. Bilateral trade during FY 2019-20 was approximately US$ 6 billion. Investment flows, both ways, have been robust, as reflected in numerous joint ventures, established both in India and Oman. There are over 4100 India-Oman joint ventures in Oman with estimated investment of over US$ 7.5 billion1. Indian companies have emerged as leading investors in Oman, particularly in Suhar and Salalah Free Zones. This section deals with bilateral trade, investment opportunities and sectoral discussion of the most important areas of India-Oman trade cooperation. Both India and Oman accord high priority to strengthening economic and commercial relations between the two countries. Economic cooperation between India and Oman is reviewed through the institutional mechanism of India-Oman Joint Commission Meeting (JCM). Traditionally, meeting of India-Oman Joint Business Council (JBC) also takes place parallel to JCM and serves as a platform for interaction between captains of industry in India and Oman. The last meetings of JCM (8th session) and JBC (9th session) were held from 16 to 17 July, 2018 in Muscat, co-chaired by Suresh Prabhu, the former Minister of Commerce & Industry and Civil Aviation (CIM), and Ali al Sunaidy, former Omani Minister of Commerce & Industry. The JCM afforded an opportunity to review the entire gamut of bilateral economic relations between India and Oman. A number of new areas for cooperation were identified during the discussions such as food security, space cooperation, minerals and mining. The nineth session of JCM was held virtually in October 2020. Key existing agreements and MoUs relating to bilateral economic cooperation between India and Oman cover Legal and Judicial Cooperation in Civil & Commercial Matters, Avoidance of Double Taxation, Oman-India Joint Investment Fund (OIJIF), cooperation between the State Audit Institution of Oman and the Office of the Comptroller and Auditor General of India, cooperation in the fields of Tourism, Health, Peaceful use of Outer Space, Science & Technology, Civil Aviation and Agriculture. The Agreement on Maritime Transport between India and Oman was signed during the visit of External Affairs Minister of India to Oman from 23 to 25 December 2019. Oman-India Bilateral Trade India is among Oman’s top trading partners. Oman was India’s 39th largest trade partner and 36th largest export market in the world in FY 2018-19. For Oman, India was the 3rd largest (after UAE and China) source for its imports 1

The Embassy of India in Oman: https://www.indemb-oman.gov.in/ 179

and 3rd largest market (after UAE and Saudi Arabia) for its non-oil exports in 2018. India was the source of about 4.40% of Oman’s total imports and destination of about 10.21% of Oman’s total non-oil exports in 2018. India imported 6.90% of Oman’s total oil exports in 2018. Bilateral trade witnessed a decline in 2014-15 and in 2015-16 on account of fall in oil prices. During FY 2016-17, bilateral trade improved and reached above US$ 4 billion. During FY 2017-2018, bilateral trade saw exponential growth and reached US$ 6.7 billion, registering a 67.5% increase over FY 2016-17. The main reason for this hike in bilateral trade was a recovery in oil prices and import of higher quantities of oil by India from Oman. During FY 2018-19, bilateral trade stabilized at US$ 5.003 billion and it has seen an upward trend during 2019-20 reaching US$ 5.93billion. Volume of trade (2012-2020) Values in US$ million (Source, DOC, MOCI) Financial Year

India’s export to Oman

India’s Imports from Oman

Total Bilateral Trade

Growth in bilateral trade (%)

2012-13

2599.49

2009.72

4609.21

-1.26

2013-14

2812.27

2951.18

5763.45

25.04

2014-15

2,379.44

1,752.24

4,131.69

-28.31

2015-16

2,190.86

1,673.00

3,863.86

-6.48

2016-17

2,728.30

1,674.71

4,018.79

3.97

2017-18

2,439.46

4,264.29

6,703.76

67.5

2018-19

2,246.31

2,757.60

5003.91

-25.36

2019-20

2261.81

3669.33

5931.14

18.53

Main items of India’s exports to Oman: Mineral fuels, mineral oils and products of their distillation, articles of iron and steel, cereals, machinery and mechanical appliances, electrical machinery & equipment, rice, iron & steel, organic chemicals, in addition to traditional export items like tea, coffee, spices, dairy produce, articles of apparel, meat and other food items. Main items of India’s imports from Oman: Petroleum oils and oils obtained from bituminous minerals crude, Liquefied Natural Gas, petroleum gases and other gaseous hydrocarbons, mineral or chemical fertilizers (nitrogenous), salt, sulphur, earths and stone, plastering materials, gypsum, lime and cement, 180

urea, crude oil (through spot purchase), aluminium, iron & steel, cement, asbestos, mica and organic chemicals like ores, slag and ash. Potential for enhancing bilateral trade: India and Oman, given the advantage of proximity, connectivity and familiarity with each other’s markets, have great potential for enhancing bilateral trade. Some commodities with scope for more trade with Oman, as identified by Department of Commerce of India, include petroleum products, gems & jewellery, engineering products, pharmaceuticals, cement & ceramic products and products of chemicals & allied products. The Indian Embassy has been encouraging Indian businesspersons to do more business with Oman in sectors with untapped potential like renewable energy, engineering goods, power equipment, minerals and mining, IT and pharmaceuticals. Oman – India bilateral investments Investment flows, both ways, have been robust, as reflected in numerous joint ventures, established both in India and Oman. According to Oman’s Ministry of Commerce and Industry, there are over 4100 Indian enterprises and establishments in Oman with an estimated investment of over US$ 7.5 billion. Data from Department of Industrial Policy & Promotion (DIPP) shows that the cumulative foreign direct investment inflows from Oman from March 2019 to April 2000 is US$ 502 million. Indian investments Indian firms have invested heavily in Oman in various sectors like iron and steel, cement, fertilizers, textile, cables, chemicals and automotives. Indian entities comprise the largest foreign investors in Suhar, with an estimated total Indian investment of over US$ 2 billion in projects from Larsen and Toubro, Jindal Shadeed Iron & Steel, Indsil Ferrochrome, Metkore Alloys & Industries, Moon Iron & Steel Company and SV Pittie Suhar Textiles. Recently, Suhar Port and Freezone and Madhav Surfaces (a JV between Al Khanjar Commercial Agencies, a subsidiary of Khimji Ramdas and Madhav Ashok Ventures Private Limited based in India) signed a land lease agreement for establishment of a quartz manufacturing plant with total investment of US$ 10 million. In Salalah, Indian investments are in manufacturing projects like TVS Chennai’s Dunes Oman LLC (automotive), Oswal Group’s Saltic FZCO (chemicals), Hind Aluminium (cables), Kailash Group’s guar processing unit, Nagarjuna Fertilizer plant, Future Bio Organics, Deepak Nitrate and Petiva Sugar factory. In Duqm Special Economic Zone also, an Indo-Oman JV Sebacic Oman has undertaken a US$ 62.7 million project for setting up the largest Sebacic acid plant in Middle-East. ‘Sky Line Duqm’ a tourism complex project in Duqm, worth US$ 748 million on completion, has also been undertaken by the same Indian company. 181

In addition, L&T, Jindal, EPIL, Shapoorji Pallonji, Shriram, Aditya Birla Group, Nagarjuna Construction Company, Simplex and KEC International are some of the well-known Indian companies which have been executing various projects in Oman. Indian firms have gained a reputation for excellence in sectors like construction and engineering, waste management, logistics, manufacturing, finance and capital, software solutions, communications and oil and gas. Indian financial institutions such as State Bank of India, Bank of Baroda, HDFC Ltd and ICICI Securities operate in Oman. Public sector undertakings such as Air India, Air India Express, Life Insurance Corporation (LIC), New India Assurance Co., Telecommunications Consultants India Ltd. (TCIL), Engineers India Ltd. (EIL), Engineering Projects India Limited (EPIL), Bharat Electronics Limited (BEL) and National Building Construction Company (NBCC) have presence in Oman. Joint investments Oman-India Joint Investment Fund (OIJIF) is a 50-50 Joint Venture between State Bank of India and State General Reserve Fund (SGRF) of Oman, the main sovereign wealth fund of Oman. It was set up in July 2010 as a special purpose vehicle (SPV) to invest in India. OIJIF commenced its operations in 2011 with initial seed capital of US$ 100 million which was fully invested across seven Indian companies from diversified sectors (i.e. Solar Industries, ING Vysya Bank, HBL Power Systems, Indus Teqsite, GSP Crop Science, NCDEX and SSIPL). OIJIF has launched Fund II in 2017 with a target corpus of US$ 300 million and has announced first closure at US$ 220 million. The Tranche II capital raised has so far been invested across five companies viz. Divgi TorqTransfer Systems (automotive industry), Annapurna Finance Pvt. Ltd. (microfinance), Stanley Lifestyles (luxury furniture space) and PNB Metlife (life insurance) and most recently (November 2019) in Capital Small Finance Bank in Punjab with an investment of RO 4.5 million (Rs. 84 crores). Oman Oil Company, an Omani public sector company, has 26% stake in Bharat Oman Refineries Limited (BORL) which owns and operates Bina Refinery, India’s largest oil refinery. With its production unit in Sur, Oman India Fertilizer Company (OMIFCO) is a US$ 969 million joint venture between Oman Oil Company (50% stake) and IFFCO (25% stake) and KRIBHCO (25% stake) of India. The plant has the capacity to produce 1,750 tonnes a day of anhydrous ammonia from two ammonia plants and 2,530 tonnes a day of granular urea from two urea plants. Government of India had a long-term Urea Off Take Agreement (UOTA) with OMIFCO to lift its entire production of urea. The Omani Ministry of 182

Energy & Minerals supplies the gas as feedstock, at below market price, under a long-term Gas Supply Agreement (valid upto 2025) with OMIFCO. Joint meetings and visits Economic cooperation between India and Oman is reviewed through the institutional mechanism of India-Oman Joint Commission Meeting (JCM). Its 9th session, held through a virtual platform on 19 October 2020, was cochaired by Qais bin Mohammed al Yousef, Minister of Commerce, Industry and Investment Promotion of the Sultanate of Oman and Hardeep Singh Puri, Indian Minister of State for Commerce and Industry. The meeting, not only reviewed the recent developments in trade and investment ties but also reaffirmed the commitment to expand the bilateral trade and encourage businesses to invest in each other’s country in order to realize untapped potential in the commercial and economic relationship2. Both sides, among other things, agreed to cooperate in areas of Agriculture & Food Security, Standards & Metrology, Tourism, Information Technology, Health & Pharmaceuticals, MSMEs, Space, Civil Aviation, Energy including Renewable Energy, Culture, Mining, and Higher Education. They also reviewed the progress of prospective Memorandum of Understanding (MoUs) in the field of mining, standards and metrology, financial intelligence, cultural exchange, and information technology, and agreed to conclude them expeditiously. Both sides also agreed to expedite their internal procedures for signing and ratification of the protocol amending India-Oman Double Taxation Agreement and conclusion of the India-Oman Bilateral Investment Treaty. Traditionally, a meeting of India-Oman Joint Business Council (JBC) also takes place parallel to JCM and serves as a platform for interaction between captains of industry in India and Oman. In the JBC held on the same day, both countries agreed to expedite their internal procedures for signing and ratification of a protocol to amend the bilateral double taxation agreement and conclusion of an investment treaty. A statement issued after the meeting said: Both sides also agreed to expedite their internal procedures for signing and ratification of the protocol amending India-Oman Double Taxation Agreement and conclusion of the India-Oman Bilateral Investment Treaty.3

The Embassy of India in Oman: www.indemb-oman.gov.in

Press Trust of India. (2019, October 19) 183

Indian business delegations, coordinated by various Indian Chambers, regularly visit Oman to participate in trade exhibitions like BIG Show, Infra Oman, COMEX, IMTEC, Oman Health Exhibition & Conference, Oman Food & Hospitality Exhibition, Mineral and Mining Exhibition and Oil and Gas West Asia. Similarly, Omani business delegations also visit India to participate in exhibitions related to sectors like Health, Food, Ceramics, IT and Electronics. To facilitate interactions and tie-ups between business communities of India and Oman, the Indian Embassy regularly organizes various sector-specific Business-to-Business Meetings. The Embassy also organizes ‘India Business Forum’ regularly and an annual ‘Invest in India’ Seminar. The Embassy also organizes events aimed at promotion of tourism and medical tourism to India. Officials, economists and experts familiar with Oman-India relations are of the opinion that trade and investments between the two countries will remain strong because of the ability of both nations to fulfil the needs of the other. During a meeting on Oman-India Investment on 29 September 2019 in Muscat, Hilal bin Hamad al Hasani, Chief Executive Officer of the Public Establishment for Industrial Estates, which is now known as Madayn, said: Oman and India enjoy long-term official, friendly, historical, cultural, and economic relations. The industrial scene in Oman is seeing dynamic investment activity from the Indian investors. In fact, the Indian investors are among the top three nationalities investing in Madayn’s various industrial cities across Oman. The industrial scene in Oman is seeing dynamic investment activity from the Indian investors.4 With the aim of boosting Oman-Indian investment ties, Madayn has set up a representative office in India to promote Oman and Madayn as an attractive destination for investments. Madayn was established in 1993 to ensure continued success and development of the industrial sector in Oman. Today, it manages and operates seven industrial cities in Suhar, Raysut, Nizwa, Sur, Al Buraimi, Al Rusayl, Samail, in addition to the Knowledge Oasis Muscat and Al Mazunah Free Zone. Yahya bin Said al Jabri, during his tenure as chairman of the Special Economic Zone Authority at Duqm (SEZAD), during the Oman-India Investment webinar on July 28 2020, commended the commercial and investment cooperation between the Sultanate and India and the historical relations between the two nations, explaining that trade between both countries flourished in the recent years in a number of areas, most notably in healthcare, agriculture and trade. 4 ‘Madayn lures Indian companies’. (2019, September 30). Construction Week. 184

He said: I strongly believe that there are a number of opportunities, which our Indian counterparts can potentially leverage within the Special Economic Zone at Duqm. I am confident that this event will serve as a platform for the ongoing business relationship between our two nations, as it is indeed a long-standing relationship with interrelated interests and mutual friendship.5 Nasima al Balushi, Director General for Investment and Export at Ithraa, (Oman’s inward investment and export development agency, which was dissolved in August 2020 and is now part of the Ministry of Commerce and Industries) said that Omani companies would continue to invest in industries such as food processing, energy, infrastructure, tourism, fisheries, mining, and manufacturing in India. Al Balushi said: The appetite to explore India is there. The number of Omani companies participating in recent trade missions to India is testament to that and we certainly have the business experience and expertise to contribute to India’s continued economic success. Oman has an outstanding reputation in manufacturing, fisheries, tourism, logistics, mining and of course, in oil and gas. We’re also home to a sizeable Indian diaspora – these are just some of the qualities that make the Sultanate an attractive destination for Indian investors. And from an export perspective, India offers Omani firms a large, high-growth market. There is so much potential waiting in so many areas. We look forward to taking discussions to the next stage and welcoming Indian firms to Oman.

Oman News Agency. (July 28, 2020). 185

Oman as an investment destination6 Although the oil sector has underpinned expansion of Oman’s economy over the past decades and accounted for almost two-thirds of total goods exports and one-third of GDP in the recent years, in early 2016, Oman introduced its National Program for Enhancing Economic Diversification – also known as Tanfeedh – to shift its economy away from oil towards a sustainable, innovation, and knowledge-based economy. Tanfeedh was a government initiative aimed mainly at linking the strategies of the main vital sectors of Manufacturing, Tourism, Transport & Logistics, Mining and Fisheries to each other in order to diversify the national income resources and fulfill the objectives of the Ninth Five Year Development Plan 2016-2020. The Oman Government considers diversification as one of the main objectives for the achievement of the vision for Oman’s economy. To achieve this objective, the government is making all-out efforts to provide appropriate conditions. The diversification strategy focuses on three core areas: 1. Attracting foreign capital and expertise into non-oil, export-oriented sectors through a combination of regulatory reforms and infrastructure investments. 2. Capitalising on Oman’s geographic advantage to develop into a regional logistics hub. In addition to boosting the domestic ports and logistics industry, the government hopes this will create positive spillovers to other domestic industries. 3. Enforcing local employment and procurement requirements on foreign firms. In so doing, the government hopes that rising profits in exportoriented sectors will permeate across domestic-focused industries such as retail and real estate. Investment plays a major role in all developing economies as it drives its dynamic basics of growth, development, and structural changes. Despite the prevailing economic, political and social circumstances at the time of the Omani Renaissance in 1970, the intensive programmes on investment during the past five decades have been able to transfer the oil revenues to a developed economic and social infrastructure, essential for leading sustainable development. The First Development Plan of Oman stated: “Working on finding a new national income that supports oil revenues and supersedes it in the future, the Sultanate deems it essential that it develops its 6

Information for this section has been taken from personal interviews with the stakeholders who have been referenced within the text. 186

non-oil exports and achieves the benefits expected from contacting the world through multinational network by opening new markets for Omani products”7. Initiatives such as the Invest Easy and Invest in Oman portals and the New Foreign Capital Investment Law, Public-Private Partnership Law, Privatisation Law, and Bankruptcy Law, are helping Oman become a leading destination for Foreign Direct Investments (FDI) and prepare for a world without oil. They also represent the cornerstones of a new legislative and regulatory framework that effectively catapults Oman into a league of investorfriendly nations of the world. Promulgated by Royal Decree 50/2019, the New Foreign Capital Investment Law encourages FDI by providing several incentives to investors including 100% foreign ownership, reduced capital requirements, competitive lease rates in specific locations, allocation of real estate property for long-term lease, and tax incentives and customs duty exemptions. The law also provides foreign investors with the same rights and benefits as Omani business owners. Foreign investors are particularly attracted by the fact that Oman taxes corporate earnings at 15% and has no personal income or capital gains tax. The government is also willing to offer additional incentives on a case-by-case basis and for certain types of companies established in recognized industrial estates and free trade zones. The New Foreign Capital Investment Law, along with other new statutes, are critical to the Omani government’s goal of diversifying the economy, as well as attracting much-needed foreign capital into the country. Furthermore, they will have a positive impact on Oman’s goals to obtain favourable ratings from international credit ratings agents, as well as secure a better ranking from the World Bank in its Ease-of-Doing-Business Index. They also represent the cornerstones of a new legislative and regulatory framework that effectively catapults Oman into a league of investor-friendly nations of the world. Importantly, all five new laws are essentially interlinked and integral to the goal of driving foreign investment inflows into the Sultanate.

Open Oman. http://open-oman.com/ 187

Double Taxation Avoidance Agreement (DTAA)1 On 3rd June 1997, India and Oman entered into avoidance of double taxation and the prevention of fiscal evasion with respect to tax on income, popularly known as double taxation treaty. An individual can avoid being taxed twice by utilizing the provisions of the double taxation avoidance treaty. India has signed a comprehensive agreement which covers all types of income. There was strong evidence from both the sides that there was an intention to create strong business relations. The present applicable tax rate as DTAA between Oman and India is 10%. Income types under DTAA Under the Double Tax Avoidance Agreement, Non Resident Indians (NRI) do not have to pay tax twice on income earned from:

• Services provided in India

• Salary received in India

• House property located in India

• Capital gains on transfer of assets in India

• Fixed deposits in India

• Savings bank account in India

If income from these sources is taxable in the NRI’s country of residence, they can avoid paying taxes on it in India by availing the benefits of DTAA. DTAA methods The benefit of DTAA can be used by two methods: •

Tax credit: Tax relief under this method can be claimed in the country of residence.

•

Exemption: Tax relief under this method can be claimed in any one of the two countries.

1 Contributed by Jose Chacko, tax specialist

188

Why is Oman an investment destination? Strategic Location

Political Stability

Economic Stability

Investor Friendly Laws

Untapped resources

Transparency

Excellent infrastructure

Tax exceptions

Foreign business ownership

No personal taxation

Capital and profit repatriation

Double taxation treaty

Custom exceptions

Confessional power

Presence of export credit guarantee mechanism

Invest easy arrangements

Real estate ownership

Non-oil revenue streams

Strong bilateral relations with other countries

Allows public private partnerships

Credit: Jose Chacko

Azzan al Busaidi, the former CEO of Ithraa8, during the ‘Oman-India Investment Webinar’ in July 2020, observed: Oman has many attributes that make it a favourable investment destination. Its economy is resilient, the country enjoys great connectivity, the infrastructure is world-class, and the access offered to markets is something we are proud of. While we have a limited market compared to the Indian subcontinent, businesses operating from Oman – whether from the special economic zones or free zones or indeed from any part of the country in general – enjoy access to markets that are home to an estimated two billion consumers across India, parts of Asia adjacent to Oman, as well as the Arabian and East African markets9. There is also the government’s nationwide digitalization drive, a central pillar of the Oman Vision 2040 and the national diversification strategy. One of the leading digital initiatives taken by the Ministry of 8 Ithraa – Oman’s inward investment and export development agency was dissolved in August 2020 and is now part of the Ministry of Commerce and Industries. 9 Oman Daily Observer. (2020, December 8). 189

Commerce and Industry and Investment Promotion to streamline the process of setting up a business in Oman is ‘Invest Easy’, an online portal that enables businesspeople and investors to get the business procedures done easily in a short time. Its main purpose is to provide citizens, entrepreneurs, and prospective investors with the services and information they need efficiently. Much progress has been made in the integration of various government agencies into the ‘Invest Easy’ system helping reduce the time required to start a business. Further, applications for labour permits for expatriate labour are being processed within three days as opposed to several weeks, prior to the integration. Significantly, all of the government ministries and agencies that have stakeholders in the overall licensing process are now integrated into the ‘Invest-Easy’ portal. These include the Ministry of Commerce, Industry and Investment Promotion, Public Authority for Civil Defence and Ambulance, Ministry of Labour, Ministry of Heritage and Tourism, Tax Authority, Environment Authority, Ministry of Transport, Communications and Information Technology, Ministry of Agriculture, Fisheries and Water Resources, and Public Authority for Special Economic Zones and Free Zones in addition to the municipalities of Muscat, Suhar and Dhofar. Free Zones The Sultanate has the infrastructure that encourages and facilitates national and foreign investments in the country. Its geographical location that overlooks international and regional sea lanes, along with the existence of Omani ports open new horizons for investment and free trading. Moreover, the Sultanate is characterized by its stable economy, strong infrastructure, and qualified human resources that guarantee the ease of investment in Oman. This is in addition to the regulations issued to support the open economic direction and encourage foreign investments, which are gradually increasing with the Sultanate’s engagement in international trade organizations and Free Trade Agreement with The United States of America. Within the framework of economic diversification based on exports, the Sultanate aims at the usage and industrialization of its natural resources. These efforts resulted in signing agreements to establish some big industrial projects with the partnership of foreign capital such as polypropylene, urea and ammonia, methanol, and aluminum smelter, steel and iron projects besides other projects such as fertilizers project in Sur, and many other giants in oil and gas. Stressing on the importance of economic diversification and magnifying the benefit of the strategic position of the Sultanate, besides the consideration of 190

the benefits gained from foreign investment, the government has adopted the idea of establishing some free zones in different parts of the Sultanate. These free zones are: 1. Suhar Industrial Port 2. Suhar Free Zone 3. Salalah Free Zone 4. Salalah Port 5. Al Mazunah Free Zone 6. Musandam Free Zone All these areas offer many incentives to foreign businesses. In addition to the no-duty charges on goods, some of them offer tax incentives such as 10 years of no corporate tax. In some situations there is a tax exemption for up to 50 years. Free zones also require no startup capital. A foreign company can register a free trade entity and own 100% of it. Rent of warehouses is very competitive and expedited licensing processing is also available in some of these zones. Some of these areas also require only a minimum of 10% of the employees to be Omani nationals. In addition to the Free Zones, there are also what are termed ‘economic areas’ such as the Knowledge Oasis Muscat and seven industrial areas. Three more industrial areas are under construction. The economic and industrial areas offer foreign investors many incentives to do business in Oman. Some offer similar incentives to those offered by the free zone areas. The Public Establishment for Industrial Estates – now called Madayn – with an integrated economic system that seeks to achieve global reach through constructing and operating advanced business environment, has set up seven industrial cities throughout the Sultanate. It’s offers include tenants incentives, renewable lease period on land and facilities, the right to sell or lease buildings on the leased land, the right to involve new partners in the lease contract, exemption from tax on net profit for a period of five years for industrial projects and exemption from Customs duties and taxes on production input. The objectives of Madayn include attracting foreign investments to the Sultanate and localizing the national capital, contributing to stimulating the private sector to achieve sustainable economic and social development, achieving environmental sustainability and contributing to the creation of new job opportunities for the national cadres. The principal endeavour of Oman’s massive investment initiative is in Duqm, located approximately 550 km to the south of Muscat in the Al Wusta region. The Special Economic Zone Authority Duqm (SEZAD) is responsible for the development of the 191

zone. Today, Duqm is shaping up to become a smart city. SEZAD plays a central role in steering the project down the correct course of development toward a sustainable portfolio of economic diversification that can serve as the model and foundation for the future of Oman by attracting investors from a variety of sectors. Due to its high priority as the flagship project for economic transition in the Sultanate, the Government of Oman is committed to assuring that Duqm developments do not slow down due to a lack of access to financial backing. Former chairman of Special Economic Zone, Yahya bin Said al Jabri stated in his comments in Duqm, a publication devoted to highlight the activities in this new growth pole: We are leaving no stone unturned in boosting investments into Duqm, while pressing ahead with our efforts to keep the Duqm SEZ firmly in the spotlight as an attractive destination for investments. We have full support from every ministry because we all want to meet the vision of His Majesty to put Duqm Special Economic Zone on the map10. Apart from its potential as a manufacturing zone, Duqm is also blessed with the requirements of a promising tourist destination. Scenic landscape and beachfronts, geo-parks and a rich birdlife have made Duqm a haven for adventure tourists and nature lovers. Adding to this appeal are the invigorating southwest monsoon winds that limit daytime temperatures to the low 30s, even in summer. Conceived as a business-friendly and investment-ready destination, Duqm SEZ has been primed to cater to the needs of domestic and international investors. To this end, the SEZ’s regulatory policies have been structured to offer a differentiated approach designed to attract, retain and grow firms and to support their business needs. Hassan bin Khamis al Ruqaishi, chairman of Real Estate Development and Construction Committee at Oman Chamber of Commerce and Industry, said in his comments in Duqm: The Special Economic Zone at Duqm is full of different investment opportunities in the real estate sector, offered with simple procedures and clear information to attract individuals to invest in Duqm. I believe what we have seen during the visit is a testimonial for the promising growth, which will be witnessed in the Zone over the next five years. Its geographical location is at the heart of Duqm’s appeal as the Middle East’s most promising industrial and economic hub. Situated far outside the Straits 10 Duqm. (2015). https://www.duqm.gov.om/upload/publications/newsletter_02_2015_ en.pdf 192

of Hormuz, the SEZ lies within proximity of international shipping lanes serving Upper Arabian Gulf and East-African trade. Growing numbers of international investors are now looking to leverage the excellent connections that Duqm enjoys by air, land and sea to access regional and global markets. Duqm’s proximity to the markets of the Gulf, Asia and Africa makes it an attractive investment and logistics destination, supplemented by its worldclass infrastructure, maritime port and ship repair yard. A favourable investment and regulatory regime also underpins this appeal. The growth of industries in the SEZ will open up Duqm to inflows of copious varieties and quantities of raw materials, semi-finished goods and components and intermediate products, effectively paving the way for an upsurge in logistics related investments and activities. Lee Chee Kian, former CEO of the Special Economic Zone said in his comments to Oman Daily Observer: Duqm as the new centre of gravity for industry and maritime trade in the region, coupled with Oman’s geopolitical characteristics as a politically stable and safe nation, lend it immense competitive advantage that investors can leverage to access huge markets in the Middle East, Indian subcontinent and East Africa. This is the essence of Duqm11. In January 2020, the ‘Invest in Duqm’ roadshow was held in the Indian capital, New Delhi, which generated significant interest from the local business community. Shaikh Hamad bin Saif al Rawahi, the Sultanate’s Ambassador to India, noted that the ‘Invest in Duqm’ seminar exemplified the common desire of the two countries to strengthen economic relations between them. The visit of Indian Prime Minister Narendra Modi to the Sultanate in February 2018 has also contributed to strengthening these relations. Munu Mahawar, Indian Ambassador to Oman said at a webinar in July, 2020: The Special Economic Zone at Duqm enjoys a number of investment characteristics and I’ve seen the remarkable growth and development in the Zone during my visit. The Sultanate is taking a serious endeavour to establish giant projects in Duqm and the infrastructure is great. A number of prominent infrastructure projects are either in advanced stages of development or are already in operation in 2020. Notable is the Port of Duqm, which is gradually making the transition from early operations to full-fledged commercial operation. Oman Drydock and Duqm Airport are in full operation as well. So are a number of high-end hotels and hospitality properties. The world’s eyes are now riveted on the Duqm Refinery and Petrochemicals 11 Oman Daily Observer. (2020, January 21). 193

project — a mega scheme that will put Duqm firmly on the global map when it comes on stream in 2024. Construction work on the massive venture is well under way with tens of thousands of workers, employed by a plethora of contractors, currently at site. It will be one of the growth engines for the Special Economic Zone, providing development opportunities for new projects that will directly and indirectly interface with the refinery. In addition, a major fisheries port and industrial fisheries complex under development in the SEZ augurs well for the growth of large-scale fisheries and processing activities in Duqm. To supplement sources of feedstock for fish processing plants, there are aqua farming activities at key locations along the Al Wusta coastline. As investment inflows into Duqm has begun to pick up, the demand for a wide range of soft services, notably banking and insurance, catering and entertainment, health care and other industries will proliferate as well. At some point, Duqm will have its own university as well, with a dedicated R&D component to support the needs of local industries. On the other hand, the port city of Suhar, which has always been Oman’s maritime and commercial outlet to the Gulf and the Indian Ocean, is currently experiencing significant investment and economic shifts, making it the focus of attention to many local and international investors and businessmen. The Omani government has paid special attention to Suhar, and placed it in the priorities of the future plan of the Omani economy, especially its ambitious strategy for the diversification of the national economy. Omar al Meherzi, Chief Executive Officer, SOHAR Freezone said in his comments: Today, SOHAR Freezone is home to 44 industrial projects in various sectors such as metals, petrochemicals and food industries. It has witnessed an increase in the number of companies occupying the warehouses and offices that is part of the package of innovative solutions offered to the investors12. SOHAR Port and SOHAR Freezone are within easy reach of the booming economies of the Gulf and the Indian subcontinent while avoiding the additional cost of passing through the Strait of Hormuz. Companies in Suhar can target India, the Middle East, China and South East Asia while enjoying direct access to Abu Dhabi, Dubai, Al Ain and Muscat, as well as the biggest consumer market in the region, Saudi Arabia. Port of SOHAR and SOHAR Freezone is currently home to logistics, petrochemicals, metals, automotives and food clusters that feed downstream industries with iron, steel, plastics, 12 Asyad. (2020, July 1). ‘Sohar & Salalah free zones attract over 120 investiment projects worth RO 3.7 billion by end of 2019’. 194

rubber, ceramics, and chemicals, among other materials. In line with the Sultanate’s Logistics Strategy and Oman 2040 Vision to attract local and foreign investments and to develop an integrated logistics system allowing local products to reach international markets, ASYAD Group, the new integrated logistics provider in the Sultanate, is working, in cooperation with the relevant government entities, towards improving the competitive advantage of the Sultanate’s free zones. SOHAR Freezone encourages investors to benefit from the integrated logistic system of the Port and the Free Zone. They also target the manufacturers who consider their proximity as a key value proposition to reach their consumer markets regionally. According to Sasikumar Moorkanat, CEO of the US$ 300 million Moon Iron & Steel Co. SAOC in Suhar, Oman has created an appealing environment for foreign investors looking to invest in manufacturing. He states: “Availability of a full range of utilities to support their operations is what an investor will look at before venturing into establishing any project, especially in the manufacturing sector. Reliable utilities supply will help save on operating costs thereby allowing industries to focus on their core businesses. Oman ensures availability of all utilities including gas, power and water, that too, at competitive prices, in addition to a national workforce with reasonable and affordable remuneration”13. From the steel industry perspective, says Sasikumar, Oman’s ports with their capability to handle bulk material, are the biggest advantage. The deep sea SOHAR Port and adjacent SOHAR freezone lie at the centre of global trade routes between Europe and Asia, approximately 200 km from Muscat and 160 km from Dubai. The location of SOHAR Port provides an advantage for handling break bulk and project cargoes, and positions the port as a strong option for trans-shipments across the Arabian Peninsula. Adding to the advantages is a unique online route planner initiative by SOHAR Port and Freezone – Suhar Navigate – a first of its kind platform in the region providing information on available connections to hinterland destinations comprising sea schedules connecting to 550 ports worldwide. Situated in the Dhofar Governorate on the Arabian Sea, the Port of Salalah is a major trans-shipment hub and gateway to the Middle East, Indian subcontinent and East Africa. The handling of locally mined limestone and gypsum has been driving growth in the general cargo business at Salalah, and remains the largest commodity for the terminal, followed by methanol, fuel and bagged material, mainly cement. 13 Personal interview. 195

