Oman Public Transport Conference Publication

Published by

for Oman Road Transport Association

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Public Transport

Driving Oman’s Economic and Social Development

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

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Message from the Chairman of Oman Road Transport Association

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Muscat Public Transport Master-Plan

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The Emergence of Public Transportation in the GCC Promoting the Modal Shift

Published by

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ORTA: Driving positive change in the transport arena

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ORSA: Championing an integrated approach to road safety enhancement

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Editor in Chief HOD Business Development Department Supplement Editor Business Development Department

Design

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A new renaissance in transport and logistics

ONTC: Aiming to become a world-class Public Transport Bus Operator

CEO

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NFC: Lifelines by sea

Reaching new heights as a partner in progress

Dr. Ibrahim Ahmed Al Kindi Abdullah Salim Al Shueili Bader bin Mohammed al Thanawi Conrad Prabhu Abdul Aziz al Shukaili Prem Varghese Karen Jane Stephen Irine Mariam Raju Ali Jawish 3

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Message from the Chairman of Oman Road Transport Association

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Khalid bin Salim Al Darai

Chairman - Oman Road Transport Association

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extend to you a hearty welcome to the 1st Oman Public Transport Conference which reflects the commitment of the Oman Road Transport Association (ORTA) and other industry stakeholders in developing this key sector in driving economic growth and employment generation.

The two-day conference will debate opportunities and challenges in supporting the sustainable development of public transport. Various speakers will offer their perspectives on business opportunities that await SMEs in this sector, as well as avenues for young Omanis to explore career and investment opportunities in the transport and logistics industry.

Our interactions with industry stakeholders, as well as the wider population, have given ORTA the confidence to press ahead with our programme of activities in support of our long-term goals.

We hope the conference will yield clear-cut recommendations in advancing our public transportation objectives.

Efficient public transport will require sound policies and effective regulation – objectives that will be discussed during the Oman Public Transport Conference. With this in mind, we have invited all of the key stakeholders to offer their views on these imperatives. Other speakers will look at investment opportunities in this sector, current and future infrastructure projects relevant to public transport, and the experiences of major service providers.

It is noteworthy that the conference is taking place at a very significant juncture in the Sultanate’s economic development.

Industrial investment is growing exponentially, while population and urban growth is burgeoning too. Public transport has a pivotal role to play in delivering real growth to people, optimizing economic development, alleviating traffic congestion, and offering effective mobility solutions for the travelling public.

We are deeply heartened to see the Ministry of Transport and Communications extend its full support to the conference.

A number of high ranking officials of the Ministry will present several key papers at the conference. We will also benefit from the presence of a large roster of distinguished public transport experts from around the world, who will offer their insights on global public transport solutions.

Given the significance of public transport to Oman’s long-term economic growth, ORTA plans to host this conference on an annual basis. Each edition will focus on a specific aspect of road transport. The inaugural event will seek to underscore the importance of public transport not only from the convenience and economic standpoints, but also from the service angle. Across the world, countries are upgrading and modernizing their public transport systems in line with their developmental objectives.

This is the case even in countries that are

far less developed than Oman.

The 1st Oman Public Transport Conference will look at the experiences and challenges of urban towns and countries in introducing effective and sustainable public transport networks. It will also look at the specific role of the individual citizen in supporting the development of public transport. The media has an important role too in promoting a change in mindsets that currently exalt the status of the private car for their personal mobility purposes.

We are also keen to see our youth exploiting lucrative opportunities that are there for the taking in the rapidly developing public transport arena in Oman. Examples abound of Omanis who launched in modest circumstances with only one truck, but have since expanded their operations and developed a fleet of over 100 vehicles.

The government’s continuing investment in transport infrastructure is evidence that business opportunities for entrepreneurs in the transport sector will never cease.

Over the past two years. ORTA has received many young Omanis eager for advice and assistance in setting up transport-related enterprises. Some were graduates of Sultan Qaboos University (SQU) who are now proprietors of small, but flourishing, enterprises. There is also growing interest from transportation entrepreneurs in becoming members of ORTA. Individual and corporate membership of the Association now stands at 96.

ORTA is committed to working closely with stakeholders and the general public in understanding their needs when deliberating on road and public transport issues. The transport sector touches everyone’s life on a daily basis; hence our desire to constantly engage with citizens on this key topic.

ORTA is keen to work with major transportation companies to help secure employment for Omani individuals, as well as contract opportunities for small businesses. We also have a plan to secure special rates for our members from insurers, vehicle dealerships and spare parts retailers.

Part of our remit is to enlighten the general population about the legal and financial risks associated with dealing with unauthorized service providers.

Towards this end, ORTA is visiting various governorates to raise awareness on these issues. The Association also plans to shortly open branches in a number of wilayats with a view to enhancing communications between stakeholders and the community at large.

Our grateful thanks to the Ministry of Transport and Communications for its keenness in formulating a strategy for the transport sector by involving various stakeholders, including ORTA, in this initiative.