The Port of Salalah is recognised for not only being a fast-growing regional container hub but also for being one of the world’s biggest exporters of gypsum, in addition to handling liquids and bagged cargo. The port continues on its long-term strategy for diversification of cargo to cater to the evolving and growing economic activity in the immediate and extended hinterland. The port continues to actively contribute to Oman’s 2040 vision and objectives, and supports Oman’s economic diversification strategy. Strategically located on the trade crossroads between Asia and Europe, and serving the markets of East Africa, the Red Sea, the Indian subcontinent and the Arabian Gulf – the Port of Salalah is operated by APM Terminals as part of the APM Terminals global terminal network. The port operates both a container terminal and a general cargo terminal. It offers shipping times that are 30-40% shorter than other competing locations, such as 15 days to New York, 12 to the UK, and 8 to Singapore. The free zone, adjoining Salalah’s transshipments and logistics hub overlooking the Indian Ocean, has announced a flurry of new investments since the start of this year, many of which have now entered the construction phase. Ali bin Mohammed Tabouk, CEO of Salalah Free Zone (SFZ) says: Our goal is to position Salalah Free Zone as a leading regional and global logistics and industrial hub. The investment projects in SFZ is a testimony for our efforts to attract foreign investors and our successful relationship with the free zone`s strategic partners. Business in Salalah Free Zone is booming, with more than five factories currently under construction at a good pace. We are targeting the operation of 10 new factories before the end of 2020. The Free Zone is sparing no effort in achieving its top priority of creating job opportunities for citizens.14 Salalah Free Zone achieved exceptional results in 2019 that included signing of 24 usufruct agreements worth RO1.4 billion. In line with SFZ policy to ensure the highest international standards for business excellence and raise the level of competitiveness to attract investments to the Sultanate, SFZ has achieved the ISO quality certification. Work on the Free Zone’s first largescale metallurgical plant is gathering pace as well. National Steel Company, backed by a Saudi corporation, is investing US$ 500 million in an integrated steel complex that will produce around 25,000 tonnes per year of steel structures, 60,000 tonnes per year of prefab metal structures, two million sq metres per year of sandwich paneling for industrial structures, and 10,000 tonnes per year of industrial floors. Roughly two-thirds of this output is 14 Oman Daily Observer. (2020, July 01). 196

destined for overseas markets. Among the major ventures targeted for launch this year is Philex Pharmaceuticals, which is being developed in three phases with a total investment of US$ 365 million. The high-tech facility, backed by Qatari investors, will produce an array of drugs and vaccines as well. Other initiatives that the Free Zone plans to launch is a mammoth, integrated residential city with a capacity to accommodate around 100,000 people, remotely operated ‘smart’ warehouses, and renewable energy projects. The Free Zone in Al Mazyona started operations in November 1999. It is located in Dhofar governorate near the Yemeni border, which is 260 km from Salalah and 245 km from Al Ghedha, 500 km from Saon, the two nearest towns to the Republic of Yemen. The area is located outside the borders of Omani customs. Therefore, the goods can enter Mazyona without taxes. The investors also can enter the area without a visa or complete the border’s procedures between Republic of Yemen and the Sultanate of Oman. The Mazyona area provides excellent chances for those who are interested in trading between Oman and Yemen or establishing storage utilities. There are commercial shops in addition to the general storage and other utilities plus communication services and the essential setup services such as electricity, water and roads. According to Director General of Al Mazunah Free Zone, Said bin Abdullah al Balushi, the free zone is currently implementing key projects as part of phase one and two of the free zone, and a third phase has been added to the project. The completion rate of the project has reached 90% in 2020, and is being built on a developed area of about 1.5 million square metres that includes all basic services.The implementation of the Facility Building project in the free zone has commenced on an area of 11,337 square metres through Shumookh Investment and Services, the investment arm of Madayn.Work is currently underway to assign the security fence project with an area of 8.5 km, in addition to the design project of phase 4 to develop an area of three million square metres in the free zone. The most northern governorate, Musandam, is also a focus for regional development efforts. Here, the emphasis is on tourism, with the port of Khasab issuing a call for cruise ships. The region’s spectacular coastal landscape, consisting of many flooded wadis, or river valleys, gives it a fjord-like feel, and it has proven to be a popular draw for foreign tourists. Access to Musandam Peninsula has long been a bottleneck, as has travel around its mountainous terrain. This latter difficulty is expected to be aided by the Diba-Lima-Khasab road project, a 65-km coastal road through the 197

exclave designed to have 18 bridges and seven tunnels upon completion. Access to a string of new hotels in the region will then be much improved, with two Atana hotels already operating there – Atana being Oman’s ownbrand, run by the tourism ministry. India as investment destination On the back of liberal economic policies and reforms, and improving macroeconomic fundamentals, India has emerged as one of the fastest growing economies in the world and an attractive investment destination. Today, India holds a vital position in the global economic market. In fact, it serves as one of the major forces for businesses. The GDP is expected to reach US$ 5 trillion by 2025, achieving upper-middle income status on the back of digitization, globalization, favorable demographics, and reforms. The country’s diversity indeed raises the demand for a varied choice of products. Thus, the Indian market attracts other countries to magnify their ties with the country15. While many of the growing economies confront a rapidly greying population, India’s tech-savvy and educated young population is fulfilling the demand for skilled workers worldwide. The considerable low operation charges — starting from infrastructure to phones, internet and inexpensive labour force to set up a business — all make India a welcoming market for foreign clients to set up a business. The working-age population is calculated to cross the one-billion mark by 2030. Out of a total population of 1.31 billion, 767 million fall in the age group between 15 and 64 years. The nation also has a well-regulated financial system that opens the gateway for developed markets across the globe for multiple investments. The growing influence of India can be seen on various levels – an equal partner in the BRICS, a co-founding member of various international organizations, including the United Nations, the Asian Development Bank, New Development BRICS Bank, and the G-20. It is also well-known for founding the Non-Aligned Movement.In the recently concluded India Ideas Summit, Prime Minister Modi has invited businesses to seize investment opportunities in India. The potential of growth of certain sectors such as healthcare, infrastructure, defence, energy, civil aviation and insurance are particularly high with capacity for greater returns and dividends for a foreign investor. Doing business in India, which is Asia’s third-largest economy after China and Japan, is a profitable option as the majority of the industries and sectors are almost untapped and hence the fear of facing stiff competition is less: If you want returns with reliability, India is the place to be. If you want 15 India Brand Equity Foundation. https://www.ibef.org/economy/indian-economyoverview 198

demand with democracy, India is the place to be. If you want stability with sustainability, India is the place to be. If you want growth with a green approach, India is the place to be. India’s growth has the potential to catalyse global economic resurgence. Any achievement by India will have a multiplier impact on the world’s development and welfare. We will do whatever it takes to make India the engine of global growth resurgence. Prime Minister Narendra Modi16 According to UK India Business Council’s ‘Doing Business in India Report 2020’, 66% of the surveyed businesses have stated that they prefer an easier form of doing business and prefer India for its progressive reforms and improvement in business environment. India ranked 63rd out of 190 countries in the 2020 Doing Business report published by the World Bank, a significant improvement from the previous year’s spot, when it ranked 77th. As such, India joined the list of 10 most improved economies for the third year in a row. The country has conducted a remarkable reform effort, and given the size of the country’s economy, these reform efforts are particularly commendable: India is targeting to achieve a rightful place in the comity of nations. The Government is working as a team, breaking departmental silos. There are large business opportunities in the country and bold decisions are being taken to empower the businesses to think big and bold as well as explore unchartered territories and businesses. Commerce and Industry Minister Piyush Goyal17 Numerous foreign companies are setting up their facilities in India on account of various government initiatives like ‘Make in India’ and ‘Digital India’ launched by Prime Minister Narendra Modi. ‘Make in India’ initiative was launched with an aim to boost the country’s manufacturing sector and increase the purchasing power of an average Indian consumer, which would further drive demand and spur development, thus benefiting investors. The ‘Startup India Movement’ has further strengthened the Foreign Direct Investment (FDI) in the country to foster business partnerships. Through this initiative, the government empowers startup ventures to boost entrepreneurship, economic growth and employment across India. Besides, the government has also come up with ‘Digital India’ initiative, which focuses on three core components: 16 From his speech during the Virtual Global Investor Roundtable with leaders of top pension and sovereign wealth funds, November 6, 2020. https://www.pmindia.gov.in/en/ news_updates/pms-address-at-the-virtual-global-investor-roundtable/ 17 Business World. (2020, November 12). ‘Piyush Goyal invites global investors to invest in India’. 199

creation of digital infrastructure, delivering services digitally and increase digital literacy. ‘Atmanirbhar Bharat’, which translates to ‘self-reliant India’ or ‘selfsufficient India’, is a policy formulated by the Modi government to make India “a bigger and more important part of the global economy”, pursuing policies that are efficient, competitive and resilient, and being self-sustaining and self-generating. The initiative aims to boost the country’s manufacturing sector and increase purchasing power of an average Indian consumer. This is expected to spur both demand and development, thus benefiting investors. As part of the programme, numerous government decisions have taken place, boosting scope for private participation in numerous sectors, increasing FDIs. The five pillars of ‘Atmanirbhar Bharat’ are stated as economy, infrastructure, technology-driven systems, vibrant demography and demand: Under this vision, we do seek to forge closer investment and technology partnership with our friends and partners, including Oman. We see huge opportunities for Omani companies to benefit from India’s growth. In particular, we see opportunities in infrastructure sector where government envisages investments to the tune of US$ 1.4 trillion by 2025. There are huge opportunities in sectors such as power, transport, water and sanitation, renewable energy, education, health and even in real estate sectors. Munu Mahawar, Indian Ambassador in Oman18 Even as most economies all over the world are facing a slump following the outbreak of the COVID-19 pandemic, strong signs of economic revival are visible in the Indian economy. India has registered its first-ever trade surplus in June 2020 when export marginally inched up by US$ 0.79 billion against imports. India enjoys stable and positive ratings from major credit rating agencies around the globe and has a total foreign exchange reserve of US$ 481.89 billion. The International Monetary Fund (IMF) projects India to be the fastest growing major economy in 2020. Although it foresees the economy contracting by 10.3% in 2020 due to the impact from the coronavirus pandemic, the global agency expects the economy to rebound with 8.8% growth the following year and regain its position as the fastestgrowing emerging economy19. Rating agency Moody’s Investors Service has forecast the GDP for 2021 as 8.6%, from 8.1% projected earlier. The country is expected to be the third largest consumer economy as its consumption may triple to US$ 4 trillion 18 Personal interview. 19 Business Standard. (2020, July 16). ‘India posts trade surplus in 2020 after 18 years’. 200

by 2025, owing to shift in consumer behaviour and expenditure pattern, according to a Boston Consulting Group report. India has also overhauled its FDI policies to incentivize international investments in the country. FDI is a non-debt resource for the economic development of the country. Inflow of FDI to a country not only brings the required injection of money into domestic industries but also brings in the inflow of technology, knowledge, skills and expertise that enhances capacities and competitive capabilities of domestic businesses. The influx of investment into India has hugely improved since the liberalisation, privatisation and globalisation reforms of 1991 when the government opened up the Indian economy for expanding the role of private and foreign investments. Since then, India has now become an attractive FDI destination becoming one of the top five host economies for FDI in the developing Asia region. Under ‘Make in India’, 25 key industrial sectors have been identified including food processing, automobile, automotive, textile, leather, pharmaceuticals and chemicals. Dedicated policy impetus and relaxed FDI norms are provided to foster high-speed growth in these sectors. What makes India an investment destination? According to Jose Chacko, Partner, Crowe Oman, “India is projected as the land of unlimited opportunities. There are multiple reasons to invest in India”20. The ‘Ease of Doing Business’ initiatives by the Government of India have also been instrumental in smoothing the pathways for obtaining the required regulatory approvals, thereby facilitating the attraction of foreign investors to India. According to the Department for Promotion of Industry and Internal Trade (DPIIT), FDI in India grew by 13% to a record of US$ 49.97 billion in the 2019-20 financial year. The country had received FDI of US$ 44.36 billion during April-March 2018-1921. The DPIIT shows that attracted maximum foreign inflows during 2019-20 include services (US$ 7.85 billion), computer software and hardware (US$ 7.67 billion), telecommunications (US$ 4.44 billion), trade (US$ 4.57 billion), automobile (US$ 2.82 billion), construction (US$ 2 billion), and chemicals (US$ 1 billion). The highest FDI flow of US$ 51 billion — an increase of 20% — was registered in 2019 compared to 2018. FDI stock, according to UNCTAD, reached US$ 427 billion in 2019, representing a rise of more than US$ 220 billion when compared to 2010. During 2019, India has relaxed administrative regulations for foreign investors in some industrial sectors by abolishing the requirement 20 Personal interview. 21 Financial Express. (2020, May 28). 201

for approval by the Reserve Bank of India under certain conditions. India is going to be the most attractive emerging market for global partners (GP) investment in 2021, as per a market attractiveness survey conducted by Emerging Market Private Equity Association (EMPEA) in 2020. The five years from 2015 accounted for over half of the FDI received by India since the liberalization era of the early 90s, propelling India to top three Greenfield FDI destinations. Interestingly, these investments came in diverse sectors ranging from highly sophisticated areas such as Research and Development Centres for engineering, consumer internet, biotechnology, and pharmaceutical multinationals to resource-intensive industries such as food processing, chemicals and petrochemicals. India also attracted large scale investments in labour-intensive manufacturing process of electronics assembly, textiles, and footwear industries. One of the major reforms over the years for the Indian agriculture sector is the inflow of FDIs. Owing to favourable numbers from Indian agriculture, the sector has been of prime focus for the Indian government, post-independence. This also falls in line with the memorandum of economic development and poverty reduction for the government. The Government of India, under the National Agricultural Policy, promotes private sector participation in the agricultural sector through the concept of contract farming and land leasing. This is to allow accelerated technology transfer, capital inflow and assured

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market for crop production, especially that of oilseeds, cotton and horticultural crops.

Foreign direct investments in India22

With impetus on developing industrial corridors and smart cities, the Indian government aims to ensure holistic development of the nation. The corridors would further assist in integrating, monitoring and developing a conducive environment for industrial development and will promote advance practices in manufacturing.

Credit: India Brand Equity Foundation

As a part of its ‘Doing Business in India Guide’ series, ‘Invest India’ regularly collates information kits in response to various investor queries. These are across various elements of investor interest such as taxation, incorporation of business and business guidelines, government policies, visa guidelines, sector and state specific information packs. The government has taken many initiatives in recent years such as relaxing FDI norms across sectors such as defence, PSU oil refineries, telecom, power exchanges, and stock exchanges, among others23. Foreign direct investments in India can be made through the following routes: 1. The automatic route: FDI is allowed without government or the Reserve Bank of India (exchange control regulator) permission. 2. The approval route: FDI is only permitted with the prior government permission. As per the process, the application for FDI is thereafter forwarded to the respective ministry, which in turn may approve or reject the application in consultation with DPIIT. 22 UNCTAD. Note: Greenfield Investments are a form of Foreign Direct Investment where a parent company starts a new venture in a foreign country by constructing new operational facilities from the ground up. 23 Invest India. Information on investments in India is attributed to this government portal. https://www.investindia.gov.in/ 203

India has become one of the most attractive destinations for investment in the manufacturing sector. The sector plays a key role in the economic growth and development of the nation. The government understands that promoting manufacturing in India will help create more jobs in the sector, which contributes around 15% of the country’s GDP, and will give a further push to India’s export numbers. This booming sector has evolved through several phases – from the initial industrialisation and the license raj to liberalisation and the current phase of global competitiveness. Today, Indian manufacturing companies in several sectors are targeting global markets and are becoming formidable global competitors. India is an attractive hub for foreign investments in the manufacturing sector. Several mobile phone, luxury and automobile brands, among others, have set up or are looking to establish themselves there. The manufacturing sector of India has the potential to reach US$ 1 trillion by 2025. The implementation of the Goods and Services Tax (GST) will make India a common market with a GDP of US$ 2.5 trillion along with a population of 1.32 billion people, which will be a big draw for investors. Until recently, under the Foreign Investment Policy, the sectoral cap for foreign investment in an Indian entity engaged in the defence sector was 100% with investment beyond 49% being subject to government approval, depending on wherever it was likely to result in access to modern technology or for other reasons. However, under the economic stimulus package, the government proposes to raise foreign investment limits in an Indian defence sector entity from 49% to 74% under the automatic route, with the objective to invite greater foreign investment. The Indian government plans to spend US$ 130 billion on military modernization in the next five years, as achieving self-reliance in defence production is a key target for the Government of India. The Government has opened up the defence industry for private sector participation to provide impetus to indigenous manufacturing. The opening up of the industry also paves the way for foreign original equipment manufacturers to enter into strategic partnerships with Indian companies. Annual turnover by the private sector in defence and aerospace sector in 2018-19 was US$ 2.4 billion. The Indian space sector has become the latest industry to possibly join the ongoing trend of relaxed FDI regulation in India. Currently, all FDI proposals for Indian space companies are subject to approval from the department of space. While a foreign investor can technically invest up to 100% under the existing Indian space regulation, any such transaction requires approval by the government first. Under the Foreign Investment Policy, 100% foreign investment is permissible 204

in an Indian entity establishing greenfield pharmaceuticals manufacturing facilities and foreign investment in an Indian entity having facilities for manufacturing of pharmaceuticals products is permitted up to 74%, under automatic route, and beyond 74% under approval route. The scheme is intended to promote more foreign investment in the pharmaceutical industry and ensure greater research and accessibility of affordable medicines, building manufacturing capacities, introduction of new technologies and employment generation. In the beginning of 2020, the government eased the FDI norms for the aviation sector, allowing 100% foreign direct investment into Indian airline operators under the automatic route. As per the policy, foreign airlines are allowed to invest under government approval route in Indian companies operating scheduled and non-scheduled air transport services, up to the limit of 49% of their paid-up capital. India’s food ecosystem offers huge opportunities for investments with stimulating growth in the food retail sector, favourable economic policies and attractive fiscal incentives. The food and grocery market in India is the sixth largest in the world. Food and grocery retail market in India further constitutes almost 65% of the total retail market in India. The Government of India, through the Ministry of Food Processing Industries (MoFPI), is also taking all necessary steps to boost investments in the food processing industry. The government has sanctioned 37 food parks funded under the Mega Food Parks Scheme, 18 are operational and 19 are under implementation as of February 27 2020. India is expected to be the world’s third-largest automotive market in terms of volume by 2026. The industry currently manufactures 26 million vehicles including passenger vehicles, commercial vehicles, three wheelers, two wheelers and quadricycles in April-March 2020, of which 4.7 million are exported. India holds a strong position in the international heavy vehicles arena as it is the largest tractor manufacturer, second-largest bus manufacturer and third largest heavy trucks manufacturer in the world. India is emerging as the hub for digital skills. The country spends US$ 1.6 billion annually on training workforce in the sector. The industry is the largest employer within the private sector, employing 3.9 million people. India is transforming into a digital economy with over 450 million plus internet subscribers, second to China. The Indian IT industry has more than 17,000 firms, of which over 1,000 are large firms with over 50 delivery locations in India. The country’s cost competitiveness in providing IT services, which is approximately 3 to 4 times more cost-effective than the USA, continues to be its unique selling proposition in the global sourcing market.

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All in all, the business services sector in the country seems to be faring very well in terms of attention from foreign investors. One possible reason for this could be because almost 56% of the registered foreign companies in India were under this sector. Out of this, most companies were registered in the state of Maharashtra, followed by the capital city of Delhi, indicating a good business trajectory. The Government of India in the recent past has proactively facilitated reforms in the ecosystem to realize India’s FDI potential. India’s ranking in the Ease of Doing Business 2020 survey is an indication of that, as India climbed 14 rungs in the survey undertaken by the World Bank, to stand at number 63 among 190 countries, making it one of the world’s top 10 most improved countries for the third consecutive time. Some of the improvements undertaken by the government are related to resolving insolvency, making the process of obtaining building permits more efficient, making it easier to undertake importing and exporting with the creation of a single electronic platform for trade stakeholders, upgrading port infrastructure and advancement in electronic submission of documents, among other improvements cited by the survey.

SECTORAL COOPERATION a.Agriculture and Fisheries Demand for food and other natural resources tend to rise in accordance with the rise in the population. The growth of developing countries in the recent years underscores the very important implications for world food demand. The global food consumption is expected to increase 35% over the next 15 years as another billion people are expected to be added to the world’s population by 2025. Hence agricultural production will need to increase by 70% to feed the world’s people by 2050, despite the fact that climate change and pressures on water and energy availability will have a major negative impact on supply. According to the 2019 Global Agricultural Productivity Report, world productivity is currently only growing at an average annual rate of 1.63%. It will need to increase to at least 1.73% to sustainably produce food as well as bioenergy for the expected 10 billion people by 2050. While encouraging progress has been made in some areas, issues such as deforestation, land use changes, unsustainable agricultural practices and climate change continue to impact the sector’s global development and growth. The impact of these issues is also reflected in the sector’s share of global GDP. UN’s Food and Agriculture Organization (FAO) estimates Oman’s food imports to touch US$ 4.8 billion by 2020 as against US$ 2.1 billion in 2010. Food imports mainly include grains, seasonal fruits, dairy products, poultry and meat. 57.5% of Oman’s poultry demand is imported. In July 2020, the Business Development Team at ASYAD, Oman’s integrated logistics 206

provider, in partnership with the departments concerned in the Sultanate, has collaborated with Indian agro-food authorities to facilitate the import of fruits and vegetables for traders and importers in the Sultanate. 26 tonnes of mangoes was imported from Uttar Pradesh, 1500 kilometres from any Indian port with a total trip time of 8 days from Indian farms to SOHAR Port. In November 2019, Kashmiri apples and saffron also started arriving in Muscat following a dedicated scheme launched by the LuLu Group, in association with Government of India, at the instance of the Indian embassy in Oman. Even though the Sultanate depends on imports to meet part of its food requirements, the government devotes utmost attention to food security. For this purpose, it has developed a wide array of plans and programmes focused on the security and sustainability of food supply. It is not surprising that the country has the highest rate of food self-sufficiency in the GCC. Agriculture and fishing have been the central parts of Oman’s economy and society. Targeted investments to further enhance food security had seen the sector advance on all fronts, particularly in technology, in attempts to create a diverse economy. Dairy, red meat and poultry projects, which are supported by the state, continue to boost production and provide investment opportunities, while niche segments such as organic farming need more robust regulation. Oman’s Food Security Strategy (2020-2040) sets forth a set of objectives seeking generally to enhance the country’s food security system in terms of production, import, storage and distribution. It focuses on three key themes, namely food demand, local food production and securing imports. In fact, a number of new programmes were launched with the aim of capitalising on the potential of individuals and households, engaging them in the development process, and empowering and enabling them to become productive and selfdependent. According to data from the Ministry of Agriculture and Fisheries, food production in the Sultanate in 2018 increased in all sectors with fish production rising by 59%, animal production increasing by 8% and plant production by 12% compared to 2017. The local production value of the agriculture and fisheries sector contributed a share of 49% to the total value of food supply available for consumption in 2018, up from 36% in 2011. Oman is the largest fresh fish producer in the GCC. Landings over the past five years have averaged 204,800 tonnes and valued at US$ 446.8 million. The Government investments into Oman’s budding fisheries and aquaculture segments have drawn investor attention. The agriculture and fishing sector was the best performing industry in 2019, rising 7.4%, even as Oman’s GDP at current prices fell 4%, with nearly 166,000 people employed by the sector, an 11.7% increase over nearly a decade. The country’s 2040 Sustainable Agriculture and Rural Development Strategy has an overarching plan to promote sustainable agriculture, attract investment, create jobs and limit structural imbalances in 207

the agricultural sector. The strategy is focused on assessing food demand, developing local food production and securing Security Index. Oman’s overall food self-sufficiency in local production versus food imports stood at 79% in 2018, according to the Supreme Council for Planning. That was possible thanks to US$ 4.9 billion in agriculture and fisheries-related infrastructure projects during the eighth five-year economic development plan of 2011-15. This is a significant figure, especially when considered on the backdrop of continued population growth coupled with improved consumption patterns. The overall self-sufficiency in local food products compared with their imported counterparts stood at 79% in 2018, while the percentage of locally produced food items of the total goods available for consumption was at 58% during the same year. On the other hand, India has made tremendous progress in the past decades as measured by important indicators of economic growth, poverty reduction, self-sufficiency in food grains and the adoption of technologies. Despite significant drops in malnutrition rates, however, the progress has not been adequate for achieving the Sustainable Development Goals. The Government has undertaken many reforms of the country’s social safety nets in order to improve delivery on nutrition and food security targets, launching ambitious schemes such as the National Food Security Act, the National Nutrition Strategy and the National Nutrition Mission, which have the aim of promoting convergent approaches that reflect the multidimensional nature of food and nutrition insecurity, and addressing inequalities related to gender, age, disability, income, caste and region. In a positive policy environment, supporting the Government’s efforts to address malnutrition and food insecurity has the potential to accelerate progress towards United Nation’s Sustainable Development Goal 2. The Ministry of Agriculture of India has set a target to increase the total production of foodgrains in the country by 63.5 lakh tonnes to 298.3 million tonnes in the crop year 2020-21, on the hope of good monsoon. According to the second advance estimate released by the ministry in February 2020, the country’s food production in the crop year 2019-20 could be 299 million tonnes. The Gross Value Added (GVA) by agriculture and allied sectors grew at 2.1% in the second quarter of 2019-20. India has the 10th largest arable land resources in the world. With 20 agri-climatic regions, all 15 major climates in the world exist in India. The government has been promoting private investments in agriculture through Public Private Partnership through schemes in the areas of agriculture marketing, soil health card and micro irrigation. The fisheries industry in India is huge. In addition to India being a peninsular country with a far-stretching coastline, it is surrounded by water on the east, west, and south coasts. As a result, there is abundant fishing in India. With its 208

vast coastline, India is the fourth largest producer of fish in the world. This is mainly because nearly 10 million people residing in more than 4,000 coastal regions are engaged in fishery activity. These people are mainly dependent on fisheries to earn a living. India holds great potential for both inland and marine fishing. It has huge reservoirs for fishing. The fisheries industry heavily contributes to the Gross Domestic Product of India. The fisheries industry is responsible for filling the Indian exchequer with about US$ 70 million per annum. Massive production and export has made the fisheries sector an essential part of the Indian economy. Under the all-encompassing Vision 2040 blueprint, the Government of Oman is funding research to identify and test the most efficient and sustainable means to use available resources. In cooperation with Ministry of Agriculture, Fisheries and Water Resources, Oman Investment Authority announced a new project for an integrated company for the marketing of vegetables and fruits in the Sultanate, under Oman Food Investment Holding Company. The project will specialize in marketing vegetables and fruits locally produced, in addition to the production of high-quality vegetables and fruits that are in high demand locally and overseas. The company aims to market 65% of its products in the local retail and wholesale markets, while it will export 35% of its products overseas. The project aims to establish model farms in various governorates according to the comparative advantage, diversity of climates and environments suitable for the growth of various crops. In addition to offering high-quality products that offer the best alternatives to the consumer, the project will aim to produce organic vegetables and fruits, upgrade agricultural practices and build models for contract farming. According to the ministry estimates, there is a substantive portfolio of agricultural, livestock and fisheries projects, worth an estimated US$ 2.06 billion in capital investments, over the next several years. The projects have been conceptualised — with a sizeable number already in various stages of implementation as well — by the Committee for Agricultural and Fisheries Investment (Tamkeen), a high-powered task force set up by the ministry to drive investment in the agri-farm-fish sector in support of the nation’s broader economic diversification and food security objectives. Oman’s cutting edge port facilities have secured the country’s position as fisheries investment destination of choice. Rich in more than 1000 species including sardines, bluefish, horse mackerel, tuna, lobster and oysters, this high-potential market has 35 fisheries-related ventures worth US$ 800 million currently in play. These new initiatives are expected to almost double production to 480,000 tonnes per year in 2020 — in just under five years — creating 20,000 new jobs in the process. A total of 10 new fishing ports have either been developed or are under 209

development, raising the number of ports to 31 in the Sultanate. Omani ports are connected to 86 commercial ports in 40 countries by 200 direct weekly trips, which promote and facilitate direct export and import of goods— especially vegetables, fruits and meat—from various countries of the world. Local fish production has risen significantly over the past few years. Across Asia, Oman has a wide network of direct routes, including 29 weekly routes to eight commercial ports in China, 21 weekly routes to Indian ports, and services to ports in South Korea, Singapore, Japan, Malaysia, Pakistan, Sri Lanka and Thailand. Supported by enhanced technological capabilities, world-class clearance procedures and strong safety measures, the services enable the direct import and export of a variety of goods, commodities, vegetables, fruits and meat globally, linking the Sultanate’s ports to other key Gulf, regional and international ports. The total fish caught in Oman has gone up by 31.4%, from 251,372 tonnes to 330,335 tonnes, when compared with the statistics of first five months of 2019 and 2020. The fish catch from the traditional fisheries industry went up by 31.5% while the value of the catch increased by 18.1% by the end of May 2020 when compared to the same period of 2019. A total of 317,802 tonnes of fish was landed by traditional fishery by the end of May 2020 while 241,620 tonnes was caught last year in the same period, recording an increase of 31.5%. Muscat Governorate has reported the maximum gain, with 72.5% increase in fish caught by traditional fishing by the end of May 2020, compared to 2019. Around 14,900 tonnes of fish was caught in 2020 over 8,643 tonnes in 2019. The Sultanate offers incentives to aquaculture investors which include free repatriation of capital and profits, 70% foreign ownership which may be increased to 100%, no corporate tax of 12% for five years, extendable to 10 years, no customs duty on aquaculture machinery, equipment, spare parts and raw material for five years, soft loans up to US$ 2.6 million, 3% interest rate for 10 years for projects with 30% Omani ownership and appropriate land rights for approved aquaculture projects on MoAF-approved sites. The Oman Government’s targeted investment in agritech research and development – coupled with the country’s position on the strategic axis of the Indian Ocean and Arabian Gulf – has led to global recognition of its potential at the United Nations Conference for Trade and Development. As a result, agricultural self-sufficiency has grown and 2020 has seen a raft of advanced food technology initiatives come online to increase production and quality of food manufacturing. Areas of agri-focused tech-investment include desalination, where Oman is working alongside the private sector to employ ultrafiltration and reverse osmosis – with ten new plants set to be up and running by 2023. The first of these, in Barka, is already operational, producing up to 281,000 cubic 210

metres of fresh water daily. Businesses keen to diversify from declining European markets should look no further than the Middle East where rapid population growth combined with high spending power is creating enormous opportunities. Given Oman’s unique GCC-wide distribution network and stable political environment, the Sultanate is rapidly becoming the region’s agriculture investment destination of choice. India holds great potential for both inland and marine fishing. It has huge reservoirs for fishing. The fisheries industry heavily contributes to the Gross Domestic Product of India. The fisheries industry is responsible for filling the Indian exchequer with about US$ 70 million per annum. Massive production and export has made the fisheries sector an essential part of the Indian economy. Though the fishing industry in India contributes heavily to the GDP and is a valuable source of earning foreign currency for the country, it still has a huge potential for export. Out of the total area available for fisheries, a significant amount of area is left unutilized. The Department of Animal Husbandry, Dairying, and Fisheries is the main authoritative body for development of the fisheries industry in India. This government body has been responsible for implementing infrastructure development programs and welfare-oriented schemes. It is also responsible for formulating appropriate programs to increase the productivity in the fisheries sector. Furthermore, the Ministry of Food Processing Industries is another agency that is responsible for the overall growth of the fisheries industry in India. The state of Goa in the southwestern cost of India has a coastline of about 100 km and is rich in marine wealth. Fisheries is the main economic activity of the state. The fishing activity has given a big boost to the canning, freezing, and fish processing industries in the state. Similarly, the government of Kerala gives top priority to the fisheries sector. The sector contributes the most to the state government’s revenue and brings in foreign exchange. Apart from these two states, other prominent states and Union Territories, such as Assam, Orissa, the Andaman and Nicobar Islands and Lakshadweep also promise great investment opportunities in the fisheries industry. b. Education The journey of Indian schools in Oman began with 135 students and 7 teachers on 15th August 1975 in a small, two-storied rented building close to the American Embassy in the walled city of Muscat. Today, in 2020, it is now a family of more than 46,000 students and 2,400 teachers in 21 Indian Schools across the Sultanate of Oman. The schools are the result of the vision 211

AMENDMENTS TO INDIAN FDI * • In August 2020, the Indian government amended Foreign Direct Investment Policy of 2017 on commercial coal mining, allowing it only under the Government route. In 2019, the Indian Central Government amended FDI Policy of 2017, to permit 100% FDI under automatic route in coal mining activities. • In May 2020, India increased FDI in defence manufacturing under the automatic route from 49% to 74%. • In April 2020, India amended existing consolidated FDI policy for restricting opportunistic takeovers or acquisition of Indian companies from neighbouring nations. • In March 2020, India permitted Non-Resident Indians (NRIs) to acquire up to 100% stake in Air India.

S. No.

Sector

Sectoral Cap/ Route

Defence Industry

49% automatic route

Civil Aviation

49% FDI ** (100% for NRIs***) Automatic

Asset Reconstruction Companies (ARCs)

100 % (FDI + FII****) – by FIPB if beyond 49%

Banking: Private Sector

74% (FDI + FII) by FIPB if beyond 49%

Banking: Public Sector

20% (FDI + FII) FIPB

Broadcasting

26% (FDI + FII) FIPB

(i) FM Radio

49% (FDI + FII) Automatic

(ii) Cable Network

74% (FDI + FII) FIPB beyond

(iii) DTH

49% , 26% (FDI + FII) FIPB

Commodity Exchanges

49% (26% FDI + 23% FII) Automatic

Credit Information Companies (CICs)

74% Automatic (FII only 24 %)

212

Insurance

49%; up to 26% automatic and beyond it FIPB

Stock Exchanges, Depositories, Clearing Corp

49% (26% FDI + 23% FII) Automatic

10.

Petroleum and Natural Gas Refining

49% FDI in case of PSUs Automatic

11.

Publishing of Newspapers and Current Affairs News

26%(FDI+FII) FIPB

12.

Security Agencies in the Private Sector

49 % FIPB

13.

Satellite and Establishment and Operation

74 % FIPB

14.

Single Brand Product Retailing

100% subject to sourcing conditions, FIPB beyond 49%

15.

Multi Brand Product Retailing

51% FIPB-subject to various conditions

16.

Telecom Services

100% FDI - FIPB beyond 49%

17.

Pharma Sector (Brownfield)

100 % FIPB except for medical devices

18.

Power Exchanges

29% (26 % FDI+23% FII) automatic

19.

Railway Infrastructure

100% automatic, FDI beyond 49% in sensitive areas from a security point of view

20.

Construction Development Projects

100% automatic- subject to various conditions.

Sourced from Indian Media Reports, Press Releases, Press Information Bureau, Reserve Bank of India reports, Department for Promotion of Industry and Internal Trade (DPIIT), Ministry of Commerce and trade and Invest India portal: https:// www.investindia.gov.in/ ** Foreign Direct Investments *** Non-Resident Indians **** Foreign Institutional Investors

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of Nirmaljit Singh, the Ambassador of India to the Sultanate of Oman in 1975 and Kanaksi Gokaldas Khimji, a leading figure of the Indian community in the Sultanate, and the first President of the School Management Committee. Their perseverance and persistence culminated in the benevolence of the late His Majesty Sultan Qaboos bin Said when he granted the land in Darsait to build the Indian School Muscat in 197524. Growth As Oman offered more opportunities and the number of expatriates increased, the number of students seeking admission to Indian Schools in Oman also saw an annual growth rate of around 5% in the following years: Further influx of expatriates, especially around the Muscat region of the Sultanate, resulted in rising number of admissions to the Indian schools, and the need to start more schools became inevitable. The infrastructural growth of Indian schooling system over the last 45 years has resulted in the establishment of 21 Indian schools that currently provide primary and secondary education to more than 46000 students across the country. The establishment of Indian Schools in Oman is as follows:

24 Information for this section was provided by Board of Directors of Indian Schools in Oman. 214

Governance The Indian Schools in Oman function and operate as non-political, non-profit, secular, and self-sustaining institutions. The management of Indian schools constitutes a two-tier administrative system i.e., the School Management Committees (SMC) for each school and the Board of Directors for Indian Schools as an apex committee. The schools are established by the Board primarily to educate students of the Indian community residing within the

215

Sultanate of Oman. The governance of the schooling system has been streamlined to ensure accountability and responsibility of various stakeholders in the system through the enactment of bylaws of Indian Schools in Oman in the year 2010 by the Ministry of Education, Sultanate of Oman under whose supervision Indian schools are functioning. The Board of Directors consists of members of the Indian community in the Sultanate of Oman with varying professional and entrepreneurial expertise and they render their voluntary services for the development of the schools. This policymaking body consists of both elected and nominated members and takes collective decisions for the educational needs of children. Over the years, the Board has evolved into a participative management system by involving various stakeholders from the community, like parents and resource experts, in developing various projects for Indian schools. Achievements In order to cater to the needs of the 21st century learning, there has been a fundamental shift in the way education is being imparted through Indian schools in Oman in the recent past. Activities that propelled out of this paradigm change include Technology Integrated Learning, Inclusive Education, Learning & Development programs, Affiliation & Accreditation initiatives. Collaborative initiatives such as Avenir, Indian School Talent Fest, Indian School Quiz, Indian School Film Fest and Unique Talent Recognition have contributed to the emphasis on academic excellence and personal development of students by encouraging them to participate in sports as well as cultural activities. Students are also encouraged to be engaged with the community through schemes like ‘gift a book’ and the ‘young communitarian’ programme. Post-COVID, the Indian schools have taken up various welfare measures like considering financial waivers and implementing online education for all students. Tertiary Education Omani students in India are primarily students in the tertiary sector. Historically, many Omanis have studied in India and they still keep coming in large number to Indian universities and institutions of higher learning, especially in technical subjects like engineering, information technology and medicine. Currently, a large number of Omani students are studying in different colleges and universities of South India, including Manipal and Bengaluru. Most of the Omani students prefer to study in colleges situated in western and southern Indian cities like Pune, Hyderabad, Bengaluru and Chennai and a few study in northern cities like Delhi. Approximately 70 universities are presently on the list of approved institutions for Omani students to pursue postgraduate 216

studies in India. Reciprocally, Indian students have been encouraged to attend universities and colleges in Oman. Scholarships are awarded to Indian students to pursue tertiary education in Oman. Scholarships are given by the Indian government to Omani students under the AYUSH scheme to study Ayurveda, Homeopathy, Unani medicine, Yoga and Shiddha. To meet the growing interest of Omani students in Indian education and also to cater to large diaspora of Indian students residing in Oman, Education Expo and Fair have been regularly organized. These provide direct access to Omani and NRI students and parents to meet face-to-face with the admission authorities of leading Indian schools, universities and colleges in a friendly and informal environment. The Sultanate of Oman offers scholarships to two Indian students under the Omani Program for Cultural and Scientific Cooperation. Scholarships are for undergraduate courses offered by the Sultanate’s various educational institutions in engineering, administration, IT, language and art specializations. The scholarship includes return air fare, tuition as well as accommodation and monthly stipend25. During Prime Minister Narendra Modi’s visit to Oman in 2018, Oman and India underlined the importance of cooperation in education and agreed to take initiatives to encourage students from each other’s countries to join their higher educational institutions. The Indian Government’s support was sought to encourage India’s engineering, management and IT institutions to collaborate with Omani educational institutions.26 According to Kiran G R, Dean of the Middle East College, Oman, more Indian students are staying back after high school to attend universities in Oman27. These opportunities will increase, particularly in the Duqm area. In keeping with the Vision 2040 focus on research and innovation, universities will focus on national priority areas like aquaculture and mining, in addition to logistics and engineering, IT and management. Oman will become the preferred destination for higher education for Indian students in a few years, owing to several factors like proximity, safety and cultural comfort. As the research culture improves, Oman will be able to bring in more international students too. Indian universities will have opportunities to start up in free zones, especially in Duqm with its logistics, operational and locational benefits. 25 Embassy of India in Oman: https://www.indemb-oman.gov.in/eoi.php?id=Education 26 Embassy of India in Oman: https://www.indemb-oman.gov.in/page/visit-of-primeminister-of-india-to-oman-2018/ 27 Personal interview by Dr. Priti Sambhalwal.

217

Innovation, research and development Given the historical ties between the two countries, India and Oman are forging ahead with this special relationship by investing in research and development. This ongoing dynamic is evidenced in the amount of research emerging on India-Oman relations. There are a number of research centres and study groups dedicated to Gulf Studies, with specific focus on Oman and India in the Indian Ocean. The Gulf Studies Centre of Jawaharlal Nehru University and the India Arab Cultural Centre of Jamia Millia Islamia, among others, facilitate research on diverse areas of interest and provide platforms for dissemination of such research. Sultan Qaboos University, the premier national university of Oman, as well other universities in Suhar, Nizwa and Salalah, also host research events which focus on bilateral relations of these two countries, covering all socio-cultural spheres. Indo-Oman maritime cultural heritage, migrant contribution to host and sending country, as well as opportunities for avenues of shared research are all emerging areas of research and development. Opportunities of collaboration between institutes in India and Oman also exist in experts’ visits via exchange, workshops/ seminars, research consultations and short term training programmes. Possbile cooperation between Sultan Qaboos University and institutions in India in Marine Biotechnology, ICT, and Renewable Energy, especially solar energy, post graduate and doctoral programmes and Environmental Studies are actively pursued. Short term courses are available for Omani public and private sector professionals as part of professional development. The wide and diverse spectrum of skills and disciplines offered ranges from IT to rural development, parliamentary practices to entrepreneurship, marine to aeronautical engineering, and others. c. Energy (Oil & Gas and Renewable Energy) Although India enjoys an abundance of traditional and non-traditional energy sources, they are insufficient to meet the country’s rapidly growing needs. It, therefore, resorts to importing crude oil and its associate products from abroad, especially from the Middle East28. As much as 53% of India’s oil imports and 41% of gas imports now come from the Arab region. Oman is one of the countries with whom India has developed long term energy partnership. According to Oman’s Ministry of Energy and Minerals, exports of Omani crude (Oman Export Blend) to India rose 8.9% (month on month) to reach 11.1% of the country’s total exports of 741,813 barrels per day in October 2020.

28 Sanjay Bhattacharyya, Secretary in the Ministry of External Affairs, MEA. 218

India is also developing around five million metric tonnes of strategic crude oil storage at three locations in the southeast and west of the country. Construction is being overseen by Indian Strategic Petroleum Reserves Limited, a special purpose vehicle wholly owned by the Oil Industry Development Board under India’s Ministry of Petroleum & Natural Gas29. Indian Prime Minister Narendra Modi, during his visit to the Sultanate in 2018, reiterated India’s invitation to Oman to participate in building the strategic oil reserves in India. The two sides agreed that there is broad scope for mutual cooperation in building their strategic oil reserves. India has reportedly been constructing an underwater natural gas pipeline with a potential value of US$ 4,000 - US$ 5,000 million via Oman to India, named Middle East Deep Qater Pipeline (MEIDP), also known as the Iran-Oman-India pipeline. The project has been on the cards for some time and could see the momentum pick up soon where it could become a joint venture effort between Oman, Iran and India. If completed, this initiative will reduce the cost of transportation and security risk of oil containers in high seas. The project is under construction and seeks to bring cheaper Iranian natural gas to India via Oman. An analytical report by US based Energy Information Administration (EIA) shows that India was the third-largest consumer of crude oil and petroleum products after the United States and China in 2019. Demand for crude oil

Petroleum Products: April 2019-January 2020 (MMT) 100 90 80

MMT

70 60 50 40 30 20 10 0

LPG

NAPHTHA

ATF

SKO

Production

HSD

LDO

LUBES

Consumption

29 Oman Daily Observer. (2020, September 10). 219

FO/LSHS

BITUMEN PET COKE OTHERS

in 2019 reached 4.9 million barrel a day (b/d), compared to less than 1 million barrel a day of total domestic liquids production. According to the BP Statistical Review of 2019, India’s need for energy supply continues to climb as a result of the country’s dynamic economic growth, population growth, and modernization over the past several years. Primary energy consumption in India has nearly tripled between 1990 and 2018, reaching an estimated 916 million tonnes of oil. Coal continued to supply about 45% of India’s total energy consumption in 2018, followed by petroleum and other liquids by 26%, and traditional biomass and waste by about 20%. India enjoys a number of energy sources: non-renewable energy such as coal, lignite, oil and natural gas; and renewable energy such as wind, solar energy, hydropower, biomass, and sugarcane bagasse. All these renewable fuel sources make up a small portion of primary energy consumption, although the capacity potential is significant for several of these resources, such as solar, wind, and hydroelectricity. Although natural gas accounts for 6% of the country’s energy consumption, India plans to boost the natural gas market share to 15% by 2030 as part of the country’s plan to reduce air pollution and use cleaner-burning fuels. The EIA report points out that India’s total petroleum and other liquids production has hovered at about one million barrel a day since 2010, although EIA expects production to fall in 2020. About two-thirds of India’s total liquids production from crude oil and condensate, which has gradually declined over the past few years and fell 40,000 barrels per day (b/d) to 667,000 b/d in 2019.30 Almost half of India’s crude oil production is from offshore fields, although this share has dropped in the past several years as production from the large, ageing Mumbai High field has declined. The only sizeable project expected to come online in the next few years is Oil and Natural Gas Corporation’s 78,000 b/d KG-D5 deep water oil and natural gas development starting in 2021. As of 2019, India had 5.0 million b/d of nameplate refining capacity, making it the second-largest refiner in Asia after China. The two largest refineries by crude oil capacity, located in the Jamnagar complex in Gujarat, are worldclass export facilities and are owned by Reliance Industries. The Jamnagar refineries account for 27% of India’s current capacity. Several refiners have incrementally increased the crude oil processing capacity through small expansions at existing facilities. However, bringing new facilities has been slow over the past few years, and no new projects are slated to come online until the mid-2020s. The state-owned refiners are upgrading their facilities to 30 Country Analysis Executive Summary: India, EIA. (2020, September 20). 220

Total energy consumption in India, 2018

biomass and waste 20% coal 45%

nuclear 1% hydroelectric 1% other renewables 1%

petroleum and other liquids 26% natural gas 6%

Source: International EnergyAgency, World Energy Outlook 2019

comply with a new government requirement to produce oil products with the equivalent of Euro VI emission standards by April 2020. As mentioned at the beginning, India has been building a strategic petroleum reserve (SPR) to ensure the country does not have supply disruptions and to add to existing commercial storage capacity. India completed its first phase of SPR construction at the end of 2018. The first phase included three locations (Visakhapatnam, Mangalore, and Padur) and has a total capacity of 39 million barrels, which represents about 10 days of crude oil demand coverage. The government launched a second SPR phase in October 2018 and plans to construct another 48 million barrels and add another 12 days to crude oil demand storage. To take advantage of low international oil prices and reduce its oil import costs, India had filled more than 270 million barrels in strategic and commercial reserves in tanks, pipelines, and ships by May 202031. On the other hand, Oman’s total oil reserves stood at around 4,843 million barrels at the end of 2019, approximately 52 million barrels higher compared to the end of 2018. The increase came as a result of evaluation of the existing/ new fields and additions from new exploration operations after deducting the quantity produced in 2019. In the field of gas reserves, about 0.46 trillion cubic feet of gas were added to the Sultanate’s total gas reserves, which stood at about 23.82 trillion cubic feet at the end of 2019, compared to 24.65 trillion cubic feet at the end of 2018 – after deduction of the quantities produced in 2019. Therefore, gas reserves were about 0.84 trillion cubic feet less by 31 FACTS Global Energy, Asia Pacific Petroleum Databook. 221

the end of 2019 compared to the end of 2018, the Ministry of Energy and Minerals (formerly known as Ministry of Oil & Gas) said in its 2020 annual briefing.32 As for gas reserves, about 0.46 trillion cubic feet of gas were added to the Sultanate’s total gas reserves, which stood at about 23.82 trillion cubic feet at the end of 2019, compared to 24.65 trillion cubic feet at the end of 2018 – after deduction of the quantities produced in 2019. Therefore, gas reserves were about 0.84 trillion cubic feet less by the end of 2019 compared to the end of 2018. The average daily production of oil in 2019 was about 971,000 barrels per day, confirming the Sultanate’s commitment with OPEC countries to reduce production and narrow the gap between supply and demand. The average daily production of natural gas (in addition to gas imported from Dolphin) reached about 128 million cubic metres per day compared to 125 million cubic metres per day in 2018, including 99 million cubic metres of non-associated gas, 23 million cubic metres of associated gas and 5 million cubic metres of gas imported from Dolphin. Strategic projects and economic diversification plans in the Sultanate are considered the backbone of sustainable development. Through such projects and plans, the Ministry of Energy and Minerals seeks to create promising investment opportunities, attract and expand investments and join hands with partners to benefit from their technical expertise to increase local production and create job opportunities for Omanis. The Government of Oman is making continuous efforts to encourage joint investments by local and international private sector companies in the oil, gas and electricity sectors in various projects and fields ranging from exploration to development, establishment of gas-based projects and ancillary service projects to support the petroleum industry and energy projects. Renewables Along with cooperation in the field of traditional energy security, Oman and India are also looking for opportunities in the field of non-traditional energy security. The two countries have agreed to work on renewable sources of energy. Oman has also reiterated India’s offer to share India’s experience and capabilities with Oman in development of its renewable sources of energy such as solar and wind power. “The cooperation between the governments of Oman and India has been very noticeable in the field of Energy or Energy related projects. Over the last three decades there have been few significant projects executed. Also not to forget a large chunk of the employees working in the energy sector directly or in 32 Oman Ministry of Oil and Minerals. Business live ME. 222

the feeder sectors have been the Indian workforce,” points out Alkesh Joshi, MENA Energy Tax Leader, Ernest and Young33. In 2019, India installed 7.3 GW of solar power across the country, establishing its position as the third-largest solar market in the world. With a potential capacity of 363 GW and with policies focused on the renewable energy sector, Northern India is expected to become the hub for renewable energy in India. According to the data released by Department for Promotion of Industry and Internal Trade (DPIIT), FDI inflow in the Indian non-conventional energy sector stood at US$ 9.22 billion between April 2000 and March 2020. More than US$ 42 billion has been invested in India’s renewable energy sector since 2014. New investment in clean energy in the country reached US$ 11.1 billion in 2018. As one of the objectives of Oman Vision 2040 and the National Energy Strategy, Oman wants to expand its electricity generation capacities through renewable power projects and derive at least 30% of electricity from renewables by 2030. For this purpose, the country has embarked on many projects including a wind farm in Dhofar, two solar IPPs in Manah, 11 solardiesel hybrid facilities and the ‘Sahim’ initiative to install small-scale solar panels on residential and commercial buildings, among others. In hopes of building its renewable energy capacity not only from top down, but also from bottom up, Omani authorities are encouraging the growth of rooftop solar panels for homeowners and allowing them to sell excess electricity back to the central grid. Although renewables still constitute a tiny portion of Oman’s overall energy mix (0.5%), the percentage is slowly growing. In 2018, Oman restructured its utilities sector, making the Ministry of Oil & Gas (MOG) the main policymaker for all energy projects, and the MOG has also led on the implementation of several renewable energy projects. In February 2019, a consortium led by Japan’s Marubeni signed a power purchase agreement (PPA) with PDO Oman to develop a 100MW PV solar project at Amin. In March 2019, a consortium of Saudi and Kuwaiti firms secured financing for the 500 megawatt (MW) solar photovoltaic (PV) independent power project (IPP) at Ibri in Oman. The Beijing-based Asian Infrastructure Investment Bank (AIIB) loaned US$ 60 million of the US$ 275 million total amount, heralding AIIB’s the first renewable energy financing in Oman and the region. The financial deal was imperative to the bid’s success. A renewable energy development plan unveiled by the Oman Power and Water Procurement Company (OPWP) — the sole buyer of electricity in 33 Indian Renewable Energy Report 2020. 223

the Sultanate — envisions the procurement of 3,050 megawatts (MW) of renewables-based capacity by 2025, representing 16% of total electricity output by this timeframe. This compares with a minimum 10% share for renewables set by the Omani government by the 2025 milestone. Indeed, by 2030, renewable energy projects may account for roughly 30% of generation capacity in the Sultanate34. Diam, the state-owned Public Authority for Electricity and Water, takes responsibility to study potential usage of renewable energy in generating electricity so that the government will reduce reliance on oil resources. In coordination with international consultants, the Authority for Electricity Regulation has supervised a comprehensive study to measure the level of renewable energy in Oman. The level of solar energy density in Oman being one of the highest in the world, the government seeks to take advantage of it by utilizing the renewable energy source in collaboration with other organizations, companies and consulting firms. There is significant scope for developing solar energy resources throughout Oman and solar energy has the potential to provide sufficient electricity to meet all of Oman’s domestic electricity requirements and provide some electricity for export. Also, the study has recommended implementing pilot projects in rural areas to ensure efficiency of renewable energy technologies35. d. Health The Sultanate has succeeded in creating a modern healthcare system over the five decades after the Renaissance, represented by the percentage and speedy reduction in mortality, especially infants, and the control of communicable diseases. When the late His Majesty Sultan Qaboos rose to power in 1970, there were only two hospitals and an average life expectancy of just over 50 years. According to the ministry’s Annual Health Book, there were 261 health institutions at the end of 2019, including 50 hospitals accounting for 5,049 beds, 22 polyclinics and 189 health centres distributed across the Sultanate’s governorates and wilayats. In addition to this, the ministry has opened many super specialised clinics at referral hospitals in the governorates, providing a significant complement to the advancement of quality health services. The total number of workers in the health sector stood at 39,413 employees in 2019 compared to 39,506 in 201636. The total number of physicians increased by approximately 4%. The number of dentists increased by about 3% in this 34 Oman Daily Observer. (2020, January 7). 35 https://www.diam.om/Our-role-in-Oman/Renewable-energy 36 Ministry of Health Annual Report 2019. https://www.health.govt.nz/publication/annualreport-year-ended-30-june-2019 224

period. The biggest increase was in the pharmacists’ category, as it increased by more than 40% in this period. The number of Omani health workers increased by 5% in 2019 compared to 2016. The average life expectancy has now risen to more than 77 years, above the MENA average and just two years below the average for OECD members. Other key healthcare indicators such as infant mortality rates and deaths from cancer, diabetes, and cardiac disease have all likewise improved dramatically in recent years to place Oman above regional averages and on par with some of the world’s more developed countries. The government has been involved in updating a major long-term health policy, known as Health Vision 2050, the document for which was first completed in 2012. Among the principles established in the document is the need to provide quality services, to focus on measurable outcomes, to emphasise disease prevention, to be patient-focused, and to keep up with emerging technologies. It has given rise to 28 visions and 142 strategic measures aimed at improving health sector performance in the future37. The formulation of Health Vision 2050 went hand in hand with the development of a health atlas that covers forecasts, future population projections, and future needs in terms of health services and medical equipment, in addition to forecasts of the amount of use for these services and the health human cadres required to develop the healthcare system at national and governorate levels. The said projections, forecasts, and needs are displayed in maps through a geographic health information system illustrating the evolution of needs over the years preceding 2050. All the visions and information presented in Health Vision 2050, as well as in its relevant working papers and strategic studies and the health atlas, lay down the foundation that guides the elaboration of five-year plans for health development. The ministry revises the Health Vision 2050 on a regular basis to assess the validity of proposed visions and strategies,subsequently build on new evidence to evaluate and update it. Furthermore, considerable efforts are being exerted by concerned authorities to inventory persons with disabilities and collect important data, inter alia on demographic aspects, disability type, and medical condition, to help the Sultanate adopt measures to overcome potential difficulties. A premarital medical examination service was initiated for any one intending to marry in order to identify if they carry or suffer from any genetic disease and give choices and alternatives to prospective couples, allowing them to plan a healthy family. This examination helps curb the transmission of recessive hereditary diseases to children such as sickle cell anemia and thalassemia and protect children from hereditary diseases and other congenital malformations. Health indicators attest to its comprehensive and well-developed standards. 37 First Voluntary National Review of The Sultanate of Oman 2019. 225

Third-term evaluation

Second-term evaluation

First-term evaluation

2050

2040

2030

2020

2015

Five-year Strategic Plans 2014

Launching of the Vision 2012

Vision Conference

OP ST

2011

t pac n Imluatio a ev

OP ST

Initiation of the process

Health Vision 2050 milestones

Source: Ministry of Health, Oman

At the same time, the government’s determination to provide all its citizens with free basic health care, along with treating persistent diabetes and cardiovascular disease, means that health-related expenditures are growing. Oman has been pushing for the implementation of modern technological solutions to boost efficiency in the healthcare sector and ultimately keep costs down and cut waiting times38. This has been notable in the digitization of the country’s medical records, with 86% of all government hospital and health care facilities having been linked electronically to a central database by the beginning of 2015. In early January 2017, the Ministry of Health began implementing a cashless transaction system at public health care centres, with both primary clinics and government hospitals now accepting card payments. Fitch Ratings, the American credit rating agency, in a report in November 2020, reaffirmed that the healthcare sector in the Sultanate is expanding and growing despite the challenges the national economy faces on account of the developments of COVID-19 pandemic and the decrease in oil prices39. Although new public hospitals are under development, Oman’s private health care sector is also undergoing rapid expansion, bolstered by population 38 mediworldme.com/oman-adds-hi-tech-facilities-to-its-healthcare-sector 39 Oman News Agency. 226

growth, capacity constraints at existing public facilities and rising demand for specialty care. While health care is provided to all Omani citizens free of charge, a dearth of critical care options has prompted the government to fund overseas treatment for some patients, funds which could be used to build up domestic capacity and prevent an outflow of medical revenues. Recognising this, the government is now working with the private sector to establish two international medical cities in Salalah and Muscat, while recent statements from the Ministry of Health (MoH) demonstrate that these cities are the first of many opportunities for private investment in the Sultanate’s health sector. While government investment is set to bring a raft of new hospitals and clinics online, increased private sector participation is also helping Oman meet its health care goals. In October 2019, the Ministry announced that the Sultanate will develop its first medical city with an investment of RO 479 million40. A further RO 159.5 million will be set aside each year as operating costs. Spanning over an area of 5 million square metres, the Oman Medical City will be developed in four different phases. While the first two phases will focus on commercial operations, private medical facilities, and residential projects, the other phases will be allocated for government use. It will be constructed in the Barka region in northern Oman. The medical city in Oman is a part of Oman’s Tanfeedh programme for economic expansion, which aims to reduce the Sultanate’s dependence on oil and gas as its primary source of income. In this regard, the government emphasizes the need to increase the role for private investments. As a result, an increasingly important role for the private sector has been encouraged, taking advantage of both mandatory insurance reforms and government incentives. The introduction of the mandatory health insurance law in March 2019 is expected to have major effects on care provision in Oman. The government also expressed its plan to open the health sector to greater private investment, with stakeholders looking to expand the use of Public Private Partnerships (PPPs). In July 2019 the government released widely anticipated PPP and privatisation laws to open key economic sectors – including health care – to private sector investment. As per the first stages of the law, the private sector is being invited to design, build and maintain state clinics, with management remaining under the remit of the Ministry of Health. Among private health providers in Oman, Muscat Private Hospital is one of the largest facilities and was the first facility in the country to be accredited by Joint Commission International. Badr Al Samaa Group is another major private sector player in Oman, operating six hospitals and polyclinics in the somewhat underserved regions of Suhar, Salalah, Al Khoud, Barka, Sur and 40 omanobserver.om/health-fund-mooted-to-finance-omans-medical-city 227

Nizwa. Additional facilities include the NMC Specialty Hospital, the Starcare network of hospitals, Apollo Hospital, KIMS Hospital, Burjeel and Al Raffa, to name a few. With local production accounting for 7% of total market demand, Oman has historically relied on private sector importers and distributors to supply the country’s pharmaceutical needs. In 2018 it was reported that Oman spent around US$ 311m annually on pharmaceutical imports and another US$ 300 million on medical supplies. The segment remains dominated by local private companies such as Muscat Pharmacy and Stores, which imports pharmaceuticals and medical equipment from over 200 global suppliers. However, Oman’s Health Vision 2050 outlines an ambitious programme to establish local drug manufacturing operations and thereby reduce the country’s reliance on pharmaceutical imports. The government wants to raise local production of pharmaceuticals and medical equipment to 20-30% of total consumption through encouraging further foreign investment. In the beginning of 2019, there were three local pharmaceutical manufacturers operating in Oman and one manufacturer of surgical consumables41. Together, they account for 3.3% of registered manufactured medical products. The industry has some encouraging projects in the pipeline, including a US$ 365 million pharmaceuticals plant in the Salalah Free Zone which will produce over 100 pharmaceutical products upon completion in 2021. The Republic of India and the Sultanate of Oman continue to cooperate in various fields in the health sector. Both countries hold meetings on a regular basis as part of the endeavour to promote cooperation, as there is huge potential for Indian and Omani companies to explore the formation of joint ventures and establish operations in Oman, as well to facilitate Omani nationals to visit India for medical tourism. Healthcare in India comprises hospitals, medical devices, clinical trials, outsourcing, telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare sector is growing at a brisk pace due to its strengthening coverage, services and increasing expenditure by public as well private players. The hospital industry in India accounts for 80% of the total healthcare market in India, and in the last five years has seen huge investor demand – from both global as well as domestic investors42. By 2022, India’s hospital industry is expected to reach US$ 132.84 billion, growing at a compound annual growth rate (CAGR) of 16% to 17%. The Indian medical tourism market, meanwhile, is growing at 18% percent year on year to reach US$ 9 billion by 2020. The government also plans to increase budget allocation for public health 41 Oxfordbusinessgroup.com/overview/ 42 india-briefing.com/news/indias-healthcare-investment-outlook 228

spending to 2.5% of the country’s GDP by 2025. There are several factors that make India the perfect destination for medical tourism: world class facilities at affordable costs, almost non-existent waiting time for surgeries, world class services and care system, and the availability of therapies such as Ayurveda, naturopathy and yoga. Indian system of medicine is beneficial in many ways, especially the traditional Ayurvedic therapy and the herbal medicines. Omani people look forward to traditional therapy and herbs which help them in muscle skeletal diseases, neurological diseases and skin diseases. As Dr. Dhanya Umanath of Kottakkal Aryavaidyasala in Muscat puts it, “Omanis believe in traditional medicine, and Ayurveda is widely accepted in Oman. Many Omani nationals have been travelling to the South Indian state of Kerala for Ayurvedic treatment. Since last 30 years citizens from Oman have been travelling to different Ayurveda centres for various treatments including paralysis, arthritis and other ailments. Approximately 10% to 15% of total Omanis travelling to Kerala for medical purposes are for alternative treatments”43. India is the world’s 2nd largest exporter of Ayurvedic and alternative medicine44. The wellness sector includes segments such as alternative therapies, beauty, fitness and nutrition, among others. Of these, rejuvenation services such as spas, alternative therapies, Ayurveda treatments and beauty services are expected to grow at around 30%, while the fitness sector which includes gyms and slimming centres is expected to grow by more than 25%. According to the Indian embassy in Oman, nearly 2.5 times more e-medical visas from Oman to India were issued in just eight months of 2018, as compared to all of 201745. Moreover, people have been continuing to apply for regular medical visas as well. Some 2,635 e-medical visas were issued in 2017 and 6,579 e-medical visas have been issued up to August 2018. In 2017, the embassy issued 24,575 medical visas, while 11,450 medical visas have been issued up to August 2018. The hospital industry in India has attracted massive investments to fund healthcare delivery, advance technology and medical care, and expand market reach. This is further facilitated by the poor coverage of credible public healthcare institutions and services. Key drivers of investment growth include growing interest from private equity (PE) investors, increasing private capital from existing global and local hospital chains, business conglomerates, entrepreneurs, and international strategic players. As of April 2019, there were 38 Joint Commission International (JCI) accredited hospitals in India46. 43 personal interview. 44 https://www.fdi.finance/sectors/healthcare 45 Press release, Embassy of India in Oman. 46 India Briefing. (2020, October 22). ‘India’s healthcare investment outlook: A brief profile’. 229

As of July 18, 2020, there are 708 National Accreditation Board for Hospitals and Healthcare Providers (NABH) accredited hospitals in India. Leading multispecialty corporate hospital chains in India include Apollo Hospitals, Fortis Healthcare, Narayana Health, Manipal Hospitals, Parkway Pantai Gleneagles Global Hospitals, Max Group, and Sahyadri Hospitals. e. Mining The growth of the mining sector in Oman is in line with Oman’s economic diversification plans, and the sector enjoys distinct advantages over other developing markets. The mineral-rich country has some of the richest and most diverse mineral deposits in the world, ranging from metallic – Copper, Chromite, and Laterite, and non-metallic – Gypsum, Limestone, Gabbro, Marble, Kaolin, Quartz, Clay, Basalt, Potash, and Dolomite – deposits. The discovery of these essential mineral resources has triggered an array of largescale exploration, mining, and extraction projects. The Omani mining sector is seeking exploration expertise, industrial mineral processing technology, as well as equipment, and companies experienced in developing mineral-based manufacturing. It is also looking to train and upskill in engineering consultancy, drilling and chemical testing, while also developing equipment manufacturing to fill supply chain gaps across the mining lifecycle. Of late, this sector has attracted increasing interest from both foreign and local operators. To safeguard its resources from wrongful exploitation, the Sultanate has several measures in place. In 2014, the government established the Public Authority for Mining to regulate the sector, and two years later it established Minerals Development Oman, a state-owned conglomeration of four Omani sovereign wealth funds and government investment entities, as a new holding company to serve as the executive arm. In August 2020, through a royal decree, the PAM was dissolved and its powers were transferred to the newly created Ministry of Energy and Minerals, as part of the government’s efforts to increase transparency and competitiveness in Oman’s mining sector47. In March 2019, the government rolled out the new mining law, bringing in hopes of attracting new investment and revitalising its mining industry. The new law stipulates that all mineral resources within Oman’s territory, which includes exclusive economic free zones, are the property of the state. According to the new law, investors can acquire mining permits under a more transparent legal framework. They will also be able to enjoy shorter approval times and fair royalty rates. Additionally, mining permits for projects that 47 export. gov. (2018, November 19). ‘Oman: Mining and Materials’. https://www.export. gov/apex/article2?id=Oman-Mining-and-Materials 230

2019 - Minerals Exports from Oman to India Name of the Minerals Gypsum

Quantity in Metric Tons

Value in US$ million

Remarks

1,797,416

36.96

Expected to grow on yearly basis

36,478

1.94

Expected to grow on yearly basis

2,776,174

52.93

Expected to grow on yearly basis

236,098

22.05

Expected to grow on yearly basis

Stone boulders

27,890

0.62

Dolomite

22,202

0.34

Chrome ore

11,124

1.46

Gypsum Calcined Limestone Limestone Calcined

Marble Slabs TOTAL

4,240

2.57

4,911,622

118.87

Source: Zawawi Minerals

span an area of under 5 sq. km will see an extension from one year to five years, and those that cover an area of more than 5 sq. km will be awarded an extension from 20 to 30 years. Industry analysts estimate Oman has more than one billion metric tonnes of gypsum and multi-billion metric tonnes of limestone. The country is in a secure position to meet the raising future demand for these commodities in India/and other Asian countries. The world’s largest gypsum exporter, Oman has recorded gypsum exports of 9 million metric tonnes in 2019, the volume having grown 30-fold over past 9 years. The major recipients include India, other Asian countries and South/East African countries. Oman controlled over 40% of imported gypsum market in these regions. Omani gypsum exports surpassed 1 million metric tonnes (MT) per month for the first time in July 202048. Exports from the Port of Salalah, the principal outlet for exports of locally mined gypsum, surged to 1.14 million metric tonnes in July and 1.15 million metric tonnes in October 2020. The corresponding figure for July 2019 was 0.885 million metric tonnes and October 2019 was 0.888 million metric tonnes49. Oman’s gypsum export through the Port of Salalah have already grown at a phenomenal pace. The Sultanate outperformed Thailand – long the leading exporter of gypsum globally – which saw its tally slump to 6.40 million tonnes in 2019. Iran, with exports of 5.31 million tonnes, was the next big player, while Pakistan, Bhutan, Australia, and Mexico accounted for around 0.99 million tonnes between themselves. 48 Oman Daily Observer. (2020, August 26). 49 Oman Daily Observer. (2020, July 5). 231

Analysts estimate that Oman’s majority reserves of limestone (used for steel manufacturing) and gypsum (used for cement and gypsum board manufacturing) are still untapped. But with demand soaring from Asia and South/East African countries for gypsum – a key raw material in cement production as well as gypsum plasterboard – the Sultanate is well-placed to capitalise on this demand growth by harnessing its prodigious deposits of this industrial mineral. And India is the world’s largest importers of Steel grade Limestone and Gypsum. Ramachandran, Chief Executive Officer, Zawawi Minerals, a leading Omani exporter of gypsum, says: The Sultanate of Oman is Asia’s preeminent source of gypsum supplier to India, other Asian and South-East African countries and steel grade limestone to India. This can add value to the country’s non-oil exports revenue and the Sultanate can enhance non-oil export revenue growth from this promising mineral industry.50 India is the second largest cement producer in the world and accounts for nearly 10% of the global installed capacity and cement production reached nearly 335 MT in 2020. The housing sector accounts for around 65%-70 % of India’s cement consumption, followed by infrastructure (20%-23 %) with the rest accounted for by commercial and industrial capital expenditure. Due to the increasing demand in these sectors, cement demand is expected to reach nearly 500 million MT per annum by the year 2025. According to the data released by Indian Department for Promotion of Industry and Internal Trade (DPIIT) of India, cement and gypsum products industries attracted Foreign Direct Investment (FDI) worth US$ 5.28 billion between April 2000 and March 202051. Indian cement and gypsum board industries together imported around 5.30 million MT tonnes (30% of the overall consumption) gypsum in 2019, mainly from Oman and Iran. Gypsum plays a very important role in controlling the rate of hardening of the cement. During the cement manufacturing process, gypsum is added to control the setting of cement. If not added, the cement will set immediately after mixing of water leaving no time for concrete placing. India, which still has scarcity of local gypsum supply deficit in the domestic market, is facing an increased dependence on imports to meet demands in coming years — 40-50% of the annual consumption will be depending on imports. There is presently no substitute for gypsum in the production of cement and gypsum wallboard. Producers have to compete for raw gypsum material with a 50 Personal interview. 51 India Brand Equity Foundation. (2020, December 4). ‘Indian cement industry analysis’. 232

considerably larger and rapidly growing industry. In this context, Ramachandran foresees that the Sultanate will continue to be one of the major suppliers of gypsum to Indian cement and gypsum board industries. India surpassed Japan to become the world’s second largest steel producer in 2019 with crude steel production of 111.2 million MT and the crude steel production is expected to reach 255 million MT by 2030. India’s per capita consumption of steel grew at a CAGR of 4.43% from 46 kgs in 2008 to 74.10 kgs in 2019. The Government’s National Steel Policy 2017 aims to increase the per capita steel consumption to 160 kgs by 2030. Indian Government has taken various steps to boost the sector including the introduction of National Steel Policy 2017 and allowing 100% Foreign Direct Investment (FDI) in the steel sector under the automatic route. According to DPIIT, Indian metallurgical industries attracted Foreign Direct Investment (FDI) to the tune of US$ 13.40 billion between April 2000 and March 2020. However, the Indian steel sector is disadvantaged due to limited local availability of steel grade limestone and India is significantly dependent on import of limestone from Oman and United Arab Emirates. Indian steel industries imported around 25 million MT of steel grade limestone in 2019, mainly from Oman and United Arab Emirates. The main uses of limestone in steel industry are as a fluxing material. To produce 1 million MT of crude steel, around 0.15 – 0.20 million MT of limestone is required. The majority of the steel grade limestone resources in India are available in Rajasthan and the Himalayan regions. Environment concerns constrain Himalayan limestone exploitation and logistics constraints Rajasthan limestone excavation as high transportation costs are prohibitive for the majority of steel producers located in the east coast of the country. In this scenario, adds Ramachandran, “the Sultanate of Oman will continue to be one of the suppliers of steel grade limestone to Indian steel industries”52. An abundance of limestone in the hinterland of Duqm unleashes opportunities for investment in a wide array of industrial activities, says Lee Chee Khian, ex-CEO of SEZ Authority at Duqm (SEZAD)53. High-purity limestone (99%) is perfectly suited for use in steel manufacturing, water treatment, desulphurisation of fuel gas for coal power plants. A slightly inferior grade (85%-97% purity) can be used in cement manufacturing and for agricultural purposes. Lower grades of limestone can be used in the production of aggregate for building and construction purposes. 52 Personal interview. 53 Duqm one. (2020). ‘Duqm SEZ Oman’s next economic growth engine’. https://www. duqm1.com/2020/01/duqm-sez-omans-next-economic-growth.html 233

f. Science and technology The Sultanate embarked on its ambitious journey towards inducing a quantum shift to a knowledge-based society by launching the Digital Oman Strategy with focus on activating information and communications technologies (ICTs) to promote government services, enrich the business sector, and enable individuals to conduct transactions digitally. It also seeks to set up an integrated infrastructure that provides excellent government e-services to citizens and businesses in the Sultanate, build knowledge-based industries, and create ample and diverse job opportunities for Omani nationals. While the late Sultan Qaboos is the architect of modern Oman, providing the country with all the infrastructure needs, the new Sultan, His Majesty Haitham bin Tarik is making all-out efforts to develop Oman’s digital infrastructure. In the Sultanate, municipalities, developers, and planners are mostly employing digital tools to meet economic, cultural, and environmental needs of both the present and future. Vast amounts of information are disseminated through ICT worldwide and those who have no access to these technologies are left at a disadvantage, being unable to participate and share fully in the benefits of the information society. Access to ICT is seen as an essential factor for the development and the improvement of the well-being of society54. Oman National Computer Emergency Readiness Team (OCERT) is an Omani digital initiative that epitomizes a turning point in security incidents in the Sultanate. Inaugurated in April 2010, it was tasked with providing a secure cyber environment to every user of any government or private website. In 2016, Oman launched the Oman Technology Fund (OTF), which focuses on investment in emerging enterprises and innovative ideas in the IT sector in Oman and the region. The Fund’s structure relies on partnerships with international leading companies renowned for their audacious IT investments. Its work consists mainly of identifying pioneering ideas in the ICT sector, and entrepreneurs who have ideas and projects with high-growth potential and developing these enterprises, while giving them the opportunity to gain a global footprint by capitalizing on the advanced capabilities of its international investment partners. Vision 2040, Oman’s long-term development plan, calls for the enhancement of national technical capabilities, the construction of vital ICT infrastructure, and the improvement of e-government services. The government has prioritized the development of ICT and the sector is well positioned for growth in the years ahead. Oman’s sovereign wealth fund formed the Oman ICT Group (OICT) in early 2019 to focus on cloud and data services, cybersecurity and smart applications, and next-generation technology.55 54 First Voluntary National Review of The Sultanate of Oman 2019. 55 International Trade Administration. Oman -Country Commercial Guide. 234

A Royal Decree in October 2019 created the Ministry of Technology and Communications (MTC), and shifted the Information Technology Authority (ITA) under the MTC’s control to implement national IT infrastructure projects and execute e-government initiatives. In August 2020, through a Royal Decree by His Majesty Haitham bin Tarik, as part of the restructuring of the government apparatus, reunited the two ministries, into the Ministry of Transport, Communications and Information Technology. Although the government reorganization signaled more centralized control over ICT, the Telecommunications Regulatory Authority (TRA) has maintained considerable oversight and policy guidance, most notably in the deployment of Oman’s 5G networks in 2020 and its decision to lift the ban on VoIP calls after the COVID-19 outbreak in March. Several Omani start-ups, backed by government investments, are also at the forefront of IT initiatives in response to COVID-19. The Centre of Excellence in Communication Technologies project is one of the components of Oman Tawazun (Offset) Program, which is one of the economic tools used in more than 100 countries around the world with the aim of diversifying the country’s economy by investing in projects and programs that serve the country’s strategic objectives. The Omani authorities also prioritized the need to look at the changes that loomed on the horizon as quantum leaps started to occur under the Fourth Industrial Revolution, including artificial intelligence (AI), blockchains, the Internet of Things (IoT), virtual reality, and enhanced reality. It has consequently put in place a number of initiatives to implement artificial intelligence, blockchain, and other emerging technologies. Already, Oman’s focus on cybersecurity has placed it at the second position in the Arab world in the Global Cybersecurity Index (GCI) in 2019 ranked by International Telecommunications Union (ITU). A pre-COVID report issued by Global Data in March 2020 forecasts ICT spending in Oman to grow at a compound annual growth rate (CAGR) of 11.3% from around US$ 3.2bn in 2019 to US$ 5.6 bn in 2024. The report highlights e-governance, related services, e-commerce, and cloud services as key factors for this growth. The digital Oman strategy is also expected to increase employment opportunities for Omani youth with parallel focus on creating a wealth of skilled resources through early ICT training and skill development56. According to Baby Sam Samuel, “Despite the economic and other challenges brought on by the COVID-19 pandemic, the ensuing need for social distancing and remote work has accelerated the adoption, access and need for digitalization across various sectors in Oman”57. Some striking examples, according to him, include the unprecedented transition to remote 56 Data provided by Baby Sam Samuel in a personal interview. 57 Personal interview. 235

work by both public and private sector, internet-enabled remote lessons for students in Oman, the adoption of 5G and fibre optic connectivity, the entry of new, competitive players in the e-commerce market, and the government decision to hasten the availability of satellite-enabled internet availability and communication infrastructure in the rural regions of the country. The Sultanate is fully aware of the importance of developing human cadres through training that is attuned to future challenges and requirements. Required skills vary with economic changes, depending on labour market needs. That is why Oman is keen on arming the youth with skills that are indispensable for the use of new emerging technologies. In this vein, the National Youth Program for Skills Development was instituted with the aim of equipping the youth, designated as targeted beneficiaries, with the fourth revolution skills ,and building Omani digital capacities and competencies. In August 2019, the Information Technology Authority (ITA) planned to digitize 59 Omani government agencies and institutions by 202258. His Majesty Sultan Haitham bin Tarik issued a royal decree on June 11, 2020 establishing Cyber Defence Centre in Oman that brought into focus the Omani government’s broader technology agenda. Oman has specific laws to deal with security threats, including a specific Anti-Cybercrime Law. This addresses issues such as IP and data protection, privacy, enforcement of electronic contracts, jurisdictional matters and e-payment systems. A further Law of Electronic Transactions deals with issues thrown up by e-commerce, particularly ensuring the validity of online purchases. The Oman e-governance framework also includes its own security compliance requirements. In the latest UN Global Cybersecurity Index, Oman was ranked as the most prepared nation in the GCC region and fourth in the world for dealing with cybercrime. Although Oman and India did have bilateral agreements in different fields including technology transfer, they witnessed a paradigm shift during the visit of Prime Minister Narendra Modi to the Sultanate in 2018. Space was identified as a new area of cooperation during his visit. An MoU on Space Cooperation was signed during his visit. India has proven capabilities in the field of space research and is a reliable partner for satellite development and other space related sectors. The agreement, which was approved by India’s Union Cabinet in June 2018, will enable both sides to cooperate in “space science, technology and applications including remote sensing of the earth, satellite based navigation, space science and planetary exploration, use of spacecraft and space systems and ground systems and application of space technology”59. 58 agsiw.org/oman-jump-starts-its-slow-moving-technology-initiatives 59 Ningthoujam, A. (2020, July). ‘Taking India-Gulf cooperation into space’. The Diplomat. 236

The Union Cabinet of India, in June 2018, approved the agreement between the two countries for “cooperation in peaceful uses of outer space to help build the Arab country’s space programme”60. The MoU is for cooperation in areas like space science, technology and applications including remote sensing of the earth, satellite-based navigation, planetary exploration, and use of spacecraft, and space and ground systems. Signed between Indian Space Research Organization (ISRO) and Oman’s Ministry of Transport and Communications in Muscat in February, 2020, the MoU will provide impetus to explore newer research activities and application possibilities. The two countries now should not find difficulty in strengthening cooperation in various spatial spheres, including satellite navigation, sounding rockets, satellite-based rescue missions, as well as maritime security. Eng. Salem bin Abdullah al Nu’aimi, Undersecretary of the Ministry of Transport and Communications for Transport Affairs, said that the MoU in the field of peaceful use of space provides for cooperation in the fields of satellites used in navigation systems, space sciences and exploration, sharing experiences between the two countries and exchanging visits of specialists in this field. Considering the heightening bilateral partnerships, India’s assistance in building Oman’s capabilities, including training and human resource development, is expected to be promising61. Oman was one of the first countries in the Gulf region that exhibited interest in forging space cooperation with India nearly a decade ago. A four-member delegation from the Oman’s Department of Communication visited ISRO in March 2011 and expressed its interest for collaboration to build its space programme. In May 2016, Oman conveyed its interest to cooperate on space applications with ISRO. g. Tourism The tourism sector is now recognized as a potential industry that contributes to a country’s revenue, overall GDP, and foreign exchange earnings. Countries are now promoting their tourism potential as a growing source of income to the private sector as well as individuals, creating various employment opportunities and contributing to their citizens’ quality of life. For this reason, investments in the tourism industry have seen a substantial rise to make it an economic engine for growth and development. According to the Travel and Tourism Council Economic Impact 2020 (WTTC) report for the Asia Pacific regions, the travel and tourism industry grew by 3.5% and the sector contributed to 10.3% of the total Asia Pacific GDP region. The travel and tourism industry contributes 182.2 million jobs 60 www.business-standard.com/article/news-ians/india 61 Ningthoujam, A. (2020, July). ‘Taking India-Gulf cooperation into space’. The Diplomat. 237

in the region. The report further added that 81% of travellers displayed characteristics of leisure spending, whereas 74% of travellers were domestic tourists62. In the GCC, the sector accounted for US$ 245 billion of its overall GDP in 2019, equating to 8.6% in addition to supporting nearly seven million jobs or 8.8% of the total number of people employed. On a global scale, the sector contributed 10.3% towards GDP and generated 330 million jobs. The Omani tourism sector, one of the five pillars of Oman’s Tanfeedh diversification programme, has gained traction in recent years with many positive indicators, supported by an increase in government investments in establishing infrastructure and substantial rise in private sector investment. Along with its breathtaking scenery, the rollout of new business laws that include tax incentives are attracting international investors to the country. The contribution of travel, hospitality and tourism to the Omani economy, according to the annual statistical bulletin of National Centre for Statistics and Information (NCSI), totalled around 1.293 billion Omani Rials in 2019, up from 1.233 billion Omani Rials a year earlier, entailing an increase of 4.9%. The direct value added from the sector has been growing incrementally over the past five years, rising 4.1% from 689.5 million Omani Rials in 2018 to 717.9 million Omani Rials in 2019. The total number of tourists in 2019 reached 3.5 million, compared to 3.2 million tourists in 2018, and 2.6 million tourists in 2015. The four-year period from 2015 to 2019 witnessed a remarkable increase in the number of single-day visitors, whether they come to attend conferences or onboard cruise ships. The total number of single-day visitors in 2019 reached one million visitors, representing about 28.7% of the total number of tourists coming to the Sultanate. The average spending per tourist in 2019 increased to 195.3 Omani Rials, compared to 138.5 Omani Rials in 201563. The 2015-2020 five-year plan period saw the opening of many major tourism and infrastructure projects that support the tourism sector, most notably Muscat International Airport, which received more than 16 million passengers in 2019, on incoming and outgoing international and domestic flights, compared to 10.3 million passengers in 2015. Another major important development during the Plan period was the opening of the Oman Convention and Exhibition Centre, which hosted many local and international conferences and exhibitions that contributed to the revitalization of conference tourism. According to the NCSI report, as many as 491 hotel properties distributed across all star ratings were in operation around the Sultanate in 2019. The majority — numbering 348 properties — 62 hotliermiddleeast.com/business 63 NCSI. https://www.ncsi.gov.om/ 238

Source: National Centre for Statistics and Information (NCSI), Oman

belonged to the category of one-star and unclassified hotels, guesthouses and hotel apartments. Five-star properties totalled 26 in 2019, up from 11 in 2015, while four-star hotels grew modestly to 24 last year, up from 23 in 2015. Those in the 3-star category jumped from 27 in 2015 to 38 last year, while the one-star and other properties nearly doubled to 348 last year, up from 186 in 2016. India too, is a large market for travel and tourism. It offers a diverse portfolio of niche tourism products — cruises, adventure, medical, wellness, sports, MICE, eco-tourism, film, rural and religious tourism. India has been recognized as a destination for spiritual tourism for domestic and international tourists. The WTTC ranking list has India as 10th position among 185 countries in terms of travel & tourism’s total contribution to GDP in 2019. During 2019, contribution of travel & tourism to GDP was 6.8% of the total economy, US$ 194.30 billion. Tourism in India has significant potential, considering the rich cultural and historical heritage, variety in ecology, terrains and places of natural beauty spread across the country. Tourism is also a potentially large employment generator besides being a significant source of foreign exchange for the country. India has moved up six places in the latest travel and tourism competitiveness index. According to the World Economic Forum report, India moved from its 40th rank to 34th rank on the world travel and tourism competitiveness index64. Best of all, India accounts for a major chunk of 64 www.financialexpress.com/lifestyle/travel-tourism/ 239

South Asia’s travel and tourism GDP, making it one of the most competitive T&T-oriented economies in the sub-region itself. During 2019, foreign tourist arrivals in India stood at 10.89 million, achieving a growth rate of 3.20% year on year. During 2019, Foreign Exchange Earnings (FEEs) from tourism increased 4.8% year on year US$ 29.96 billion. In 2019, arrivals through e-Tourist Visa increased by 23.6% year on year to 2.9 million65. International hotel chains are increasing their presence in India, and will account for around 47% share in the tourism and hospitality sector of the country by 2020 and 50% by 2022. India is a digitally advanced traveller nation in terms of digital tools being used for planning, booking, and experiencing a journey. India’s rising middle class and increasing disposable income has supported the growth of domestic and outbound tourism. India was globally the third largest in terms of investment in travel and tourism with an inflow of US$ 45.7 billion in 2018, accounting for 5.9% of the total investment in the country. The Indian Government has realized the country’s potential in the tourism industry and has taken several steps to make India a global tourism hub. Hotel and Tourism sector received cumulative FDI inflow of US$ 15.28 billion between April 2000 and March 2020. The industry is also looking forward to the expansion of e-Visa scheme, which is expected to double the tourist inflow in India. India has been promoting tourism under the ‘Incredible India 2.0’ campaign and has been conducting road shows and other marketing campaigns, while the states have also been promoting tourism state-wise under separate campaigns similar to the Incredible India campaign. Also, due to the continuous growth in the number of tourists from both domestic and international markets, and an increasing demand for unique experiences by different tourist segments, especially millennial tourists, the industry is seeing a shift from destinationbased tourism to experience-based tourism and development of niche tourism products and services for tourists. A few key tourism offerings that majorly attract tourists to India are medical tourism, business tourism, adventure tourism, spiritual tourism, heritage tourism, cultural tourism, ecotourism and rural tourism66. This has been possible due to India’s diverse geography and cultural heritage. The launch of several branding and marketing initiatives by the Government of India such as ‘Incredible India!’ and ‘Athiti Devo Bhava’ has provided a focused impetus to growth. The Indian Government has also released a 65 www.unwto.org/news/unwto-delegation-observes-safe-restart-of-tourism-in-egypt-onofficial-visit 66 www.ibef.org/industry/tourism-hospitality-India 240

Source: India Brand Equity Foundation

fresh category of visa – the medical visa or M-visa, to encourage medical tourism in the country67. The Government is also making serious efforts to boost investment in the tourism sector. In the hotel and tourism sector, 100% FDI (Foreign Direct Investment) is allowed through the automatic route. A five-year tax holiday has been offered for 2, 3 and 4-star category hotels located around UNESCO World Heritage sites (except Delhi and Mumbai). The hotel and tourism sector received cumulative FDI inflow of US$ 15.28 billion between April 2000 and March 2020. Promotion of tourism to the optimum level was one of the agreements signed between Oman and India during Prime Minister Narendra Modi’s visit in February 2018. Following this, Suresh Prabhu, the former minister of the Ministry of Commerce, Industry and Civil Aviation, met with Oman’s former Minister of Tourism, Ahmed bin Nasser al Mahrzi to explore means of enhancing the tourism cooperation between the two countries. The meeting included a presentation on the Omani tourism strategy which focused on responsible and sustainable tourism principles, and opening investment in tourism sectors that serve the governorates in the Sultanate. An agreement to develop ‘Sky Line Duqm’, an integrated tourism complex project in Duqm was signed between the two countries. The project was announced in December 2017. Work on the first phase of the project – the village resort, 25 beachfront villas, and an apartment complex housing 96 units, commenced in January 2018. Individuals who purchase a property in this complex will receive Omani residence visas. In addition to that, Indian expats who currently work in Oman, and choose to retire here, will also 67 www.globenewswire.com/news-release 241

receive a residency and continue to enjoy all that Oman has to offer. As a follow up, the Ministry of Tourism, Oman, conducted roadshows in Bengaluru, Pune and Mumbai in May 2019. The aim was to strengthen its outreach among the travel trade fraternity in India. In an effort to retain the growth momentum of Indian arrivals into Oman, the Ministry along with destination management companies, hotels, attraction operators and Oman Air, the national carrier, connected with over 200 notable travel & tour companies. According to Lubaina Sheerazi, India Representative, Ministry of Tourism, Oman, several initiatives have contributed to this growth, such as the introduction of short-term visa and electronic visa, direct flight connectivity from various cities in India, newly launched 5-star properties, opening of the new passenger terminal at Muscat International Airport and more. “In alignment with the 2040 strategy, the Ministry has taken steps to develop and promote a broader variety of distinctive experiences, with the goal of encouraging extended visits and greater engagement with the country’s culture and natural sites,” she stated while commenting on the Oman Tourism Roadshows conducted in India. She also elaborated: Tourism is on the rise and inbound arrivals from India have significantly increased in the last few years. India represents a substantial and vast market for Oman, given the high percentage of travellers willing to travel abroad and experience new destinations. We have been observing a steady year-on-year increase in tourist arrivals to Oman from India and are extremely pleased with the consistent growth. While Mumbai is one of our primary source markets, Bengaluru, and Pune have shown immense potential as we see a rise in the number of outbound travellers from these cities. They are constantly on the lookout for unique destinations and Oman fits the bill perfectly. Lubaina Sheerazi, India Representative, Ministry of Tourism Oman68 Oman has been seeing a big increase in the number of visitors from India over the past few years, due to an effective marketing strategy and ease in visa procedures. The Sultanate received 357,147 Indian visitors in 2018, an increase of 12.37% from 317,844 visitors in 2017. With a view to facilitate and encourage foreign nationals including Omanis, to visit India for tourism, business and other purposes, India made changes in the visa rules in January 2017 in order to liberalise, simplify and rationalise the visa regime. The Government of India has modified the existing ‘e-Tourist Visa’ scheme69. In September 2017, Oman Tourism launched a global advertising campaign 68 Personal interview. 69 www.omanobserver.om/surge-in-indian-tourists 242

to showcase the essence of Oman as a destination at different levels and also to highlight the varied aspects of tourism in Oman through a short film. Shot at various locations of Oman, the film gives a glimpse of Muscat city, the rustic town of Sur, the historic city of Nizwa, the well-nurtured turtle reserve at Ras Al Jinz, breezy-mountainous regions of Jabal Akdhar, and pristine Damaniyat Islands. The film was conceived by The Ministry of Tourism’s team working in Oman and India and its main purpose was to lure Indian, as well as international tourists. Often referred to as the Jewel of Arabia, the Sultanate is one of the choicest picks for Indians to host nuptials. Since weddings are an important part of Indian culture, Oman tourism has set the stage rolling to promote the country for destination weddings. The film, which was wedding specific, has encapsulated a segment in it showcasing the different hues, emotions and rituals of an Indian wedding. Furthermore, the sandy beaches, stunning rock formations, conducive weather and laidback aura make Oman a favourite destination for weddings.The government’s announcement to introduce visa-on-arrival for Indians with valid visas of USA, the UK, Schengen, Canada and Australia is only bound to make planning a wedding in the Sultanate easier. As Oman continues to diversify out of oil, the tourism industry has been of particular interest, with government initiatives and investments being a driving force for expansion within the sector. Investments are being made for the long term, with the government determined to achieve the objectives of the 2040 National Tourism Strategy. Foreign investors looking for investment opportunities in Oman may look to the country’s tourism industry for potential, with continued growth expected within this sector over the coming years. Oman is opening up its real estate market to foreign investors further by allowing them access to a wider selection of residential properties as part of reform measures aimed at improving the country’s fiscal position. Non-GCC nationals can currently buy property in Oman, but only within integrated tourism complexes (ITCs). There are 13 ITCs in the Sultanate, according to the tourism ministry’s website.

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Tourism sector in India: • India is the most digitally-advanced traveller nation in terms of digital tools being used for planning, booking and experiencing a journey. • During 2018, Foreign Tourist Arrivals (FTAs) in India stood at 10.56 million, achieving a growth rate of 5.20% year-on-year. FTAs in January 2019 stood at 1.10 million, up 5.30% compared to 1.05 million year-on-year. • The travel & tourism sector in India accounted for 8% of the total employment opportunities generated in the country in 2017, providing employment to around 41.6 million people during the same year. • International hotel chains are increasing their presence in the country, as it will account for around 47% share in the tourism and hospitality sector of India by 2020 and 50% by 2022. Advantages of investing in Oman: • Supportive Laws: Legislative environment, which is continuously developing. • Infrastructure: Solid tourism infrastructure, with continuous development in line with established international standards. • Tax: Low tax on profits and no personal income tax. Flexible tax system allowing exemption on profits of foreign investment projects for 5 years, renewable for futher 5 years. • Profits: No restrictions on repatriation of imported capital and profits. • Land earmarked for tourism purposes. • Granting of land earmarked for tourism purposes in accordance with the usufruct for a period ranging from 25 to 50 years depending on the type and size of the project. • Exemption from payment of rental value for a period ranging from 3 to 5 years according to the nature and type of the project. • Rental value is estimated in accordance with the project’s land area. • Exemption from income tax for five years from the date of operating the project. • The estimated annual rental value of lands is 300 bz per square metre in Muscat Governorate and the Wilayat of Salalah, and 150 bz per square metre in the remaining governorates, regions and in the wilayat of Qurayat.

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Ownership opportunities: Non-Omanis (exclusive of GCC Nationals) are allowed to own the following types of real estate in the integrated tourism complexes approved by the government in the different governorates and regions of the Sultanate: • Built real estate, whether villa, apartment or shop • Reclaimed plots Individuals and companies who are granted land according to the law of the Organization of the Usufruct of the Sultanate’s land and wish to establish an integrated tourism project can sell built units or land after obtaining permission from Ministry of Tourism, and after paying 10% of value of the built units or 20% of the value of the land to the Ministry of Housing, Electricity and Water. Land bought in integrated tourism projects should be built within a period of 4 years from the date of registration. This period can be extended for a further 2 years if compelling reasons have caused the delay. However the buyer cannot dispense of the land before the elapse of the above mentioned period. Note: Refer to Oman Tourism website for more information.

ITC investments:* Although the regulations may change in the future to allow the purchase of a wider range of properties, at present, foreigners including Indian nationals, are able to buy properties within Integrated Tourism Complexes (ITC). These are larger scale, master planned projects focussing primarily on the residential and hospitality/tourism sectors. Al Mouj is an established project by Majid Al Futtaim located on the beachfront to the north of Muscat International Airport and is emerging as a new centre for the city. Available properties include detached villas, townhouses and apartments. The most recent launches in 2020 have been the Juman 2 apartments fronting onto the marina and more compact villas in the Ghadeer district. The project also provides a marina, Greg

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Norman designed golf course, a retail precinct and a growing range of 4 and 5-star hotels (including the Kempinski and the under construction St.Regis). Muscat Hills is located around 10 minutes’ drive to the south of the airport and is built around Muscat’s first green golf course. It offers a range of exclusive villas and apartments within and around the golf course, allied to more affordable apartments within the emerging Boulevard locality. Barr Al Jissah provides a spectacular coastal setting to the east of the city where the Hajar Mountains meet the Gulf of Oman. A smaller scale, exclusive project associated with the Shangri-La Barr Al Jissah Resort which offers 4-bedroom townhouses on the resales market and a limited number of deluxe apartments and villas under construction in the marina. Recent launches at Muriya’s Jebel Sifah and Hawana Salalah developments have focussed on providing smaller apartments, townhouses and villas which are ideal as a second/holiday home. Jebel Sifah enjoys an idyllic coastal setting approximately 1 hour’s drive to the east of Muscat International Airport and provides a marina, golf course and boutique hotel. Hawana Salalah has a stunning coastal location approximately 30 minutes’ drive to the east of Salalah International Airport with facilities including a marina and a growing range of 4 and 5-star hotels. It also benefits from cooler summer weather during the Khareef (monsoon) season which runs from July to September. Muscat Bay is located close to Barr Al Jissah and offers a range of generously sized, ready to move in apartments and villas built around a manmade lagoon with a coastal setting. The project will be further enhanced when the 5-star, beachfront Jumeirah hotel opens in the near future. The benefits of purchasing a property within an ITC project include a residence visa for purchasers and their first degree family members allied to excellent flight connectivity with India. * Contributed by Matthew Wright, Head of Consultancy, Savills Oman

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REFLECTIONS ON LOOKING AHEAD The relation between India and Oman is continuous and not broken with time. Another aspect which has characterized this relationship is that it is clearly built on principles of admiration and respect for one another regardless of religious or ethnic differences, or world views. It is a pragmatic relationship based on achieving common benefits for both sides. The National Museum, Oman has a number of iconic or key objects that stand as a testimony to our relations, including an intricate comb which is 5000 years old, a coin hoard from the Mughal period, as well as a Harappan Jar which will be restored and displayed. All this is a mute testim ony to past relations.

H.E. Jamal al Moosawi, Secretary General, National Museum, Oman

We have a dedicated section within the ‘Oman and the World’ gallery which is dedicated to our bilateral relationship through the ages. The decision to have this section was made when the museum project was in the early stages of development in 201l. This is a testimony of the Omani authorities’ interest to place importance on this interaction. In fact, there is a record of a diplomatic envoy sent by Sultan of Mysore Tipu Sultan on a diplomatic trade mission to Muscat. This is a milestone within the context of our diplomatic relationship. The National Museum has a number of such iconic or key objects that stand as a testimony to our relation. We have a gallery called ‘Splendours of Islam’ and one section is dedicated to religious coexistence. India, as a cradle of civilization, has given the world sublime philosophy but has also contributed to human faith, and to our understanding of human creation and higher powers. -------------------------------------------------------------------------------------------Oman and India enjoy very strong relations in historical, economic and cultural relations, in addition to people to people exchanges. The relations that span over 5,000 years between the countries have led to the mixing of cultural traditions that is reflected in several areas including crafts, textiles, cuisine and customs. Archaeological excavations in both countries have unearthed evidences, confirming that Oman-India trade flourished during the pre- Islamic times.

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Travel accounts by acclaimed world travelers also ascertain Oman’s links with the Indian states in Gujarat and along the Malabar Coast. These countries of strategic importance continue to maintain these centuries-old relations in a systematic manner. Omanis and Indians identify closely with one another and are an integral part of each other’s homes, and partake wholeheartedly in each other’s festivals and other commemorative occasions. No doubt, the two great nations have forged H.E. Seif al Rahbi, cordial relations strengthened by the role of the Omani poet and Editor-inexpatriate community in the Sultanate’s nation Chief of NIZWA magazine building. Indeed, for all expatriates living in Oman, this beautiful country with its breathtaking beauty and natural bounty, is their home. -------------------------------------------------------------------------------------------India and Oman are linked by geography, history and culture and enjoy warm and cordial relations. This close relationship between these two great nations date back to even pre-historical period. India-Oman relations encompass a wide spectrum of activities in trade, energy and investment. Over the years, the India-Oman relationship has acquired a multi-dimensional character. In recent years, the security and defence components of the relationship have broadened and deepened. The economic and commercial relaHon. Lujaina Mohsin Darwish, tions between India and Oman are robust and Chairperson, MHD buoyant. India is among Oman’s top trading partners. Our relationship with India is strong as both countries understand each other and there is regular growth and momentum. The constant exchange of expertise, visits and publications between cultural institutions, establishments and authorities of the two countries have led to the development and expansion of ideas and resources. As a nation, we are now on the path of progress laid out by the late His Majesty Sultan Qaboos and now carrying the baton ahead by His Majesty Sultan Haitham bin Tarik in line with the vision to contribute to the Sultanate’s efforts in overcoming challenges. This will help in strengthening the relation between the nations and embark on a new era of peace and prosperity. 249

The historic India-Oman bilateral relations date back to almost 5000 years, through rich maritime trade links and local community engagement. Sixty-Five years of diplomatic relations progressed into a strategic partnership in 2008. An atmosphere of unwavering trust has been established between these two great nations. As Oman commemorates 50 golden years, a nation heralds a new dawn, marking a blessed renaissance under late His Majesty Sultan Qaboos bin Said, the architect of modern Oman, and promising a renewed renaissance under the wise leadership and guidance of His Majesty Sultan Haitham bin Tarik.

Pankaj Khimji, Co-Chairman Oman-India Joint Business Council

The India-Oman strategic partnership will provide tremendous opportunities for both countries in the fields of agriculture, healthcare, infrastructure, tourism, chemicals & fertilizers, education, oil & gas, power, and mining. I strongly believe India could provide a lot of valuable experience in these sectors, and complement enhanced trade collaborations between the two vibrant cultures across the Arabian Sea. I also welcome the formation of the Omani-Indian Friendship Association. I am confident that this platform will serve matters of mutual interest between the Indian and Omani business and social communities present in the Sultanate and drive our nation’s development, progress, and prosperity and further strengthen the bonds between these nations. -------------------------------------------------------------------------------------------The Oman-India relations are of great importance, perhaps the most important of which are the historical ties spanning hundreds of thousands of years, paving way for cooperation in many areas of growth. Oman and India enjoy close and friendly relations.Inspired by civilisational and historical links thousands of years, both countries have expanded their bilateral cooperation and exchanges since establishment of diplomatic relations between the two countries. The Omani authorities have been keen on strengthening relations with successive Indian governments. 250

Salem Hamad al Jahwari, Journalist and Researcher, International Affairs

The late His Majesty Sultan Qaboos maintained strong relations with India at all levels. The present government led by His Majesty Sultan Haitham bin Tarik, no doubt, will continue this strategic relation. Both countries follow a foreign policy that has many similarities, including non-interference and maintaining good relations with neighbours, and both are respected by other countries in the world. The relations between the Sultanate and India will see further growth with investments in different sectors. Also, the cooperation will help both countries share their experiences through people to people exchanges and knowledgebased programmes. -------------------------------------------------------------------------------------------Growing up in Oman meant that we were always exposed to Indian culture. Take my house for example. My grandma was a fan of Lata Mangeshkar. Part of my childhood memories always involved her playing Lata’s song on a high volume while grandpa was away at work. Even though my parents grew up in different places in the Gulf, but they always went with their families to watch Hindi movies at the cinema on weekends. This tradition of Hindi movies on weekends continued to my childhood as Oman TV played one every Friday, especially those of Amitabh Bachchan.

Rasha al Raisi, Author and Certified Skills Training

It was interesting to learn that Hindi has many Arabic words and that there are a few Hindi words incorporated into the Gulf dialect. It was also fascinating to hear the stories of my parents’ grandparents making the journey to India for either commerce or therapy on wooden boats. Indian dishes influenced our Gulf diet, both, the milder version of it such as in Biryanis and curries, or with an Arabic twist: cheese and za’atar samosas. Not to mention Indian sweets that we looked forward to receiving from our neighbours when celebrating Diwali (who could say no to a box of Laddus and Barfis?).

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It is certain that India and the Sultanate of Oman have nurtured well their social, cultural, political and economic relationships. This is a historical fact. With the dynamics of the Sultanate’s modern Renaissance and the changes that the country has experienced during the past fifty years, the relation between both countries is set to evolve and expand further. Both these great nations have a lot to offer to support each other in building stronger bonds Shahswar al Balushi, CEO, that will ensure a continuation of stability and Oman Society for Contractors prosperity. As the Sultanate is now embarking towards the 2040 Vision under the wise leadership of His Majesty Sultan Haitham bin Tarik, Oman is offering ample economic opportunities for potential Indian investors. Equally, India is a vast market that is growing and expanding in quality and size. With the right stimulus, these opportunities can be quickly turned into reality for the benefit of both nations. -------------------------------------------------------------------------------------------The Indian Ocean Rim has two lifelong friends: Oman and India. This relationship was always built on a fundamental foundation and that is respect. The earliest contact between the two countries can be traced back to over 5000 years (as archaeological evidence shows). The two neighbors are linked not only by their maritime history and geography, but also by strong cultural and trade exchanges over hundreds of years. The bonds have strengthened multifolds after the dawn of the Renaissance in Oman, as the Indian workforce played a pivotal role in evolving these ties to different levels.

Hussain Mohammed al Lawati, Executive Director, Creative Soul

Today, Oman is home to over 700,000 Indians who share a warm and cordial relationship with their Omani brothers. Their various mutual interests extend to their common love of Bollywood cinema and Indian cuisine, both of which are extremely popular in the Sultanate. This special relationship with the two countries is seen in every sphere and the 21st century only promises to see a further solidifying of the bonds they share.

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Relations between Oman and India are as old as history with their strategic geographical locations, commercial interactions, joint investments and exchanges in cultural and educational fields. India is also an importer of many Omani goods, foremost of which is oil and gas, and Oman is also an important market for India in the world due to their proximity and good relations at the political, economic and investment level. Also, this partnership can result in more joint venture projects that will benefit the peoples of both countries. Ali al Matani, Columnist

There are many investment opportunities in Oman’s Vision 2040 which is based on the pillars of the economy and investment in order to have very important returns, through which Oman can achieve many development and investment goals and implement development plans that include economic, industrial, agricultural, mineral and various other sectors. It can also invest in fishing and marine resources. There is no doubt that the Sultanate of Oman, which relies heavily on oil revenues, looks to the future with a different vision over the next twenty years. -------------------------------------------------------------------------------------------Oman’s potential for tourism, fishing harbours, marine wealth, free zones, and major aluminum, steel and copper plants are opportunities that require vision and courage which the current leadership under His Majesty Sultan Haitham bin Tarik will, by God’s will, demonstrate to the world. There are several opportunities for setting up manufacturing of downstream products in Oman with the availability of gas and electricity. P Mohammed Ali, Chairman, Due to its stability and strategic location, Oman National University also has a high potential to become a hub for higher education in the region with the recent surge in higher education initiatives by the government, of which the Oman Medical College and Caledonian College of Engineering, now under National University of Science & Technology, is one of the forerunners. Oman has always been blessed with natural beauty and a peace-loving people and culture, which I am sure, will continue to attract people and investments from around the world.

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Oman and India have enjoyed a relationship which is over thousands of years old. Oman had a maritime relationship during the Indus Valley Civilization. Our generation has heard stories about the wonderful hospitality of the Omani people told by families from Malabar and Gujarat. Maritime trade between Oman and the Malabar Coast compounded this relationship. Beypore and Sur are like twin cities where the dhows are made for Oman. Mappila (Muslim) families of the Malabar Coast of Kerala and Omani families have similar traditions which have been filtered down through generations because of their close interactions. It would be interesting to note that Cheraman Perumal, the king of Kerala, is buried in Salalah.

Ahmed Rayees, President, Indian School, Al Ghubra

Today Oman is home to my children. No matter which part of the world they travel to, they are the goodwill ambassadors of Oman. The children studying in the Indian schools in Oman go far and wide into the world and they carry with them in their heart the beauty, the happiness, the stability, the peace which is symbolized by the flag of this beautiful country, the Sultanate of Oman. -------------------------------------------------------------------------------------------The Sultanate of Oman is one of the few Arabian Gulf countries in which traditional medicine including native plants, aromatic gums, honey, wasam, hijama, religious therapy and Prophetic Medicine, has survived modernization of medicine. Because of its geographical location at the apex of major Arabian Gulf sea routes, Oman has a diverse medical history, having been influenced by Indian Hakim and Ayurvedic therapeutics. Many Ayurvedic medicines and therapies were practiced in Oman for centuries. Omanis believe in traditional medicine, and Indian Ayurveda is widely accepted in Oman.

Dr. Dhanya Umanath, Kottakkal Aryavaidyasala

Many Omani nationals travel to Kerala for Ayurvedic treatment. For the last 30 years, citizens from Oman have travelled to different Ayurveda establishments for various treatments including paralysis, arthritis and other 254

ailments. Approximately 10-15 % of Omanis travelling to Kerala for medical purposes do so for alternative treatments. Ayurveda is beneficial in many ways, especially the traditional Ayurvedic therapy and herbal medicines. Omanis show preference for traditional therapy and herbs which helps them in muscle and skeletal diseases, neurological and skin diseases, among others. -------------------------------------------------------------------------------------------Trade and investment relations between Oman and India play an important component of their close partnership. Beyond just business relations, Oman and India have had strong people to people ties for several decades. A large portion of Indians consider Oman as their home and Oman’s support and attitude is well appreciated. India and Oman, given the advantage of proximity, connectivity and familiarity with each other’s markets, have great potential for enhancing bilateral trade.

Jose Chacko, Forensic and Compliance Expert

Indian businesspersons are keen to do more business with Oman in sectors with untapped potential like renewable energy, engineering goods, power equipment, minerals and mining, IT, and pharmaceuticals. Oman is a business-friendly country with flexible commercial laws and a strict compliance framework that is comparable to many advanced countries. The Omani government encourages foreign investment with multiple incentives. Oman has untapped potential in many industries such as tourism, fisheries, logistics, mining, services and manufacturing. Accordingly, the government offers a number of incentives and Free Zones that contribute in developing an investment environment. -------------------------------------------------------------------------------------------A relationship that started a thousand years ago is still fresh and thriving thanks to the strong people to people ties and the visionary leadership of both the countries. India-Oman relations are one of its kind in the region, owing to traditional links and common cultural values shared by both the countries. There is a lot that connects India and Oman, be it food, language, trade, traditions, and common values like tolerance and peaceful co-existence. In a short span of one and a half years, Oman feels like home to me, as I have been blessed to experience the best of warmth and hospitality of 255

Oman. As I explore this charming country, I am amazed every time by the vastly diverse and sheer natural beauty across sea, sand and mountains that make Oman. Oman can emerge as a favoured destination for tourism from India, owing to its proximity, ease and convenience of travel, economic considerations, and most importantly the safety it offers, to nationals and expatriates alike. The affinity continues to grow as Oman is already a favoured choice for destination weddings from India. As tourism also is a priority for Oman, under Vision 2040, there is a huge potential to further develop ties in this sector. The rise in tourism from India shall further enhance the bond we share.

Dr. Priti Sambhalwal International HR Expert & Educationist

The Oman-India Friendship Association (OIFA) established by the Oman Government is another ground-breaking step towards enhancement of people to people ties. The edifice of strong bilateral partnership between India and Oman stands on the foundation provided by close people to people contact over past millennia and institutions like OIFA will nourish it further. -------------------------------------------------------------------------------------------Oman and India being countries with young populations will reap the benefit of collaboration in the areas of innovation incubation centres, startups, digital services and SME promotion which will go a long way in strengthening the bilateral relationship as well as provide a platform to the youth to achieve their aspirations. Oman and India could also hugely benefit from collaboration with each other in clean energy development. Exploring collaboration areas such as hydrogen fuel, electric cars, renewable energy generation and smart transmission grids could prove to be a good starting point.

Alkesh Joshi, MENA Energy Tax Leader, Earnest and Young

Oman and India have put in place a number of cooperation agreements to provide a framework to grow and strengthen bilateral relations. Further work in the areas of space, research and development, sports development, cultural exchanges and education, would yield great results in providing an overall framework for further expansion of both the economies. 256

Oman with its geographical location, friendly people and entrepreneurship focus, could create an ecosystem for the Indian business houses to set up manufacturing facilities in Oman and provide much needed new employment opportunities. Likewise, India could create a favourable environment for the Omani business houses to set up their back office functions in India to optimize the overall cost of doing their business. Certainly, the bilateral tax treaty and investment promotion agreements would need to be reviewed with an approach to making them more favourable for both the countries. All such steps would go a long way in taking the time tested Oman and India relationship forward to even greater heights in the decades and centuries to come. -------------------------------------------------------------------------------------------Over the last few years, there has been a discernible growth in India and Oman’s overall bilateral ties. India and Oman are no longer limited to the traditional commercial and energy (largely oil) trade, but are rapidly expanding to areas such as military and security issues, cyber security, joint investment, infrastructure projects, and science and technology. The inclusion of these elements is gradually making bilateral ties more comprehensive as compared with the recent past. India and Oman have upgraded their bilateral relations to a ‘strategic’ or ‘comprehensive strategic partnership’. As a result, India and Oman have started to place importance on enhancing cooperation in technical sectors, including space cooperation.

Dr. Anchan C.K, International Expert on Trade, Economy and Investment

Relations between India and Oman have traditionally been strong, with the two countries celebrating the sixtieth anniversary of their establishment of diplomatic ties in 2015. For India, Oman is a crucial ally in West Asia and the partnership provides both strategic and economic benefits. Today, the relationship between the leaders of Oman and India is one based on camaraderie and respect. In addition to economic imperatives, both the Indian and Oman leadership have made strenuous efforts to build better relationships. While the Governments of Oman and India continue their journey of strengthening their relationship, I strongly believe that the main pillar of this relationship is the people themselves. As we move forward, let us pray for the wellbeing and togetherness, success and prosperity, growth and development of the Sultanate of Oman and the Republic of India.

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India is an important commercial and strategic partner for Oman in the area of joint economic and investment. India has contributed to a number of development projects in Oman, notably in iron and steel, cement, fertilizers, textiles, cables, chemicals and automotive parts. In recent times, countries across the GCC have been faced with revenue pressures due to low oil price and Oman is no different. But the reduced public spending and economic diversification efforts are keeping the growth on a positive trajectory. This upward momentum is expected to come from a modest recovery in oil prices, combined with the effects of ongoing reform efforts and strategies aimed at enhancing nonoil activity.

Davis Kallukaran, Managing Partner, Crowe Mak Ghazali LLC

Oman looks to create more private sector jobs and improve productivity through public- private partnership. Achieving these goals in non-oil sectors will also be important for the path to establishing a sustainable, diversified economy. The recently introduced Foreign Investment Law is a major step in this direction, which will attract many investors to Oman because of the 100% ownership route. Oman also gives lot of impetus for agriculture. Certain terrains of India are suitable for large scale farming. Vast expanse of land can be utilised for agriculture and diary farming activity in India by Oman. While this will help India to develop mofussil centres into small townships, Oman can secure their food supply at a reasonably low cost. -------------------------------------------------------------------------------------------Oman and India have thriving links rooted in centuries old people-to-people exchanges founded on economic, religious and cultural interactions. Ever since trade was established as the primary activity that connected the peoples of these friendly nations, relations have become stronger and larger thanks to the strategic location and facilitation of the sea routes that they share. Historically, both countries have remained close to each other and the ties have strengthened after India’s independence. The relations got a further boost in the recent 258

Ramachandran, CEO, Zawawi Minerals

years with the signing of a number of agreements in different sectors, including health, tourism, education and science and technology. The commercial maritime transport agreement signed in the beginning of 2020 will help accelerate and facilitate the flow of commercial goods between the two countries and encourage cooperation between commercial fleets. The two countries have also shown considerable interest in expanding bilateral ties in the new areas of cooperation such as cyber security, outer space and renewable energy. This historic friendship between Oman and India will continue to flourish through more partnerships in several other fields and provide opportunities for peoples of both these two great nations. -------------------------------------------------------------------------------------------As Oman is known to be a mesmerizing country for its extreme stunning beauty, so is India with its vast breathtaking sights and sheer variety that astonishes every visitor to the country. While Oman is full of many beautiful places that offer both contemporary activities along with views of deserts, mountain ranges, beautifully restored castles, architecture, and more, India is a land of history with ancient temples and festivals, royal cities, sacred rivers, mountain glaciers and a dizzying array of stunning landscapes. I have been privileged to make frequent visits Abdulaziz al Shukeili, to India and capture glimpses of this incredible Omani photographer country. Indeed, I have seen several fascinating similarities between the two countries whether it is in heritage or Islamic architecture, the exceptional cuisine, attractive costume or even in the cordial ambience. A testimony to the strength of relations between Oman and India is the large Indian community living in Oman and the number of Omanis visiting India for different purposes. As Indians in Oman say that the Sultanate is their second home, I always feel comfortable in India during my stay there. I wish the ties between these two great countries flourish by leap and bounds.

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Al Omaniya Financial Services SAOG

Demonstrating excellence in a range of financial products

Al Omaniya Financial Services headquarters in Ruwi

Al Omaniya Financial Services (AOFS) SAOG was incorporated by a group of corporate houses led by Bank Muscat to take over its retail asset finance business. A preferred financial services provider, AOFS has carved a distinct niche and surpassed many milestones. Over two decades, the company has built up total assets in excess of RO 243 million with a satisfied customer base of over 108,000. AOFS has completed 24 years of successful operations as a Non-Banking Financial Institution, offering a comprehensive range of financial products. The company has established a strong market presence with good systems and processes crossing many significant milestones. It continues to demonstrate its excellence in its business strategies as a leading player in the country by offering a diverse range of products and services. AOFS regularly monitors the product mix to ensure a balanced risk portfolio, leading to top line growth, enhanced revenues and to insulate the business from rate sensitivities. The company’s services have the unique attributes of speed, transparency, quick response, empathy, understanding customer concerns and ethical fair practices. The company endeavours itself to build products and services around customer needs. The deliverables of simple documentation, quick credit approvals, competitive interest rates and other value added services have created a large satisfied clientele. Al Omaniya has scooped up several awards 260

and ‘Number 1’ titles consistently for many years. AOFS has been rated number one Non-Banking Financial Institution by ‘Business Today and Ernst & Young Survey’ for 2006, 2008, 2010, 2011 and 2012. The company has been awarded the Best SME for 2001 and also was awarded as one of the top performing companies across all sectors in the midcap segment during 2010 and 2011. Aftab Patel, CEO, received the ‘Best Enterprise’ Award in 2014 from the prestigious Europe Business Assembly (EBA) in an event held at Oxford, United Kingdom. The company operates in three Aftab Patel, CEO, Al Omaniya Financial Services verticals. These are retail asset finance providing loans for acquisition of vehicles to salaried and self-employed individuals, providing asset finance, equipment leases, working capital loans, bill discounting, debt factoring, bridge finance, project loans, construction loans for warehouse and factories for large corporate business houses. Also included are SMEs in all sectors of the economy and consumer loans for white and brown goods for salaried and selfemployed individuals. Al Omaniya was the only Non-Banking Financial Institution in the country to be globally rated and assigned a global scale corporate family credit rating of ‘Ba3’ by Moody’s Investors Service. Al Omaniya Financial Services has the unique distinction of having paid dividend every single year since its inception. So far we have paid a cumulative dividend of 450.33%. The company is led by a visionary board, with nine eminent personalities and business heads in Oman and an experienced team of highly qualified senior management who have sailed the company to today’s position. The Board members are renowned and distinguished businessmen and dignitaries. Majority of them have been holding board membership in the company for over two decades.Khalid Said Al Wahaibi is the Chairman of the Board of Directors, who is also an eminent businessman having the distinction of being the longest serving Chairman of any public company in the Sultanate.Other members of the Board include eminent personalities like Sheikh Khalid Mustahil Al Mashani, Deputy Chairman, who also holds Chairmanship of some of the largest financial institutions 261

in the country. The others are Ibrahim Said Al Wahaibi, Zaki Hassan Al Naseeb, K K Abdul Razak, Sheikh Tariq Salim Mustahil Al Mashani, Brig. Gen. Saif Salim Saif Al Harthi, Shikar Bipin Dharamsey Nensey and Ketan Dinkarrai Vasa. Al Omaniya’s philosophy has always been to maintain good quality loan book and the company has been consistently maintaining this over many years successfully. The company’s non-performing portfolio is the lowest in the financial services industry. They continue to operate in the top end of the market and ensures high quality loan book. The company reached its leading position in the industry after undergoing many business cycles under challenging economic circumstances. AOFS also capitalised every single growth opportunity with its enviable strengths namely, sound and innovative capital structure, superior service to its customers, novel integrated business model, good provisioning for impairment, timely product diversification and highly automated IT real time systems and processes. The high volatility in oil prices and foreseeing the situation of tighter liquidity, the company had strengthened itself by keeping its cash collections in deposits which helped to maintain strong liquidity in the current situation. AOFS could do selective quality business in periods of uncertainty and address the deferment needs of all customers. The focus is on maintaining robust collection and reduced nonperforming loan and cash conservation by reducing and eliminating unnecessary expenditure. This would augur well for the company and as when the economy picks up and are ready to utilise the opportunity. Excerpts from an interview with Aftab Patel Q: How do you foresee the company prospects for 2021? A: This has been a period of unpredictability and uncertainty. We are sailing through uncharted waters. The economic recovery would at best happen in phases and it will most likely be a ‘W’ curve and we do not see a sharp ‘V’ curved recovery or growth. The idea of normal life would actually be a ‘New Normal’ and there would be a new shift in thinking, changes in social behaviours and cultural norms. There would be new business practices which have to be absorbed and learnt with more emphasis on digital platforms and lesser human interaction. The businesses have to redefine their business models, revamp their operating practices to grow more on digital platforms, automation, Artificial Intelligence and Robotisation and have to build internal controls and risk management practices to safeguard and mitigate the associated risks and challenges. We have initiated several studies to develop strategies to strengthen and align our business with necessary physical and digital infrastructure for the expectant new normalcy. We expect 2021 to be an extremely challenging year and the legacy issues of 2020 will continue to pose difficulties, however we do see a ‘W’ shaped recovery with the imminent arrival of the vaccine for COVID. We are cautiously optimistic for 2021.

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Q: Are there any changes or trends in lifestyle loans over the years? A: Lifestyle was launched with an idea of making the dreams come true by the way of easy acquisition of consumer durables with quick and easy approvals. The product was a runaway success and was immensely popular with the people. The product really came with a breath of fresh air and was wholeheartedly embraced by our customers. Over the period of several years we have continued to build over the product and it has evolved to match with the changes in customer’s needs. We have been on the forefront to understand those changes in the customer’s needs both apparent and aspirational. Our ticket size of the loan has grown and we cater to the wide spectrum of customers across the Sultanate. We have tie-ups with various blue chip employers in the country and offer attractive schemes from time to time. The product continues to be very popular and we have fairly large market share in the segment. Q: How has the COVID-19 pandemic affected your business? A: The global COVID-19 pandemic has forever changed our experience. As a corporate entity, employers, employees, citizens and humans, our attitudes and behaviours and outlook are changing. This time period has presented an opportunity to reinvent and to build capacities and competencies, to be more on digital platforms like B-to-C and B-to-B, more data driven, to have more variable cost structures, agile operations and creating more automation with enhanced security layers. We certainly became a more caring and a more sensitive organization and started understanding values beyond what can be quantified in an income statement or a balance sheet. Values stronger than money. The mantra therefore is adapt and readapt, create, recreate, invent, reinvent and embrace the change or be left behind. Q: What are your immediate plans concerning the Oman market? A: Al Omaniya offers a wide range of product and services and cater to all segments of the GDP from consumer, retailing, manufacturing and services. The major segment we cover are hospitality, education, health services and utilities. We started primarily as a car finance company, diversifying into micro finance and moving on to SME’s and large corporates. We provide a variety of loan products which include working capital loans of all tenors, bridge financing, construction loans (warehouse and factory) and for acquisition of fixed assets. The company always adapts itself to the changing environment easily and quickly. We always keep ourselves abreast of market conditions and position ourselves on an ongoing basis to utilize every opportunity to meet the customer needs and deliver our products in a convenient and competitive manner. We have actively moved into large syndicate financing with consortium of banks. We will continue to focus on this area and we are the only NBFC to partner the banks.

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Asian Paints Middle East LLC

Bringing colours to life

His Majesty Sultan Haitham bin Tarik, the then Secretary General of the Ministry of Foreign Affairs, innaugurating Asian Paints factory in Ghala, 2000

Asian Paints Ltd is one of the largest paint companies in the world. The company started its operations in 1942 in Mumbai, India. Today, Asian Paints Ltd along with its subsidiaries, has operations in 22 countries globally, with 27 paint manufacturing facilities serving consumers in 65 countries. The company sells its products under various brands such as asianpaints, APCO, Taubmans, SCIB Paints, ‘asianpaintsBERGER,’ ‘asianpaintsKADISCO,’ and ‘asianpaintsCAUSEWAY.’ The company has diversified beyond paints and entered the home décor segment with acquisition of brands like ‘Sleek’ in the kitchen space, ‘ESS-ESS’ in the chrome fitting segment, and ‘Bath Sense’ range of sanitary-ware fittings. The company has revolutionised the retailing space by bringing in innovative retailing formats such as ‘Beautiful Homes’ by Asian Paints in South Asia markets and ‘Décor Lounge’ retailing format in the Middle East.

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Décor Lounge retailing in Oman

Asian Paints Middle East LLC was set up in the Sultanate of Oman in 1999 as a joint venture between Asian Paints Limited and Al Hassan Group of Companies. The company opened its factory in Ghala in 2000, which was inaugurated by His Majesty Sultan Haitham bin Tarik, who was the then Secretary General of the Ministry of Foreign Affairs (MoFA). Asian Paints Middle East LLC was one of the largest investments by Asian Paints Ltd outside India at that point in time. It was also the company’s first green field venture in the Middle East. In other GCC markets such as the UAE, Bahrain and Egypt, Asian Paints entered through acquisitions. In December 2015, the company inaugurated its new manufacturing facility at Suhar,

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which is one of the largest paint manufacturing facilities in the GCC. The new factory covers a total land area of around 50,000 sq metres. Its state-of-the-art facility is designed and equipped to produce an array of high performance, environmentfriendly and durable coatings, finishes and other paint products. In effect, the plant has the potential to serve as a hub for exports across the entire GCC. The company is committed to sustainable development with minimal impact on the environment and

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is focussed upon the 3 R’s – Reduce, Reuse and Recycle. To this end the company has put up a solvent extraction unit to extract the excess solvent and to reuse it. It has also put in systems to maximise the reuse of water in the factory and to minimise the usage of power. Asian Paints Middle East LLC prioritises the health and safety of its employees, service partners, the communities and the customers. This is done by implementing ‘safe design’ practices at every step of the process, and by creating a culture of safety in the organization. The products and processes have been re-engineered to be environment friendly. Its three-fold safety policy advocates zero accidents, zero occupational illness and zero incidents of property damage. Overall, Asian Paints is strongly committed to quality and its plant is ISO 9001:2015 and ISO 14001:2015 certified. Asian Paints puts special emphasis on employee development. Training programmes provided by the company not only opens the way for new recruits to join the company at the entry level, but also helps existing staffs acquire new skillsets to advance their careers. Over the last two decades, the company has grown and become a significant player in the paint market in Oman, providing many employment opportunities in the country. The company’s success lies in its unrelenting focus on R&D and in understanding its customers’ needs. In 2005, Asian Paints Middle East LLC introduced the ‘Dealer Tinting System’ to the retail network. This helped the retailers to provide the colour of their choice in various gloss or sheen levels across the various price points to the 267

Unveiling new brand identity, ‘Asian Paints Berger’ in 2019

customers. This initiative also helped the retailers to manage their inventory levels. The company launched the retailing format Décor Lounge in Oman in 2017. This format has an experiential zone and a transaction zone for the customers. It is a oneof-a-kind creative space designed for the consumers to explore the world of paints and colour in an authentic setting; where they can delve into infinite possibilities of shades, colours, textures and tones offered by Asian Paints. The Décor Lounge is manned by well-trained shop consultants, who can guide the customers in all their needs of paints and paint applications. This new retailing format was well accepted by the retail network in Oman, and the company has rolled out the Décor Lounge formats across the nation to serve its customers’ needs. The company introduced a unique shade collection ‘Colours of Arabia’ to the market, which has resonated well with the special needs of the Omani customers. During the last three-year period, the company introduced innovative products such as Royale Atmos Healthshield, Royale Bling and Royale Smart Clean in the interior category and Weathercoat and TUFF in the exterior category. The Royale Atmos Healthshield launched in 2019, offers a combination of silver ion and activated charcoal protection. It also kills 99% germs on contact. The Royale Bling, a high sheen interior topcoat with advanced stain guard, was launched in 2020 and offers a 10-year performance warranty, the first of its kind in the entire GCC region. In March 2019, the company unveiled its new brand identity, ‘Asian Paints Berger’, with a new positioning that enshrines the principles of ‘Innovation, Inspiration and 268

Partnership’ in its product offers, as well as in its relationships with channel partners and customers. It symbolises a bold new commitment to Oman with emphasis on the distinctive cultural richness and values of the country. In essence, it places Omani customer interests and preferences at the core of its corporate philosophy and marketing strategy. Joseph Pulikottil, General Manager, Asian Paints Middle East LLC, says, “In the two decades since we set up operations in the Sultanate of Oman, we have found ourselves on a solid growth trajectory, not only in terms of our steady market penetration, but also in the robust uptake of our product offerings. In this warm and welcoming country, we owe our continuing success to our innovative range of paints and coatings, while being cost-competitive and environment friendly.” Rahul Bhatnagar, CEO, Asian Paints International Private Ltd (APIPL), added, “Although we are a predominantly Indian owned player, our local venture has evolved over the years to embrace Omani ethos and values – traits that are reflected in our business philosophy and product offerings. Asian Paints is guided by a steadfast commitment to quality and sustainability, which is now the hallmark of our local operations.”

Joseph Pulikottil, GM, Asian Paints Middle East LLC

Rahul Bhatnagar, CEO, Asian Paints International Private Ltd

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Badr Al Samaa Group of Hospitals

Affordable, available and accessible quality healthcare services

From a humble beginning as a small polyclinic back in 2002, Badr Al Samaa Group of Hospitals is today the largest private healthcare group in the Sultanate of Oman. Their story as one of the most trusted healthcare brand finds its meaning from an inspirational journey. Badr Al Samaa has also become the most recognized and household name in the Arabian Gulf region. The Group in every stage of its successful journey has set high standards in Oman’s private healthcare sector. Their success lies in its more than a decade-and-a-half legacy of providing good and uncompromised quality healthcare services supported by its three important underlying attributes of Affordability, Availability and Accessibility (AAA). A dream of giving birth to private healthcare services which addresses the growing healthcare needs based on value system led its three founderdirectors, Mr Abdul Latheef, Dr P A Mohammed and Dr V T Vinod to start Badr Al Samaa Group from a Polyclinic in Ruwi, about 18 years back in 2002. Fighting the challenges and capitalising the opportunities, Badr Al Samaa Group has thrived and become a name to be reckoned with-in Oman’s private healthcare domain. Starting new specialities, introducing new technologies, reaching out to far off 270

places by setting up medical centres and hospitals, Badr Al Samaa gradually became a household name for quality healthcare in Oman. During last one-and-a-half decade of its existence, the group witnessed a phenomenal growth and emerged as the Sultanate’s largest private healthcare provider as well as the Oman’s most trusted hospital brand. The growth of Badr Al Samaa Group however did not confine to Oman; it started spreading its wings to many other countries in GCC namely Bahrain, Kuwait, UAE and Qatar and became a multi-national group rendering quality healthcare services in more than 25 specialities having more than 10 medical centres and 7 hospitals. Ably led by its three founder-directors, Mr Abdul Latheef, Dr P A Mohammmed and Dr V T Vinod the group currently employs over 700 doctors and 3,000 staff members across GCC. Affordability, Availability and Accessibility Badr Al Samaa has carved a niche for itself by achieving a synthesis of Affordability, Accessibility and Availability of quality healthcare services. Badr Al Samaa realizes that healthcare is a need and one in need should have no reason to be deprived from availing the services. This is one of the reasons that services are priced affordably, accessibility is ensured by reaching out to people with new medical centres and hospitals and availability of more and more services and facilities is ensured at every location.

This approach and way of operation has ensured Badr Al Samaa to become more accepted and a cherished healthcare brand. With the growing demand for healthcare service in Oman, the private healthcare sector witnessed unprecedented growth during the last few years and the demand for specialised care has increased the introduction of private players in the Sultanate. However, despite many new entrants in the sector, Badr Al Samaa has continued to sustain its growth momentum and leadership by providing quality healthcare and compassionate services at affordable price to millions of people in the region and making all specialty services available. Quality services have been the cornerstone of Badr Al Samaa Group’s success story and it is one of many areas which has never been compromised because it believes 271

that a well-treated and satisfied patient becomes the ambassador of care and empathy. The hospitals have implemented strong protocols in every level of operations and every quality indicator set is gauged for deviances and corrective actions regularly. What we claim, we are committed to deliver. Badr Al Samaa regularly organizes in-house training programmes for its various department staff to ensure that sustainable and quality healthcare services are delivered. Quality benchmarked with global standards The hospital also raised the quality of services on par with world standards. The group’s commitment towards superior quality in patient care and public trust is evident in the various recognitions that the hospital received, including the accreditation by the Joint Commission International (JCI) USA to its hospitals in Ruwi and Al Khoudh. The JCI is one of the leading global certification bodies in the healthcare sector and its accreditation focuses on quality of clinical and non-clinical operations and identifies measures and shares best practices in quality and patient safety. The Group is also accredited by Patient Safety Friendly Hospital Initiative (PSFHI) by the Ministry of Health (MoH) and World Health Organization. Badr Al Samaa was honoured by the Ministry of Health for best practices in infection control and hand hygiene across its 10 establishments. Exceptional patient service coupled with global quality standards helped Badr Al Samaa Group of Hospitals to win Oman’s Most Trusted Brand Award for four consecutive years from 2016 to 2019. The group currently operates a chain of medical establishments in major parts of the country, and currently has six state-of-the-art hospitals and five medical centres located at Ruwi, Al Khuwair, Al Khoudh, Suwaiq, Suhar, Barka, Sur, Salalah, Nizwa, Falaj al Qabail and Duqum. Flagship Hospital at Suhar In August, 2020 Badr Al Samaa Group launched its flagship hospital in Suhr in Wilayat of Al Batinah North. This advanced facility is a boon to the people of the adjoining areas like Buraimi, Shinas, Liwa, Saham, Al Khaboura, Al Suwaiq, who now need not have to travel long distances for quality healthcare. This is one of the few facilities in private healthcare of the Sultanate which, from scratch, is purposely built to be a hospital. This facility is built adhering to the Ministry of Health, Oman and Joint Commission International (JCI, USA) benchmarks and protocols. Featuring state-of-the-art surgical facility, emergency department, IPD wing and advanced diagnostic centre, the hospital is staffed by well qualified and experienced physicians and other clinical staff who are committed to provide compassionate care. The hospital houses 5 Modular Operation Theatres, 20 Critical Care Beds (MICU, NICU, SICU, and CCU), 13 bedded fully fledged emergency, 7 dialysis beds among other advanced facility. The hospital plans to add a Cath Lab, CT scan, 272

MRI, Lithotripsy, Mammography, Stroke ICU and many other advanced facilities soon. The main specialties in the group are Cardiology, Neurology, Neuro Surgery, Gastroenterology, Urology, Nephrology and Dialysis, Neonatology, Joint Replacements and Arthroscopic Surgery, Plastic Surgery, Hi-Tech Laboratory, Advanced Radiology providing services of MRI & Cardiac MRI, CT scan, Mammography, Bone Densitometry, Lithotripsy, OPG and 24-Hour Ambulance Services and many other services and modalities. The group has top of the line surgical facilities and advanced Cath Lab. The group is launching its medical centre in December 2020 which is yet another reason for their claim on being the most accessible healthcare provider in Oman. The group is soon coming up with a stateof-the-art medical centre at Mabella which has provision of expanding to a hospital in the near future. Apart from all important specialities, this centre will house a modern IVF unit to treat infertility. Exemplary contribution in fight against COVID-19 Being the largest private healthcare group, Badr Al Samaa has been at the forefront of fighting COVID-19 by doing all possible services namely screening, testing and treatment in not just their own location but managed many make-shift COVID facilities established by the Ministry of Health. Badr Al Samaa has treated hundreds of COVID cases successfully. The recovery rate is more than 99% across its group. The group has been really supportive of underprivileged patients who are unable to afford the treatment at a private facility. In such cases, treatment to a large number of patients is made free or heavy discounts on the bills were given.The group has always favoured life over any other materialistic thing. For the convenience and safety of the patients; Badr Al Samaa Group launched many initiatives during the pandemic like first of its kind professional level video consultation services in all specialities of every centre of their group. Apart from this, the Hospital in association with Apex Laboratory launched home sample collection services in all 10 locations, where Badr Al Samaa Group is present. These initiatives are over and above the most advanced patient safety protocols, which are maintained inside their healthcare facilities.

273

Bharat Electronics Limited

BEL: India’s leading defence electronics company creating global footprints

Akash air defence missile system

Guided by a farsighted vision to make the country self-reliant in defence electronics, Bharat Electronics Limited (BEL) was set up in Bengaluru in 1954 by the Government of India under the Ministry of Defence (MoD). From a humble beginning, BEL has come a long way and is now a Navratna PSU (Public Sector Undertaking) and India’s foremost defence electronics company. BEL is one of the most trusted and credible organization of India. The latest example of BEL’s credibility is, when the country needed its services most in its war against COVID-19 crisis, BEL manufactured and supplied over 30,000 numbers of ICU ventilators in around 100 days, adding another feather to its cap. BEL is a multi-product, multi-technology, multi-unit conglomerate having products in the areas of radars, missile systems, military communications, naval systems, electronic warfare and avionics, C4I Systems, Electro optics, tank electronics and gun/weapon system upgrades and electronic fuses in the defence segment. BEL’s non-defence business segment includes areas such as Electronic Voting Machines 274

(EVMs), Homeland Security and Smart Cities, Solar, Satellite Integration and Space Electronics, Railways, Artificial Intelligence, Cyber Security, Software as a Service, Energy Storage Products, besides Composite Shelters and Masts. BEL’s customers include the Army, Navy, Air Force, Coast Guard, Paramilitary Force, Police, state government departments and consumers of professional electronic components. The Company has a three-layer R&D setup comprising Central Research Labs at Bengaluru and Ghaziabad for carrying out futuristic, cutting-edge research, Product Development & Innovation Centre at Bengaluru for development of various sub-systems/products and D&E Divisions at its Units and SBUs for development of systems and products. R&D has been the main focus area of BEL for increasing indigenisation and value addition in its products or systems. The total investment on R&D as a percentage of turnover during 2019-20 was 7.5%, one of the highest among Indian defence PSUs. About 50% of BEL’s engineers are employed in R&D work.

Weapon Locating Radar (WLR)

BEL posted a turnover of US$1.7 billion during the Financial Year 2019-20. BEL has achieved a CAGR of 13.7% in the last 5 years. The Company is expected to grow in top line by 12-15% during the current financial year. BEL’s order book as on November 1, 2020 is around $7.12 billion. BEL has been consistent in order acquisition year-on-year. BEL is fast expanding its global presence, putting its best foot forward to give a thrust to exports worldwide. All-out efforts are being made to tap new markets across the globe. In a bid to develop new markets in the Indian Ocean Region (IOR), BEL has operationalised overseas marketing offices in the Sultanate of Oman, Vietnam, Sri Lanka and Myanmar. BEL has also expanded its Singapore and New York Regional Offices to handle marketing activities. The government is encouraging defence exports through many policy initiatives and has set a target of US$ 4.7 billion by 2024-25. BEL has identified Exports and Offsets as one of its thrust areas and has 275

drawn up plans to offer its select products and systems to various export markets. BEL has been exporting products such as Communication Systems, Coastal Surveillance System, Missile Systems, Radars, Electronic Warfare Systems, Electro Optic Systems and Electro Optic Fire Control Systems, Radar Finger Printing System, Naval Systems, Radar Warning Receivers, Electronic Voting Machines (EVMs) and various other equipment to USA, UK, Russia, Italy, Brazil, Germany, France, Israel, Indonesia, Honduras, Malaysia, Maldives, Mauritius, Myanmar, Namibia, Seychelles, South Africa and many other friendly Coastal Surveillance System (CSS) countries. BEL achieved export sales of $48.59 million during FY 2019-20. Some of the other products and systems which are being promoted for exports include Homeland Security solutions, Smart City solutions, Border Protection systems and Coastal Surveillance System. Having established a Coastal Surveillance System (CSS) for a few neighbouring countries, BEL is interacting with Ministry of External Affairs for supply of CSS to other friendly countries. BEL is also focusing on offset as a potential avenue for revenue generation. BEL is interacting with many foreign OEMs to meet Offset obligations in various RFPs of the MoD, on account of the offset policy incorporated in the Defence Procurement Procedure. BEL has identified contract manufacturing (build to print and build to spec) for foreign OEMs and partnerships in the form of Transfer of Technology of the latest systems and solutions as areas of emerging export opportunities. Efforts are also on to establish long term supply chain relationship with global players. The company has put in efforts for increasing its business opportunities in South East Asia, Europe, Middle East, Africa and North America through constant engagement with customers and is also working closely with other Indian companies and local partners in the respective countries as part of maximising its geo-strategic reach and increase its global footprint. BEL Regional Office Desk at KOM, Muscat In pursuit to explore the defence and civilian products or projects export market in the Sultanate and GCC countries, BEL commenced its regional office operations from Knowledge Oasis Muscat (KOM), Muscat from July 1, 2019. With a modest beginning of having a small team to begin with, BEL is planning big for the future projects. BEL is already in discussion with local authorities for Smart City Projects, prestigious defence tenders and is in the early stage of launching innovative product 276

of Atmospheric Water Generator (AWG) with local partners. AWG is very innovative and cost effective means of water generation from the moist air having its application for the households, offices, institutions and large organizations. We believe that, this product will bring a sea change in the country for the dependency of the masses on bottled Electronic Voting Machine (EVM) potable water. With the end of Corona pandemic in sight soon, we see revival of economic activities in full swing and hope to make good progress on all the existing and upcoming opportunities. We are sure that our presence in the Sultanate will help to further better quality of life of the citizens and residents, with our innovative and cost effective products and solutions. We hope that it will also add strength to our millennia old relationship with Oman, based on mutual trust. Future outlook The prevailing turbulence in the global business environment has been impacting business and posing a major threat for growth. To combat the risks associated, BEL is foraying into new business areas and keeping pace with the fast changing technological advancements, besides enhancing operational efficiency. BEL is targeting a healthy growth of 12%-15% during 2020-21. Segments like Radar and Missile Systems, Communication and Network Centric systems, AntiSubmarine Warfare and Sonar Systems, Tank Electronics, Gun Upgrades, Electro Optic systems and Electronic Warfare and Avionics systems will continue to drive the company’s growth in the coming years. BEL has always focused on enhancing its capabilities and competitiveness through indigenisation, diversification, continuous modernisation, creating world-class facilities for R&D, Testing, Production, Skill Development and outsourcing to Indian industries with increased thrust on MSME sectors. In the non-defence segment BEL is pursuing business in various fields including Energy Storage Products like e-vehicle charging stations, solar, network and cyber security, railways and metro solutions, airports solutions, EVMs, telecom products, PNVDs, medical electronics, composites and software solutions. BEL is also working on emerging technologies such as Artificial Intelligence, Big Data Analytics, Internet of Things, 5G Wireless Communication, Robotics and Computer vision, Augmented and Virtual Reality, Quantum Cryptography under R&D collaboration with academia and start-ups to address both local and global emerging markets.

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Global Money Exchange Company

Expanding network and quality customer service

Global Money Exchange headquarters in Ruwi

Global Money Exchange Company (GMEC) LLC which began in April 2002, is today a recognised name in the Sultanate. The company has a reputation for reliability, innovation and quality customer service. Promoted by His Excellency Shaikh Abdulmalik Abdullah Ali Al Khalili, Chairman of State Council, and former Chairman of Oman's largest commercial bank, Bank Muscat, Global Money is managed by State Bank of India (SBI), India's largest commercial bank. K S Subromoniyan, Managing Director of Global Money Exchange Company says, “The 50th National Day of Renaissance is the epitome of goodness and grace of the Sultanate’s deep-rooted history. The nation continues its triumphant march, diversifying the revenue resources and creating fresh jobs for citizens of Oman. A big salute to His Majesty Sultan Haitam bin Tarik for carrying forward the 278

flag of Oman’s Modern Renaissance with the collaboration of loyal Omani people for ‘Oman Vision 2040,’ which forms tangible reality and constitutes an influential entity in world civilization.” Amit Talukder, General Manager of Global Money Exchange says, “We remember late His Majesty Sultan Qaboos bin Said, the visionary leader of this nation who laid a resilient Shaikh Abdulmalik Abdullah Ali Al Khalili, Chariman, road to help this journey of progress. Global Money Exchange With the blessed Renaissance under the wise leadership of His Majesty, the Sultanate has been committed to tackling the toughest development challenges. Oman’s endeavours have been to transform the country into an exceptional place in terms of development and understanding, thanks to the mission of the devoted leadership of the country and its friendly people.”

“Every single customer is important to us, and we strive to establish a mutually satisfactory relationship with each of them. Global Money Exchange is recognizable by our team of dedicated staff, providing excellent services, and ensuring safer and speedier remittances at all our branches” says Amit who is presently on deputation from State Bank of India.

K S Subromoniyan, MD, Global Money Exchange

The main hallmarks of Global Money Exchange Company concern its every expanding network, Digitalisation, Foreign Currency Operations, Operations at Airports, Remittance Facility (Airports), Global Flash, Passport Renewal Services, Remittance to Kerala Pravasi Welfare Board, Domestic and International Mobile Recharge, Global Freedom and HR Development & Training. During the COVID-19

Amit Talukder, GM, Global Money Exchange

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pandemic, Global Money Exchange launched Global Freedom for its customers. It is a Money Transfer App for sending money online. The procedure is simple as one has to follow simple steps to register, login in, add beneficiary and send money. The portal also offers various facilities like Beneficiary Management, Exchange Rate, Fund Transfer, Order Currency and Transaction Enquiry. Customers can download the app from Playstore and Appstore. WU.Com remittance using the Mobile application of Western Union is also available at all the branches of Global Money Exchange, and a large number of customers are using this application today. Global Money has exclusive rights in Oman for the WU.Com Mobile application remittance service. India State Bank of India HDFC Bank Federal Bank Pakistan Meezan Bank Allied Bank of Pakistan United Bank Limited National Bank of Pakistan J S Bank Limited Sri Lanka

Eastern Bank Limited Islami Bank Bangladesh Limited Social Islami Bank Limited National Credit & Commerce Bank Agrani Bank Limited Dutch-Bangla Bank Limited The City Bank Nepal Himalayan Bank Nepal SBI Bank Limited Philippines

Commercial Bank of Ceylon Sampath Bank RCBC Savings Bank DFCC Bank Banco De Oro Indonesia Egypt PT Bank Negara Indonesia (BNI) Banque du Caire (BDC) International Money Transfer Agents Western Union EzRemit Xpress Money Instant Cash TransFast Ria Money MoneyGram Al Ansari Cash Express Besides direct arrangements, the Company ensures fast remittance services to all banks in India, Pakistan, Bangladesh, Philippines, and Sri Lanka.

As part of delivering excellent services to its customers across the country, GMEC continues to expand its network. At present, Global Money has 53 branches, including five kiosks at the Muscat International Airport and one at the Duqm International Airport. The Company has branches in Khasab, Musandam Governorate and in Al Mazyona in Dhofar Governorate. As part of Company's 280

social responsibility, branches are being opened at remote locations of the nation with the opening of its 53rd branch at Sunyanah in December 2019. Foreign Currency Exchange facility is available at all the branches of Global Money. All major currencies are exchanged at very competitive rates. GME is the only domestic company which has presence at the Muscat International Airport. Three kiosks are functioning in the departure area and two in the arrival area to effectively serve the public at large. These counters are working 24 and seven days a week and all currencies are exchanged at affordable rates.Global Money's personnel posted at the airports (Muscat and Duqm) are well-trained to provide better and quicker services to the travelers. Today, Global Money is the only exchange company providing currency exchange facility at the Duqm International Airport. Global Flash is an instant credit facility available at the branches. Under this facility immediate credit is given to the beneficiary’s account. The specialty is that this facility is available 24 hours, seven days a week.The Indian community in interior wilayats like Khasab, Duqm, Buraimi, Shinas, Ibri, Nizwa, Sur, Sohar and Salalah Souq have been largely benefited due to GMEC which provides this service at selected branches. GMEC also exclusively provides remittance to Kerala Pravasi Welfare Board to NRIs from Kerala for new registration and payment of monthly subscription through all its branches. Global Money also has made arrangements with the service providers Ooredoo and Ding. Recharge and top-up facilities are available at all its branches in Oman. Postpaid bills of Ooredoo are also accepted at its branches. There is also a hassle-free online remittance facility of Global Money Exchange called Global Freedom. Under this facility, customers can send money without visiting the branches. More details are available on the website www.globalmoneyexchange.net. A large number of customers are currently using this facility as it also offers best rates like all other facilities of Global Money. The Company has two in-house Training Centres located in Ruwi and in Misfa. Misfa Centre is exclusively for training its local staff. Training covers topics such as marketing, customer service, AML/KYC, major standard operating procedures, and behavioral science. A large number of tie-ups with Banks and International Money Transfer Agents have been made since 2002 with a view to provide better and efficient service to its customers. As GMEC looks ahead, the company has always been at the forefront of making significant contributions to the market through various innovative steps aimed at serving the public at large. In a bid to further exploit the modern technology and serve today’s growing number of tech-savvy customers, Global Money Exchange is exploring the scope of introducing a spectrum of customer-friendly services including e-solutions such as e-wallets, foreign travel cards after receiving necessary regulatory approvals.The Ruwi Main Branch of Global Money Exchange House will be shifting to a more convenient and spacious premises soon and the head office housed at the Penthouse. 281

Jindal Shadeed Iron and Steel LLC

A brand projecting ‘Made in Oman’ on world map Jindal Shadeed Iron and Steel LLC is the 4th largest steel maker in Arabian Peninsula and has contributed in converting Oman from a net importer of steel to a net exporter of steel. JSIS is a fully integrated and largest steel plant in Oman, located at Suhar with a total investment of $1.2 billion. The Sultanate, under the wise and most admirable leadership of His Majesty Sultan Haitham bin Tarik Al Said has embraced steel as a bridge that continues to fast-track the nation’s incredible industrialization and modernisation drives in recent times. Aligned with the vision of His Majesty to reduce the country’s dependency on the oil and gas sector - Jindal Shadeed is proud to be a key partner in Naveen Jindal, Chairman, JSPL Group this prestigious endeavour and committed to producing ‘Steel... that bridges your trust.’ Jindal Shadeed Iron & Steel (JSIS Oman) was acquired by JSPL in July 2010. Soon after the takeover, the gas based Hot Briquetted Iron (HBI) plant was commissioned in December 2010. JSIS plant is in a prime location in a plot of 120 hectares, about 60 metres from sea shore and very near to Muscat-Dubai Highway. The total steel production by JSIS in year 2019 was 1.89 Million MT which is 79% of total steel production in Oman.Jindal Steel & Power Limited (JSPL), part of the $22 billion OP Jindal 282

Group, is an industrial powerhouse with a dominant presence in steel, power, mining and infrastructure sectors. JSPL’s business operations span across the states of Chhattisgarh, Odisha and Jharkhand in India, where it operates some of India’s most advanced steel manufacturing and power generation capacities of global scale. JSPL has created cutting-edge capacities to produce up to 9.95 Million Tonne Per Annum (MTPA) Iron through a judicious mix of Direct Reduced Iron (DRI), Blast Furnace and Hot Briquetted Iron (HBI) routes catering to its 11.6 MTPA Liquid Steelmaking capacities across the locations in India and abroad. The company has a well-spread out installed finished steel capacity of 6.55 MTPA prudently spread over Bar Mills, Plate Mills, Rail and Universal Beam Mill (RUBM), Medium & Light Structural Mill (MLSM), and Wire Rod Mill. JSPL’s captive iron ore mines at Tensa, Odisha have a production capacity of 3.11 MTPA. The company owns and operates combined power generation capacities of 5034 MW including the 3,400 MW OP Jindal Super Thermal Power complex at Tamnar, Chhattisgarh. JSPL has pioneered production of Hot Rolled Parallel Flange Beams and Columns in India. The company also introduced world’s longest 121-metre long rails and is the first to manufacture Head Hardened Rails for high-speed trains and metros in India. The company’s plate mill at Angul is capable of producing 5-metre-wide plates, the widest in the world. JSPL’s global operations include a 2.4 MTPA integrated steel complex at Suhar, Oman and 6.6 MTPA coal-mining operations spread 283

across South Africa, Mozambique and Australia. The company’s African presence also includes coal and iron ore prospects in South Africa, Botswana, Cameroon and Namibia. Direct Reduced Iron (DRI) Plant: It operates a 1.8 MTPA gas based Direct Reduced Iron (DRI) Plant that makes Hot Briquetted Iron (HBI) and Hot DRI (HDRI). The DRI Furnace is supplied by Midrex Technologies, USA. The furnace is first of its kind having a Hot Direct Charging Technology through gravity feed. This facility enables to charge HDRI at a temperature of around 600-650 C directly in to Electric Arc Furnace (EAF) resulting in saving of heat energy. DR Tower is one of the largest in Midrex plant with 148m elevation and 3rd fastest DRI Plant to achieve 10 million tonnes. Steel Melt Shop: The SMS facilities primarily consists of: A) Primary Steel making unit: A state of art 200 ton Electric Arc Furnace to produce Liquid Steel. It uses Direct Hot charging facility of HDRI B) Secondary Metallurgical Processes: one 200 Tonne Ladle Furnace: The ladle furnace is used to heat up, refine, hold and to finish all kinds of molten metals. Heating is done by Graphite electrodes 200 Tonne Vacuum Degassing Furnace: Removing undesirable gasses(H, N, O) other impurities for Special and quality steels used in specific applications like forging. JSIS is the only plant in GCC having this facility. C) Continuous Casting Machine No. 1 - 8 Strand Combi caster(2MTPA): To cast Square/Round Billets and Blooms. Continuous Casting Machine No. 2 8 Strand Caster: To cast Square Billets. 284

Rolling Mill: Rolling Mill has been set up in technical collaboration with Danielli Group. The mill can produce Rebar in a diametre of 8-40mm in maximum length of 18 metres. It is the single largest Rolling Mill in GCC. The mill is producing Rebars under Jindal Panther Rebars Brand name, meeting all the required international standards and grades. Jetty: Jindal Shadeed has a 600 metres long captive jetty with ship loaders/ un-loaders to handle import and export activity. It can accommodate large capesize vessels up to 180000 metres dwt with its draft of 19 metres. The Company has been allocated two berths at the Port of Sohar, Sultanate of Oman for its dedicated use. The Port of Sohar is managed and operated by SIPC. The SIPC Rules are updated by SIPC from time to time and the current versions are available at their website at www.portofsohar.com Terminal is equipped with 2 Nos. State of Art ZPMC Grab type Ship Unloader and loader. ZPMC Ship Unloaders are attached to belt-conveyors which in turn feed the cargo to Stacker attached to it, for stacking the cargo at designated yards. Corporate Social Responsibility (CSR) Jindal Shadeed believes that an effective growth policy must also take into account the fulfilment of the basic needs of the masses, especially of those living in rural areas. Thus, Jindal Shadeed endeavours to improve the quality of life of communities living in the area it operates in. To achieve this, Jindal Shadeed deploys its resources to the extent it can reasonably afford, to improve the infrastructure, education, health, water, sanitation, environment in and around its plants.

285

The Khimji Ramdas Group

150 years of commitment

Kanaksi Khimji with His Majesty Haitham bin Tarik

Sheikh Kanaksi Gokaldas Khimji As the senior-most Director of one of Oman’s largest business conglomerates Khimji Ramdas, Kanaksi Gokaldas Khimji, fondly known as “Kanakbhai”, has been instrumental in developing strong synergistic ties between the Indian and Omani business communities. He is also well known for his philanthropic activities in India, as well as his adopted country, Oman; and is a recipient of many accolades and honours by the Governments of India, Oman, and other international bodies. Patriarch of the illustrious Khimji family of Oman, Kanakbhai was born in 1936 in Muscat; and completed his education in Mumbai. Known as the man behind the consolidation of early trade in rice and dates between India and Oman, he has been spearheading the Khimji Ramdas Group’s businesses for almost five decades. Through his admired entrepreneurship, KR today has a formidable presence in Oman and in UAE and India. Kanaksi Khimji has been actively involved in bringing renowned Indian companies such as Britannia, Amul, TATA International, Kanan Devan, Parachute, NIIT, and Symbiosis International University to the Sultanate of Oman. In early 2001, he partnered with India’s Godrej Group, to set up a manufacturing unit 286

Kanak Khimji and Late Gokaldas Khimji with Late HM Qaboos, 15th National Day of Oman, 1985

in the city of Sohar in Oman, to manufacture and export steel office furniture. This venture employs over 100 personnel and has been built with an annual capacity, for a throughput of 4,200 metric tonnes of cold-rolled annealed mild steel. The Khimji Ramdas Group, established in 1870, has a presence in almost every business sector and employs over 5,000 people. Working closely with the Chamber of Commerce and Industry in Oman, under the visionary leadership of Kanakbhai, the Khimji Ramdas Group has played a significant role in facilitating a successful Indo-Arab partnership. Kanakbhai was granted Omani citizenship for his outstanding contribution to the growth of the community and economy. He is the first and only Hindu to be bestowed with the honorary title of “Sheikh” of the Indian community in the entire Middle East region. As Sheikh of the Indian diaspora, he astutely extends a helping hand to Indians in need and keenly assists in the settlement of disputes that arise within the community in Oman. Having many firsts to his credit - Sheikh Kanaksi Khimji is the first person in the Gulf region to have been presented with the “Pravasi Bhartiya Samman Award”, the highest honour lndia conferred on PIO (People of Indian Origin), for his zealous commitment to social activities in Oman and India; and for his contribution towards promoting bilateral trade opportunities between both countries. Kanaksi Khimji has played a wider role in promoting India-GCC socio-economic relations. During his visit to Oman in 1996, the Late President of India, Shankar Dayal Sharma, described him as “the real ambassador of India to the Gulf countries. It is noteworthy - that in association with the Indian Embassy, Kanakbhai has played a pivotal role in 287

His Majesty Haitham bin Tarik, the then Minister for Heritage and Culture inaugurating Khimji Watches, 2009

organising the state visit of the Honorable Prime Minister of India, Shri Narendra Modi to Oman in 2017. Education and women empowerment has always been close to Kanaksi Khimji and the KR family. The Khimji Ramdas Trust and the Gokaldas Khimji Family Trust at Kutch Mandvi run three independent schools. Sheikh Kanaksi Khimji has founded two schools, Sakarbai Khimji Ramdas Memorial School and Shri Ramkrishna High School. This also includes an all-girls school and hostel, Khimji Ramdas Kanya Vidyalaya Trust, to offer the best in modern education to the underprivileged children of Mandvi, his native place in India. The schools touch the lives of over 3,300 students. As the President of the Hindu Temple Management and Banyan Merchant Community, he has served the community’s needs since 1976, and oversees the work of the Hindu Mahajan Association, which runs two temples and a crematorium in the Sultanate of Oman. In Oman, Sheikh Kanaksi Khimji has been instrumental in establishing the country’s first English medium Indian School in Muscat (1975). Today, there are 21 such schools in Oman with over 47,000 students of the Indian diaspora reaping the benefits of quality education. That’s not all – he has played a key role in the establishment of Eshraqa, the Social Development Arm of Khimji Ramdas, which aids partnerships with public and societal institutes, concentrating on the vital sectors of education, health, community wellbeing and training. It is worth mentioning that Sheikh Kanaksi Khimji was the founding president of 288

the Indian Cultural Association (“Indian Social Club - ISC”) in Oman. ISC is a pioneering institution for the Indian fraternity and conducts a variety of cultural and social activities. For over four decades now, he has also been the Patron-in-Chief of the Muscat Gujarati Samaj (MGS), which is a part of the ISC. MGS is active in all areas that involve the upholding of rich Gujarati culture and tradition; and festivals like Navratri and Diwali are celebrated with fun and gaiety as community events. Sheikh Kanaksi Khimji is also an ardent lover of the sport of Cricket and is the Founding Chairman of the “Oman Cricket Club”. He has worked tirelessly to enhance the level of the game in the Sultanate, and has been awarded the prestigious “Pepsi - ICC Lifetime Service Award 2011” by the International Cricket Council. As Khimji Ramdas Group celebrates its 150th year in 2020, under Kanakbhai’s leadership, the KR Group stands firmly grounded in its past with a visionary outlook for the future, upholding its core values of trust, care, commitment, and learning.

289

Lulu Group International

A true follower of ethical business practices

Yusuff Ali M A wtih His Majesty Haitham bin Tarik

LuLu Group International (LuLu Group), is a highly diversified conglomerate with successful business entities in strategic locations. It is one of the fastest growing retail chain worldwide. Founded by the well-acclaimed and dynamic business visionary Yusuff Ali M.A, LuLu Group mainly operates in 22 countries located across the Middle East, Asia, US, and Europe. For more than two decades it has become a worldrenowned purveyor of lifestyle business portfolio from the hypermarket concept to shopping mall development, manufacturing and trading of goods, hospitality assets, and real estate. It is a key contributor in the Gulf region’s economic standing with an annual turnover worth USD 8.4 billion and a work force numbering to more than 55,000 employees. LuLu Hypermarkets in Oman have become an integral part of the landscape over the last few years with the launch of its first store in Salalah in 2000. Since then, the Group has firmly established its presence as the most popular retail chain in the country. The Group embarked on an aggressive expansion plan with its first major hypermarket launch in 2006 at Bausher. Currently there are 25 branches all across Oman.Recently LuLu opened its new logistics and e-commerce centre at Al Burj 290

Complex. The new facility is the biggest online portal of LuLu Group and serves as a logistics hub for the Group’s growing e-commerce operations in Oman. It optimizes the distribution network within the country by delivering grocery and non-food products to customers’ doorstep. LuLu also plays a major role in the Omanisation drive by employing more nationals in its workforce. With the launch of every new store, LuLu aims to generate employment opportunities for talented Omanis and integrate several locals into the workforce. The Group constantly launches several new initiatives to support the economy by encouraging local manufacturers and producers to promote their products, too. LuLu Group has revolutionized the face of retail operations through having pioneered the hypermarket business and has eventually innovated shopping malls. It has elevated the traditional shopping experience to a professional and larger scale. To date, the famed company has more than 196 hypermarkets and 15 shopping malls. Moreover, it has extended its hypermarket operations to an e-commerce platform, the LuLu Webstore, which was launched in 2015 and where customers can enjoy shopping right at the luxury of their fingertips. LuLu Group has established food processing units and trading offices across the globe to stay strong in its daily mission to give outstanding quality and timely delivery based on customer demand. The business involves production of food and consumer goods through its two big manufacturing plants located in India. With over 5,000 products launched from this business unit, it is continuously growing day-byday and operating wholesale distribution for its wide network all throughout India, UK, USA, Brazil, Vietnam, Kenya, and Uganda. Staying true to its goal to provide high quality experience for its clientele, LuLu Group now holds a credible name in the competitive hospitality scene, with hotels, convention centres, and an in-flight catering company under its belt. Having acquired the business rights to operate prestigious five-star hotel brands, it is now a major player in the hotel industry with a Grand Hyatt Hotel and two Marriott Hotels in India, the famous Scottish Hotel in London and the Waldorf Astoria Edinburgh The Caledonian that boasts more than a century worth of reputation in luxury tourism. After mastered the retail business and shopping centre development, LuLu Group International has explored a flagship project on residential properties with Y-Tower and Y-Villas and has proven to become successful over the years. Y-Tower presents wonderfully designed residence-cum-office apartments for luxurious living and exclusive business amenities; while Y-Villas is LuLu Group’s first large-scale leisure estate and mixed-used development in premium communities located at the outskirts of Abu Dhabi—Saadiyat and Al Ghadeer. With big expansion plans and enhanced product range, LuLu Group continues to bring innovative lifestyle concepts and open doors for new market opportunities around the world. New hypermarkets, shopping destinations, hotels, and distribution branches are expected to rise next year. Its commitment to render quality services to customers has also resulted to being one of the Middle East’s most preferred employers. Truly, LuLu Group is the lifestyle partner of choice of multi-ethnic nationalities. 291

Honorable Lujaina Mohsin Darwish

Dream big and make dreams a reality

Honorable Lujaina Mohsin Darwish, Chairperson, MHD

Honorable Lujaina Mohsin Darwish is a trailblazer in uplifting, empowering and inspiring young Omani women entrepreneurs and corporate leaders. The eldest daughter of late Mohsin Haider Darwish, she is presently the Chairperson for Infrastructure, Technology, Industrial & Consumer Solutions (ITICS) which is one of the two clusters of Mohsin Haider Darwish LLC, a major business house, which was founded in 1974 by her father, the late Mohsin Haider Darwish. As an active member of the Majlis A’Dawla since 2015, she has been an ardent and valuable contributor to public life; and was also with Majlis A’Shura from 2000 to 2007. 292

A pioneering company in the Sultanate, MHD LLC is one of the largest and most successful, privately owned business house in the Arabian Gulf region, and has a prominent role in the rapid progress of the Sultanate. Its vision is to contribute to the Sultanate’s efforts in overcoming challenges, by keeping pace with regional and global changes, by generating and seizing opportunities that foster economic competitiveness and social well-being, stimulate growth, and build confidence in all economic, social and developmental relations nationwide At MHD LLC, Honorable Lujaina is actively involved in the strategic and operational aspects of the business. She is responsible for the ‘Omanisation’ strategy of the MHD Group, in order to increase the percentage of Omani workforce. She is committed to the growth and development of MHD - ITICS, which has the strength of legacy and the spirit of ambition, to leverage opportunities. MHD LLC has focused on continuing the legacy laid out by late Mohsin Haider Darwish towards expanding the business across various verticals. This has helped drive innovation strategy towards providing solutions that would enhance the working environment, which thereby would result in overall efficiency. Honorable Lujaina says: “My father’s contribution is unmeasurable. He has worked really hard to set us an example. This has helped us as a family to set exceedingly high standards when it comes to the way we work. In my growing years, from the very important lessons that he taught me, two have always remained at the back of my mind – Always dream big and work towards achieving your dream and never give up. Without our knowledge, my father has helped many to cope with their dreams. He did what he felt was right, no matter the consequences and I always remained in awe of him.” “I would not have been so strong and confident today, if it was not for him. Although he was a very strict father, he loved us unconditionally. Life was so easy with him around. I attribute much of who I am as a person to my dad and I thank him for the family of love that I grew up in,” reminisces Hon Lujaina. Her father was very particular to ensure that as a business enterprise, the aim should be to constantly contribute towards the development of the country and it began from grass-root levels. MHD has encompassed various verticals such as automotive products, computers, office automation and telecommunications, home appliances, electronics, engineering products, building materials, tyres and batteries and important projects, which have helped in contributing towards the consumer market in the country, as well as diversify the country’s economic base. “The growth of the company has kept pace with the tremendous progress the Sultanate has achieved under the wise and able leadership of the late His Majesty Sultan Qaboos bin Said. Now, guided by His Majesty Sultan Haitham bin Tarik, MHD remains committed to supporting the vision of growth and development under his strong leadership. Since its inception till date, the steep growth of the company exemplifies the tremendous progress Oman has made as a nation.” This 293

Honorable Lujaina Mohsin Darwish with Manu Mahawer, Indian Ambassador

conglomerate is also the authorized distributor for Ashok Leyland in the country, besides many other renowned brands; thus, maintaining and developing friendly ties between countries. With all these amazing fortes, the Honorable Lujaina makes a maiden move in founding the Oman–India Friendship Association, to further strengthen and develop the friendly relationship between India and Oman. This association endeavors to open new prospects between the two countries through its social and cultural, economic, sports and scientific activities and also enhance foreign visits, to boost the centuries-old India-Oman bilateral relations, to an even higher altitude. “Oman-India relations encompass a wide spectrum of activities in trade, energy and investment. Over the years, the India-Oman relationship has acquired a multidimensional character. Oman holds important trade exhibitions; wherein Indian business delegations participate. The Indian Embassy in Oman regularly arrange business meetings in various sectors, to facilitate business opportunities with Omani companies. She also conceptualizes in developing a business forum of Omani and Indian Businesswomen who have immensely contributed to the country in both public and private sectors. Honorable Lujaina believes in promoting common interests by nurturing budding entrepreneurs and also supporting women within the two communities. “The Women’s Forum will present an opportunity for women of the two countries, 294

Women of the year 2020 by International Business Stevie Awards

to learn from each other’s experience, enhance their skills and to exchange ideas. This in turn will present opportunities for Women to have choices in their careers. She emphasizes in encouraging women by identifying their great potential. This will not only benefit the Organizations, but will also develop their individuality and increases their self-confidence. Many have the aptitude, but just need the stimulus”, she adds. In addition to the above, for an Omani businesswoman, the ability to raise resources for their ventures is a big challenge. She explains that while the government and banking sector have introduced several schemes and opportunities to ease these concerns, it will require the continuing inner strength and determination of spirit which will drive Omani women forward. “Awareness is something I always encourage and look forward to contributing towards creating and educating more Omani women which will only improve these situations going forward. This would indeed be an advancing step towards more fruitful relations between countries and communities,” adds Honorable Lujaina. About her thoughts on post-COVID, Hon Lujaina says the pandemic has definitely been a roller coaster which has taught her innumerous things be it work or personal. The economic measures taken by the Oman government to address the impact of the COVID-19 pandemic on the national economy. “We are constantly finding unconventional ways to connect with our clients, friends or even family. This definitely has its own share of pros and cons but ultimately we have to adapt to the evolution that the world is currently witnessing and this is key for us to transform the way we function and communicate, if you still hold 295

onto conventional ways of communicating or even running our operations, then you will end up facing the brunt, instead it is more logical to adapt and evolve and I firmly believe that we will achieve the results that we aim for,” she mentions. Hon. Lujaina has also been recognized for her multifarious achievements with numerous international and local awards which are a testimony to her leadership and remarkable social service over the years, such as the ‘Most Powerful Business Women of the Year’ by Forbes Middle East on multiple occasions, Excellence in Leadership at the Harvard Business Council 2020 International Award with the Diamond Executive’s Award and Harvard Business Council Leadership medal, “Women of the year 2020” by International Business Stevie Awards, Al Mar’a Women of the Year award, 2020 “Businesswoman of the year 2020” by Middle East Stevie Awards, The Most Outstanding Corporate Leader of the Year 2020 by Alam Al- Iktisaad Awards and Women of the Year by Al Mar’a Magazine Summit and Annual Awards 2020. Recently, she has also been honored with citation medal, on the occasion of the Oman China Friendship Association’s 10th anniversary from the government of People’s Republic of China, in recognition of her exemplary efforts in promoting Oman China relationship. In November 2020, The Arabian Stories (TAS), an interactive digital media company in the Sultanate, awarded her the TAS ICONS Award. The Award mentioned her as ‘a trailblazer in empowering Omani women.’She says of being ‘immensely grateful,’ when asked about her opinion on awards and recognitions. Hon. Lujaina is also on the Board of the Advisory Committee for The National Programme for Leadership and Competitiveness and a member of the Working Team 296

Hon. Lujaina with Indian Minister of State V. Muraleedharan and Manu Mahawer, Indian Ambassador

of Partnership between the public and private sectors at the Diwan of Royal Court. In addition, she is the Honorary President of the Oman- India Friendship Association (OIFA) and Oman-China Friendship Association (OCFA). She has served on the Board of the Oman Chamber of Commerce & Industry and the Board of the Omani Centre for Investment Promotion and Export Development (Ithraa Oman). “When a person gets recognized for their efforts and hard work, it instils a feeling of happiness which makes you want to put in more efforts and work harder. This is purely the results of what we have done as a team that has helped me to reach these pinnacles.As I have always said, focus on putting in the effort and it is bound to yield the results that you want to achieve. All the awards and recognitions are a living example of the work and effort that you have put in to make something better,” Honorable Lujaina concludes. Her energy and passion drive her to be a better person of herself every day. Under her leadership and guidance, not only is the MHD Group in safe hands, but the Omani Women can envisage a brighter and stronger future too. Most important to Hon. Lujaina, is her family. During her spare time, she enjoys reading and travelling with the family.

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MSA GLOBAL LLC

Protecting critical national assets

Visit of Indian Defence Minister accompanied by Commander of the Royal Army of Oman

Founded in 2011, MSA Global LLC is headquartered in Oman with regional offices and operations in India and Singapore. Since inception, MSA has grown rapidly and has executed projects totaling more than US$ 200 million, making MSA comfortably the largest security systems integrator in Oman and one of the top players in the wider Middle East market. MSA offers enterprise-grade security systems and solutions, both off-theshelf and customised solutions for government and private sector clients. We are able to provide technically superior solutions at competitive costs to enable our clients to meet their security requirements. Some of our notable clients include: • Royal Army of Oman (RAO) • Royal Air Force of Oman (RAFO)

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• Sultan’s Special Forces (SSF) • Petroleum Development Oman (PDO) • DNO Oman LTD • Bahwan Engineering Company (BEC) • Kuwait Oil Company (KOC) • Kuwait Oil Tanker Company (KOTC) As a fully independent integrator we are not financially affiliated to any manufacturers allowing us to choose best of breed systems to meet specific needs on a client-by-client basis. As a rule, we do n nd ensuring long term maintenance of the systems. Having understood the need to have a wholistic solution with a strong backbone we have strived and builtin house expertise to deliver the core competencies of an electronic security systems and also build strong relationships with our esteemed subcontractors in the related fields as listed below: • Designed and delivered over 400-kms of High Security Fence systems. • Designed and implemented dedicated fiber networks of over a thousand kms along with our Sub-Contractor Oman Fiber Optic C0. • Designed and Delivered dedicated Power Generations Systems as required along with our Sub-Contractor Bhawan Engineering Company. • Designed and Installed 33KVA/11KVA dedicated Power Lines for our systems. • Our core competencies in Systems is MSA’s key strength. 299

Networking backbone for the electronic security systems

CCTV Systems CCTV is a very effective tool in generating real time and historical visual evidence.CCTV is also the most misguided technology in the security landscape, a systems operational effectiveness is intrinsically linked to the surroundings in which it’s placed meaning a single solution does not fit all scenarios. MSA have the experience of having installed hundreds of cameras of various types of sophisticated high-end systems over extended distances. This can include intelligent video analytics, behavioural analytics, event driven monitoring or simply deployment of the correct transmission and management infrastructure to support the system.

Towers with long range thermal cameras

Perimetre Intrusion Protection Systems Perimetre Protection is the first line of defence against any possible intrusion, be it electronic detection or a physical barrier. Any type of deterrent and or detection deployed must be designed with an overall solution in mind. Interacting with and as part of an overall solution combining further elements of surveillance and detection to present a common operating platform to users. We have extensive in-house knowledge in the design and delivery of these types of systems, gained from a combination of government, military and commercial projects having executed protecting over 300-kms of sensitive perimetres. Coastal Protection Systems For certain facilities such as ports and petrochemical sites costal protection can be of paramount importance but can also be very challenging to properly implement and manage. We have deployed solutions that use electronic systems such as radar, vessel tracking and thermal imaging, and integrated them into command and control and operational requirements. Other technologies can also be leveraged such as communications and CCTV systems to enable coordinated reactions to events.Integrating these tools with 300

geographic information systems (GIS) and in turn command and control solutions provides a superior operational overview and intuitive operation.

Access Control Systems Access Control is one of the most fundamental disciplines in an overall security solution and one that relates the most directly to simple operational requirements namely control who has access to a given area. Whilst this is achievable in its simplest form with a simple lock and key more complex requirements require more intelligent solutions. Access Control combines biometric and electronic credentials with sophisticated control hardware and software to enable a fully managed solution. These systems can be deployed on standard doors or purpose-built entrance barriers such as turnstiles, road blockers, gates and barriers. A further layer of security can be achieved by integrating access control credentials with IT systems enabling smart card and biometric login solutions as well as shared IT and human resources database recording. Automatic Number Plate Read (ANPR) Systems Automatic number-plate recognition (ANPR) is a technology that uses optical character recognition on images to read vehicle registration plates to create vehicle location data. Installing an Automatic Number Plate Recognition or ANPR system is a cost-effective way to enhance the security by giving you the ability to control, monitor, and log the access of every vehicle entering a particular zone of interest.ANPR is a generally networked system which can reliably read license plates at speeds of up to 160 kph with 95%-98% accuracy, even in the dark and with the glare from vehicle headlights. Our preferred ANPR systems can monitor an unlimited number of traffic lanes with each vehicle being logged on the system’s database. In the case of network communication failure/disruption the ANPR cameras can operate independently in stand-alone mode, capable of logging up to 100,000 plate reads without any communication to the system server. Entrance Control Systems Well-designed entrance control measures provide efficient controlled access to sites, buildings or areas. We have deployed many entrance control technologies for our clients ranging from pedestrian turnstiles and tube doors to tyre killers, raising arm barriers, raising bollards/blockers and speed gates. Coupling these physical measures to electronic systems such as access control, automatic number plate recognition and foreign object under vehicle scanners provide a more automatic and integrated overall solution. 301

MSA’s Specialised Military Systems production facility

Communications Systems The ability to freely communicate with team members and response resources is paramount in any security solution. A reliable and simple to operate communications solution bridging the gap between disparate systems such as mobile radio, intercom, public address, PBX and IP based telephony systems is essential. Command & Control An Integrated Command & Control system is the operational interface to any security solution. A well-functioning command and control solution integrates disparate systems and operational procedures into a unified user interface.This allows information to be presented to operators and staff in an intelligent and dynamic manner allowing them to concentrate on making decisions rather than managing technology. Solutions implemented by MSA present a common operational overview across geographically disbursed landscapes with fiber backbone of over a thousand kilometres. System Design & Consultancy System concept and design is the most important part of any security solution, if your system is designed correctly it will ensure effective operation and offer the highest level of protection to your assets.We have 302

a highly skilled design and consultancy team in house to deal with your requests. We can assist you from high level conceptual design right through to standard operational procedure development. Maintenance Services The importance of preventative maintenance cannot be over emphasised, we would always recommend that planned preventative maintenance (PPM) is carried out proactively to help prevent faults appearing as opposed to reactively after faults have already appeared. Particularly when as is often the case your systems could be classed as critical to the site’s overall security. Training Services Professional and well-trained staff are a crucial part of any security solution and we are able to provide training in a wide variety of security and safety related subjects, ranging from all aspects of site security through to maritime security and first aid. We believe that a Training Needs Analysis (TNA) is the first part of any training process because this enables us to ensure that we fully engage with any existing training standards and work with our clients and their staff to meet their future requirements. Col. M S Atwal (Retd), Managing Director Col (Retd) M S Atwal graduated from the National Defence Academy in 1976 where he was awarded the President Gold Medal for standing first in merit. After he was commissioned in the Corps of Engineers, he graduated from the Defence Services of Staff College and also attended the prestigious Higher Command course. He was in charge of the security systems of UN setup in Bagdad. In 2011, he set up MSA Global LLC, and under his leadership, MSA has grown into one of the predominant securities and defence companies in Oman.

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Oman India Fertiliser Company SAOC

A world scale fertiliser manufacturing plant

Oman India Fertiliser Company’s plant in Sur

Oman India Fertiliser Company SAOC (OMIFCO) has been established, as the result of an initiative by the governments of the Sultanate of Oman and India, in order to construct, own and operate a modern world scale twotrain ammonia-urea fertiliser manufacturing plant at the Sur Industrial Estate in the Sultanate.OMIFCO is owned 50% by OQ Company, 25% by Indian Farmers Fertiliser Cooperative Limited (IFFCO) and 25% by Krishak Bharati Cooperative Limited (KRIBHCO). The plant has the capacity to produce 1,750 T/D of Anhydrous Ammonia from two Ammonia plants and 2,530 T/D of Granular Urea from two Urea plants. The project was completed in July 2005 at a cost of $ 968 mn. The Government of India has agreed to purchase certain contractual quantity of the Urea produced by OMIFCO under a long term Urea-Off-Take Agreement for 15 years at predetermined prices. The Sultanate of Oman has committed to supply the natural gas feedstock for the life of the project. A highly skilled workforce from IFFCO and KRIBHCO is participating directly in operation and maintenance of the project under 304

a Personnel Supply Agreement (PSA). Building and Operating OMIFCO, a modern world scale two-train Ammonia-Urea fertiliser manufacturing plant at the Sur Industrial Estate on Omani soil, is a proud statement by itself. OMIFCO in its uniqueness has given and continues to contribute much to the Omani economy and to the Omani people. Environment protection OMIFCO considers the issue of reducing the environmental impacts resulting from its operations as its top priority along with the promotion of production to raise the national economy. OMIFCO has made heavy investments in eco-friendly operations which have resulted in little or no negative impacts on the environment. The company is constantly on the lookout for opportunities that contribute to the upliftment of the country's face in terms of the international ecological footprint measurement. OMIFCO’s environmental management system boasts management of air emissions, effluents and solid wastes, including a monitoring system for each source of pollution. The company’s environmental policy states OMIFCO’s commitment to fully comply with environmental laws, local and international regulations while producing Ammonia and Urea. The company thus shoulders the responsibility to develop its business addressing all environmental issues. Corporate Social Responsibility CSR at OMIFCO is a business management mechanism and a vehicle to engage the company and its employees with the community and collectively determine the social-economic and environmental priorities in the community in line with the company›s objectives. OMIFCO considers CSR as one of its most important obligations towards the surrounding environment and the local community. The Company is seeking to create enduring partnerships with the local community to serve common goals and to develop Omani human resources in addition to identifying critical issues affecting the community. OMIFCO’s community investments strategy ensures that all resources within the reach of the Company, including its finances and human resources, are strategically utilised for the benefit of the community. It is looking to leverage its various resources and competencies in order to effectively support projects and initiatives that have a positive long term and sustainable impact on the community. OMIFCO has begun the process of adopting sustainability 305

management that integrates management of economic, environmental and social performance for delivering enduring value to all our stakeholders including the government, shareholders, customers, employees, local community, partners, suppliers and the environment. Brief Profile: Gedigeri was promoted as CEO/MD from February 2012 from Deputy CEO. He has worldwide experience and is responsible for overall operations and business of the company. With a Bachelor of Technology (BTech) in Chemical engineering which he passed with distinction in 1979 from National Institute of Technology, Surathkal, India. Earlier, he also had stints with Petronas Fertilizer Kedah, Malaysia, and IFFCO, Indian Farmers Fertilisers Co-operative. He has been working for OIFC for 8 years successfully operating the Ammonia and Urea complex. His chief skills are mainly in commissioning, startup and operation of Ammonia, Methanol and Urea plants and in process plant management. He also operates in administrative, interpersonal and team building with incident investigation. From the words of Sharanappa Gurappa Gedigeri, CEO OMIFCO was founded on many objectives, some of which are working to increase the added value of the natural gas, raising the trade balance of the Sultanate of Oman by increasing exports and increasing and enhancing the contribution of the private sector in the GDP of the Sultanate, as well as the establishment of the latest industrial complex environment-friendly. The company seeks to be a globally recognised model for its mounting indicators of achievement as we are working hard to realize our vision of creating a culture of excellence and teamwork spirit through a group of qualified employees and an excellent work environment. Our success in exceeding our plant production capacity of Ammonia and Urea has been achieved in constant care to maintain domestic and international environmental standards, through the implementation of environmental management system and pollution control system, in addition to employing a thorough occupational safety system. Our workforce embraces a group of active and effective employees upon whom we heavily rely to raise the level of 306

Sharanappa Gurappa Gedigeri, CEO of OMIFCO attending a conference

the company operations. We provide our employees with various training and development schemes that fit their individual needs and strengthen the skills levels. Through our development strategies, we aim to enhance our functional capacity in order to create vacancies and increase levels of Omanisation in a gradual and continuous manner. As a national responsible company, we always strive to respond to community requests of deserving cause, as well as activities, events and projects that are connected to our trade scope, consistent with our commitment to sustainable development, and promoting the cultural life and values of our Omani society. All that comes within our strategy of community investment, and social responsibility sustainable framework.

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Shapoorji Pallonji (SP) Group Oman

Steadfast partner in urban and infrastructure renaissance There is a common thread tying Qasr Al Alam Palace, Muscat Securities Market, Muscat Municipality building, HM’s cabinet building, Royal Opera House of Musical Arts, Military Technological College, Muttrah fish market and more recently the Oman Convention & Exhibition Centre. Apart from being the quintessential landmarks of Muscat, they have been built by one of the largest construction conglomerates: Shapoorji Pallonji (SP) Group. Shapoor Mistry, Chairman – SP Group, summed up SP’s business philosophy at the heart of its phenomenal success. “Shapoorji Pallonji has always worked on customer focused solutions based on sustainable business practices and technological leadership, leveraging its capabilities through synergised Group offerings. At Shapoorji Pallonji we stand for all that is good for all the relevant stakeholders. We will continue to contribute to Oman’s growth,” he said. From its modest beginnings as a small family business in the early 19th century, SP Group has emerged as one of India’s leading civil and infrastructure construction companies. Today, it is a well-diversified international business house with a dominant presence in areas of construction, infrastructure, real estate, water, oil and gas, renewable energy, consumer products, business automation and textiles.

Shapoor Mistry, Chairman of SP Group

SP established its mark beyond India’s borders in 1971 when it became the first Indian corporate house to undertake contracts in the Middle East. The Group won a global tender to build the palace of the late HM Sultan Qaboos bin Said al Said in Muscat. On completion, the Group established itself as a local company in the shape of Oman Shapoorji Company LLC (OSCO). Soon thereafter, the Diwan of Royal Court awarded the facilities management contract for the Royal Palace to OSCO, which continues to date. 308

Al Alam Palace, Muscat

Since then, OSCO has been an integral part of Oman’s economic and social renaissance journey. The strides that the country made under the leadership of Sultan Qaboos since 1970 were transformative. In particular, Oman’s infrastructure/urban transformation remains one of the most striking aspects of the country’s development over the last five decades and serves as an important underpinning of its future growth. Having played a stellar role in this transformation, OSCO is committed to building on this contribution in the years to come. Testament of this commitment is the Oman Convention & Exhibition Centre (OCEC), which stands as a proud edifice of engineering and construction ingenuity. SP Group’s international arm Shapoorji Pallonji International (SPINT) has unmatched experience of working even in challenging territories. Today, SPINT has a presence in over 20 countri es. Over the years, SP’s international arm has been further strengthened with its exclusive Design Studio, MEP and Internal Fit-Out divisions. “Today, SP Group’s legacy of 154 years stands strong on the ‘Foundation of Trust’. Each company and its employees have been able to build and further strengthen its capabilities. We have built a solid reputation for the way we do business and specifically for timely execution of complex projects – even in demanding M D Saini, CEO & MD situations. Our success is founded on a very simple philosophy: We put our best in honouring our commitment to all our stakeholders,” says M D Saini, CEO & MD.

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Mall of Oman

OSCO draws upon the inherent experience and strengths of the parent organization while having a self-sufficient setup in Oman to perform as a one-stop service provider that offers end-to-end solutions to its customers for all their design, engineering and construction related works. OSCO has three main divisions namely construction, facilities management and MEPI. Over the years, OSCO’s diverse portfolio has

Sultan Qaboos Grand Mosque, Suhar

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Oman Convention and Exhibition Centre

included projects for government ministries, educational institutions, public and private housing companies, hotels and resorts, factories, private villas, health centres, army camps, air force and naval bases, monuments, mosques, shopping malls, food courts and commercial buildings. OSCO’s facilities management division is the industry leader in the integrated facilities management sector. OSCO manages over 170 mn sq feet of real estate that includes properties of strategic importance such as Qasr Al Alam Palace, Barka Palace, Salalah palace, Majlis building, NBO headquarters, Mall of Muscat and many more. The company’s IFM team is internationally certified and practises British and American standards. The division has a workforce of over 3600 staff and nearly 1000 technicians, across more than 650 properties. The MEPI Division of OSCO is focused on delivering customised end-to-end solutions and specialised services for the Mechanical (HVAC), electrical, plumbing, and instrumentation domains. With more than 50 milestone projects delivered, the division has created an impressive reputation for itself and built excellent relationships with OEMs (Original Equipment Manufacturers) globally. It is registered with relevant bodies, like DCRP, Diam, Madayn and JSRS. “Commitment to stakeholders is OSCO’s uno numero priority. It is known for delivering complex projects under strict deadlines and of utmost quality. We have earned the trust and confidence of some of the nation’s most discerning clientele. Our prestigious list of clients include RCA, MOD, OMRAN, PDO, Duqm refinery, MAFWR, ROP amongst other prestigious customers,” says 311

Varinder Arora, VP Country Head, Oman.

The Group’s ongoing projects are set to redefine the Sultanate’s urban landscape. Mall of Oman, the largest mall in the country with a built-up area of 400,000 sqm+, will be delivered by 2021. “Oman Across Ages Museum” in Nizwa is an architectural jewel and an engineering marvel. The distinctive and intricate Varinder Arora, VP & Country Head, Oman design has been inspired by the geometric profile of the majestic Hajar Mountains crisscrossed by ravines. Shapoorji Pallonji group is proud to deliver this project as the main contractor. Recently, OSCO forayed into real estate development with a commercial office project in Sohar Freezone. The multi-storeyed development offers modern office spaces for businesses operating in the free zone. Certified for ISO 9001, ISO 14001 and OHSAS 18001, OSCO is also accredited by MEFMA and BISc. Aside from a robust commitment to internationally accepted quality management and occupational health and safety standards, OSCO firmly believes in creating In-Country Value (ICV). To this end, the company exploits every opportunity to include local content in its project delivery, notably by engaging local businesses as sub-contractors, procuring local materials and using the services of SMEs. This commitment to localisation is reflected in OSCO’s commendable Omanisation rates, which are among the healthiest in the industry. Furthermore, the company works committedly to upgrade the professional skills of locals and give them senior positions of responsibility. OSCO’s rise to the pinnacle of success in the construction industry is a testament to the strength of Indo-Omani relations and the fertile ground that awaits Indianorigin businesses when they choose to set up operations in the Sultanate. Maritime and cultural ties going back millennia have given way to deep-rooted and mutually rewarding bilateral relations fostered by the leaderships of the two friendly countries. This enduring friendship will continue to be nurtured and strengthened under the leadership of His Majesty Sultan Haitham bin Tarik. The 50th National Day celebrations were an opportunity for OSCO, among other Indian-owned businesses, to express their appreciation to the Omani government and its people for the continued warmth and hospitality enjoyed by expatriates in their adoptive homeland.

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Institute of Public Administration Headquarters

OSCO has many plans for the future, but the mission remains the same – to deliver the highest levels of stakeholder satisfaction though customer-focused solutions based on sustainable business practices and technological leadership. Select list of marquee landmarks

Select list of Ongoing Projects

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Al Alam Palace, Muscat

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Mall of Oman

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Diwan of Royal Court Affairs building

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Oman Across Ages Museum, Nizwa

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Ministry of National Heritage & Cultural Complex

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Institute of Public Administration (IPA)

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Special Housing Project, Al Khodh

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Ras al Hamra villas

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Majlis A’Shura building

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Cabinet building

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Burj Al Sahwa Clock Tower, Rusayl

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Riyam monument, Muttrah

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Muscat Municipality building, Darsait

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Muscat Securities Market

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Jawharat Al Shatti

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Rabat Stadium

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Royal Box & Grand Stand, Salalah

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Qasr Al Alam guest complex

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Royal Opera House of Music

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Sultan Qaboos Grand Mosque, Suhar

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Oman Convention & Exhibition Centre

•

City Centre, Sur

•

Green Peak Adventure Resort

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ROP, accommodation blocks

Riyam monument

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The Punj Lloyd Group

Global player rooted in the local community

The Punj Lloyd Group is a diversified international conglomerate offering EPC services in Energy and Infrastructure along with engineering and design capabilities. From its evolution as a pipeline company to an international diversified EPC Group today, Punj Lloyd’s history is punctuated with rich experiences gained in different geographies. History Atul Punj, Chairman of Punj Lloyd, represents the third generation in the Punj family business. He started Atul Punj, Chairman of Punj Lloyd the pipeline division of Punj Sons Private Limited in 1982 that was later incorporated as Punj Lloyd Engineering Private Limited in 1988 and subsequently became Punj Lloyd Limited in 1992. This was the same year when it secured its first overseas contract in Indonesia. Soon, it widened its international operations to Abu Dhabi, Kuwait, Qatar, Oman, Malaysia and Kazakhstan among others. This formed the basis for the establishment of the Group’s 24 international offices across the Middle East, the Caspian, Asia Pacific, Africa, South Asia, China and Europe. Key strengths Punj Lloyd is an engineering and construction company headquartered in India providing integrated design, engineering, procurement and construction and project management services for energy and infrastructure sector projects with operations 314

spread across many regions.The company has delivered landmark projects for renowned organizations such as ONGC, IOC, GAIL, NHAI, AAI, Reliance, several other PSUs and private players aside from international clients like Shell, Petronas, ADNOC, Qatar Solar Technologies, Qatar Petroleum and several others. The Group’s key strengths are its varied experience, rich knowledge of local conditions, high standards of health, safety, quality and environment, its ability to manage operations in diverse industries and economies, long-term relationships with world-class clients and ability to mobilise financial resources. In its pursuit of business, the Group endeavours to uplift the community in which it operates. Social and environmental concerns are closely interwoven in Punj Lloyd Group’s core practices and decision making. From providing education to many underprivileged children through its own school to enriching the lives of thousands of workers at its sites, Punj Lloyd is committed to the cause of community enrichment. Oman operations Punj Lloyd has had a long and fruitful association with the Sultanate of Oman since 2004. The company has delivered landmark projects in Oman with esteemed organizations such as PDO, OQ (formerly ORPIC), Oman Gas Company and Occidental. “From pipelines, tanks and terminals to refineries, power plants to renewables, airports, rail transit Amit Hakoo, Country Head - PLL Oman systems to expressways, the Group can offer EPC solutions across a wide spectrum of businesses. Punj Lloyd has actively worked towards contributing to the oil and gas sector of the Sultanate and generating employment for the people of Oman. We strive to continue our efforts to provide our services to Oman and work for the betterment of this beautiful country,” says Amit Hakoo, Country Head – PLL Oman. Some of the projects of national importance undertaken in Oman:  EPC of 48” dia 264 Km of Pipeline Project in the Year 2004-2005 from Saih Nihada to Sur Port [Client – Petroleum Development of Oman (PDO)]  EPC of 32” dia Pipeline Project in the year 2008 to 2009 from Saih Rawl to Saddad & second part of the pipeline project EPC of 24” dia from Murayrat to Barka [Client – OQ Gas Networks Company]Water Treatment Plant and Central processing Facility at Mukhaizna in the year 2011 to 2013 [Client – Occidental Petroleum (OXY)]

315

Pipe Lowering

 EPC of 300 Km of 14” dia pipeline from Fahud to Sohar & 300 Km of 32” dia Pipeline from Fahud to Sohar in the year 2016 to 2020 (Client – OQ and OQ Gas Networks) Signature project OQ (formerly ORPIC) has constructed a new petrochemical complex in SOHAR, which forms part of the Liwa Plastics Project (LPP). The new petrochemical complex project has included the construction of an NGL treating and extraction unit located in Fahud to generate feed for the Steam Cracker Unit (SCU) located in Sohar, designed to produce polymer grade ethylene and polymer grade propylene. The onspec NGL product produced in the NGL treating and extraction facility located at Fahud area is intended to be safely transported via a 14” X 300 km pipeline to Sohar Industrial Port Company (SIPC) for further processing. OQ Gas Networks Company (formerly Oman Gas Company) is the custodian of the main Gas Transportation Facilities (GTF) within Oman and is responsible for ensuring 100% availability of gas to all customers. The existing 32” Fahud - Sohar gas pipeline was commissioned in 2002 to deliver gas requirement to the north region. The gas demand has now increased to include new customers mainly two power plants (located at Ibri and Sohar) and OQ’s new demand. Therefore, to ensure the availability of supply, it was required to install a loop (parallel) pipeline to the existing 32” Fahud - Sohar pipeline all the way through the approximately 301 km length, from launcher (at Fahud area) to receiver (at Sohar GSS) to satisfy the total 316

Block Valve station

demand of 41.68 MMSCMD. In delivering the technically and logistically challenging gas pipeline projects, Punj Lloyd racked up a number of industry-leading achievements. In addition to mobilisation of more than 2200 manpower to the project site, the company mobilised 700 assorted pieces of heavy machinery and other hardware to the area. Three camps, covering an area of 264,500 sq metres, were constructed as well. A key highlight of the construction phase was the 0.9 million cubic metres of rock-cutting and mountain excavation work that was undertaken to prepare the ROW &Wadi Crossings, which was one of the most critical tasks of its kind to be accomplished in the country. PLL became the first contractor to cross the SIPC canal through HDD method. Additionally, all tieins/shutdowns on the Pipeline were successfully completed before schedule.

Installed Valve

317

Client Joint Visit

Other highlights: •

Field Joint Coating Progress in Single Day

•

14” Pipeline – 3.9 KM (218 Joints)

•

32” Pipeline – 2.7 KM (218 Joints)

•

Trenching Progress in Single Day

•

14” Pipeline – 3.5 KM

•

32” Pipeline – 3.4 KM

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Lowering Progress in Single Day

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14” Pipeline – 8.3 Km

•

32’ Pipeline – 4.1 Km

•

Welding Progress in Single Day

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14-inch weld joint – 122 no’s (welded length – 1.7km)

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32-inch weld joint – 130 no’s (welded length – 1.5km)

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Pipeline Trenching

Committed to localisation and HSE During the implementation phase of its substantial portfolio of projects, PLL successfully met its Omanisation commitments as specified by the Ministry of Labour. A coveted Letter of Appreciation was received from the Ministry to this effect in 2019. Furthermore, with the goal of contributing to In-Country Value (ICV) generation, the company patronised local Omani contractors and small businesses during the procurement of goods and services for the delivery of its various projects. As a community-centric company, PLL has also funded initiatives and programmes beneficial to local communities in which it has operated. Notable contributions by the company include the following: •

Area levelling for villages

•

Constructing football pitches for the youth

•

Funding road widening projects for local villages

•

Investing in dust suppression and noise monitoring measures for the benefit of local villagers

•

Funding schoolbooks for rural communities, and

•

Diverse CSR support for local communities

Reflective of its longstanding commitment to occupational health and well-being of its workers, PLL notched up 10 million man-hours without LTI (lost time injury) – a significant achievement in the industry. 319

Sebacic Oman SAOC

Largest bio-refinery in the Sultanate

With an Investment of 62 Million USD, Sebacic Oman plant is built over an area of 200,000 Sqmtrs

Sebacic Oman SAOC is one of the world’s largest bio-refinery and the first industrial project in Duqm, Sultanate of Oman. This first Indo-Oman joint venture in Duqm was started with an initial investment of US$ 62.00 million the project on 200,000 SQ mtrs of land and began production in 2019. It was the vision of His Excellency Hilal bin Khalid Al Maawali - Chairman to invest in green chemical sector for manufacture of nylons from Vegetable Oil. With technology from Pradeepkumar B Nair – CEO, this project was successfully executed and exports started to USA. Speaking on the advantages of setting up the unit in a Duqm free zone, Sheikh Khalid Hilal Maawali – Director Operations pointed out that there is no tax or duties for the next 25 years. The cost of electricity is 60% less than the cost in India or China. The finance cost is only 6%. There is no capital cost on land for project as the land is available on lease. The manpower commit320

ment and cost is better than India. Oman has Free Trade Agreement (FTA) with the United States. According to Mr Pradeepkumar, Oman and India have a strong cultural connect which makes investors feel at home. Also there is a strong growing commitment towards Renewable Energy and green chemicals by Oman. Sebacic is a green chemical which is manufactured from Castor Oil (Castor is a native Omani plant). Sebacic is used to manufacture Nylons, cosmetics, bio-plasticizers, lubricants, Pharmaceuticals and anti-corrosion products and aerospace polymers. Increase in industrial use of Castor derivatives shall promote agriculture which shall reduce global carbon foot prints. We have initiated large scale farming in Oman for our raw material requirement.

Sebacic’s CEO, Pradeepkumar Nair with PM Modi, 2018

Promoters of Sebacic Acid: His Excellency Hilal bin Khalid al Maawali is the Chairman of the company. He hails from a renowned family in the Sultanate having held various positions as minister in government throughout his career.

Sebacic’s bio-refinery in Duqm, Oman

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Sebacic’s state of the art machenery at its Duqm facility

Shaikh Khalid bin Hilal al Maawali is the Director of Operations. With a Bachelors in Business, Shaikh Khalid manages all the businesses of Maawali family which ranges from businesses in real estate, mining, steel and petroleum industry. Pradeepkumar Nair is Chief Executive Officer (CEO) of the company has an engineering degree with wide experience in industries. He has 18 years of experience in engineering procurement and construction of chemical industries in India and the Arabian Gulf. He has diversified into chemical manufacturing sector and Master development of real estate in Oman.

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Sky Line Duqm LLC

First ITC in Duqm

Sky Line Duqm, Integrated Tourism Complex (ITC), master layout plan

Pradeepkumar Nair, CEO of ‘Sky Line Duqm’, - the first Integrated Tourism Complex to begin construction in Duqm and CEO of Sebacic Oman SAOC, shares his views about the projects and investment plans in the Sultanate. ‘Sky Line Duqm’, is an Integrated Tourism Complex (ITC), being developed in phases within the Duqm Special Economic Zone (SEZ). Duqm is one of the largest free zones in Gulf and the land size is double than that of Singapore. The ‘Sky Line Duqm’ project is a Master Development of ITC. This comprises of a total 2,100 flats and 150 exclusive signature villas, 5 star hotel, resort, mall and commercial complex and is planned to be developed over a period of 15 years. The expatriate community who have a vision and wish to stay in Oman after their retirement have their best opportunity. Sky Line Duqm is offering residential flats for RO 25,000. For the first building they have a special scheme. “We are giving assured rental of RO 200 per month per flat if the owner wants to give it us for rent. This ensures a 9% return on investment. As a gratitude to Oman, we are also giving double price buyback scheme after 5 years as a National Day offer. This ensures 20% additional return on investment.” Expatriates can invest in the name of their children so that they can stay in Oman after their age of 18 years. 323

“We are offering best facilities of a community living in Duqm. We seek blessings of His Majesty towards the successful execution of our dreams of Oman development,” he adds.With a most modern infrastructure, port, dry dock and international airport, Duqm is safe and strategic location in the Arabian Gulf. Duqm has been master planned to compete with Jebel Ali for international transshipments and according to Pradeep, Duqm is the best option to Dubai for the world. ‘Sky Line Duqm LLC’ was founded by Pradeepkumar, a prominent entrepreneur with investments into bio-chemicals, pharmaceuticals manufacturing and real estate master development.Spanning over 600,000 square metres, the project is the first ITC project in Duqm. The master plan is designed by internationally renowned architect Sanjay Puri, comprises of a wide range of real estate projects, including beach-front villas, resort, apartment units, a five-star hotel, restaurants, multiplex, marina and commercial buildings, malls, school, hospital and community centre.

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Foreign investors purchasing apartment units within the ITC will receive Oman residence visas. Plots are also available for Developers to build Apartments and commercial complex. Announced on December 7, 2017, ‘Sky Line Duqm’ in Oman will be completed in phases with the complex slated to be completed within 15 years. The total investment is estimated at US$ 750 million and is likely to generate about 8,000 jobs. Work on the first phase of the project has already started since January 2018. The Sultanate has a more than 5,000 years of long history of relationship with India and is considered one of the friendliest Middle Eastern countries. This is the major factor why Oman is a haven for those looking to work and settle in the Middle East. It was owing to this fact that Pradeepkumar founded the much-anticipated ITC project. He explains saying that “expatriates from any country including India who have lived in the Sultanate for more than 5-10 years and who wish to spend their rest of the life in Oman can avail Oman residency on purchase of property in Sky Line Duqm.” Work has commenced on two projects namely the beachfront resort, called the ‘Village Resort’ which is a wellness and medical rehabilitation centre with beach front chalets and an apartment building with 70 flats of varying sizes of studio, two bedroom and one bed-room apartment units. The village resort is a wellness-cum entertainment facility offering ATVs, mountain biking, jet-ski and zip line. It has 26 cottages, two restaurants and a wellness centre. “Through ‘Sky Line Duqm,’ we are targeting expatriates of all nationalities including Indians in the Arabian Gulf. When they retire at the age of 60, they have good productive years left which they would like to spend in Oman. ‘Sky Line Duqm’ gives them an opportunity to buy an apartment which will enable them to get an Omani residency and stay with their children. They need not relocate to India.” Pradeepkumar says now is the right time to invest as he foresees a huge growth for world economy coming soon. “Though COVID-19 is a global pandemic that has affected the businesses worldwide, mankind has always overcome challenges and made world better than before. I am confident that this pandemic will bring the world to unite and revive the businesses in full gear,” he concludes.

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Oman-India ties go back to thousands of years and this book brings together various aspects of this relationship in a detailed way. The relation is reflected through maritime ties, looking ahead to further cooperation. With detailed and current data in the form of graphs, infographics and readily retrievable information, this book is a ready reference on the dynamic relation between Oman and India. Ali Khalfan al Jabri Undersecretary, Ministry of Information Sultanate of Oman

Across Sea and Space is a comprehensive account of the historic relations between Oman and India. The book traces the ancient, pre-historic period, through many centuries, leading up to the rule of the late His Majesty Sultan Qaboos bin Said. It outlines the dynamic OmanIndia relations under His Majesty Sultan Haitham bin Tarik. This book also deals with history, demography, society, diplomatic relations, as well as trade and commerce, making it a must-have reference for anyone interested in knowing more about Oman-India relations. Abdullah Salim al Shueli Editor in Chief, Oman Daily Observer

Published by Oman Daily Observer In association with the Embassy of India, Oman

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OMAN-INDIA TIES, ACROSS SEA AND SPACE

Articles inside

f. Science and technology

c. Energy (Oil & Gas and Renewable Energy

d. Health

India as investment destination

Oman-India Bilateral Trade

Foreign Policy: ‘Mutual Trust and Shared Values’

Maritime Security

Oman as an investment destination

Joint meetings and visits

Joint investments

Defence and Maritime Security

The visit of Indian Prime Minister Narendra Modi to Oman - 2018

Interview with Munu Mahawar, Indian Ambassador in Oman

Bilateral relations

Omani media’s reactions to the new administration

Commitment to Vision 2040

The new government of Oman

Faith and culture

The Indian Social Club

Art and painting

Literature and cinema

Linguistic and literary affinities

Fostering Oman-India artistic ties

Sartorial and culinary connections

Scientific influences

Women in the Indian diaspora in Oman

Demographics of Indians in Oman

The Toprani Family

The Ratansi Purshottam Family

The Ratanshi Gordhandas Family

The Khimji Ramdas Group

The Jerajani Family

India and Oman: 16th – 20th century

The Dhanji Morarji Family

The Indian communities in Oman

PART Trade and Commerce 178

Arab explorers in the Indian Ocean

Dhows in the Indian Ocean

Maritime tradition

Cheraman Perumal in Salalah

Ancient trade

Omani traders in the Indian Ocean

Prehistoric connections