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ORTA: Driving positive change in the transport arena

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he Oman Road Transport Association (ORTA) was formally licensed on March 19, 2012 vide Ministerial Decree No. 105/2012 issued by the Ministry of Social Development. Although a relatively new entity, the Association has made significant headway in establishing itself as a civil society organization with a mandate to support society and the economy through initiatives such as seminars, conferences and events that advance its central objective: developing road transport.

ORTA was established to achieve a number of key goals. Its primary remit is to serve as a one-stop and unified platform for road transport stakeholders and service providers.

ORTA aims to bring together transport operators and other stakeholders – public and private – to contribute collectively to the goal of developing business and employment opportunities for companies providing transport and heavy lift services in the Sultanate. Part of its mandate is to interface with the competent departments concerned in addressing problems and challenges faced by trucking companies and their owners.

ORTA’s mandate is broad-based. One of its many goals is to support the professional development of proprietors of transport and heavy lift companies operating in the Sultanate.

This is sought to be achieved by encouraging members to embrace safety and best practices in their operations, train and develop Omanis for jobs in this industry, as well as work in unison to find effective solutions to challenges facing transport operators.

Over the past several months, ORTA has organized, in cooperation with industry

stakeholders, a number of seminars and events focusing on pertinent issues of significance to the transport sector. These events are in line with the Association’s efforts to bring all manner of service providers relevant to ORTA’s core mandate, within its umbrella.

Recently, ORTA commenced efforts to set up a publicly owned road transport company in line with recommendations adopted at a workshop on ‘Investment Opportunities in the Road Transport Sector’, organised by the Association earlier this year. ‘Oman Line’, as the proposed entity will be called, will help upgrade the transport sector and try to meet the expectations of Omani citizens. A sevenmember founding committee has been set up to oversee the incorporation of the company, which will go public shortly.

It is ORTA’s fervent hope that Oman Line will stimulate economic growth by exploiting the wealth of opportunities resulting from the ongoing infrastructure and economic boom underway in different areas around the Sultanate. Local citizens can invest in this company, gain experience as a service provider, and explore new business horizons in this rapidly expanding sector.

Indeed, mindful of the investment potential of this industry, ORTA organised a number of workshops in various wilayats of Al Dhahirah, Batinah North and Dhofar governorates. The workshops helped shed light on opportunities available for investment and development in the road transport sector, notably in public transport services.

One of the challenges that must be tackled pertains to unlicensed transporters, whose actions pose a threat to the national economy.

In this regard, ORTA has launched an extensive awareness drive to combat this phenomenon.

It is ORTA’s firm belief that the road transport sector represents a national resource that must be suitably developed and exploited to create employment and business opportunities for Omanis. This sector is ideal for investment because road transport does not require high academic qualifications as a prerequisite for starting a business. All that is required is good business sense coupled with effective management qualities.

Among its many achievements to date, ORTA has also been instrumental in seeking the activation of a law than bans the reentry of expatriate workers into the Sultanate unless two years have elapsed since their exit. ORTA has also held meetings with large companies in hopes of persuading them to consider the Association’s members for trucking contracts.

At the same time, ORTA is seeking membership of international transport organizations, such as International Road Transport Union (IRU) and Arab Union of Land Transport (AULT), which operates under the umbrella of the Arab League. Membership will enable ORTA to attend regional and international conferences and events to gain valuable exposure.

In order to promote training services for its members and associates, ORTA recently signed a Memorandum of Understanding (MoU) with the Training Institute for Advanced Technology. Representatives of IRU attended the signing. Under the MoU, the institute will provide two scholarships annually for ORTA members, provided that the potential candidates are of Omani nationality.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

A new renaissance in

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man’s 46,000km long network of roads – paved and unpaved – has long served as vital arteries for the movement of goods and people across its length and breadth. Indeed, the roads segment is the fastest growing sector in the Sultanate, attracting billions of Omani riyals every five-year plan. Roadways are not only key to integrating major economic and commercial centres, but also linking scattered communities, in line with the government’s goal of opening up all areas of the country to economic development and progress.

In a statement to the Majlis Ash’shura last April, the Minister of Transport and Communications, Dr Ahmed bin Mohammed Al Futasi, revealed that allocations towards road building and land transportation projects topped the RO 3 billion mark in the 8th Five Year Plan (2011- 2015). At the same time, the Ministry was putting the final touches to a draft Land Transport Law that aims to regulate land transport activities in line with international best practices, he said.

As a first step in this direction, the Minister

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Dr Ahmed bin Mohammed Al Futaisi Minister of Transport and Communications

signed an agreement with the World Bank to chart a roadmap for the restructuring of the transport sector with a view to demarcating the regulatory functions of the various government stakeholders now engaged in overseeing this sector.

The World Bank has been tasked with assessing the current situation across all sectors in Oman. This will provide the basis for a comparative evaluation of Oman’s position vis-à-vis other countries, thereby helping develop an international-class system that is truly in sync with the Sultanate’s specific needs and characteristics.

In his address to the Majlis, Dr Al Futaisi also outlined initial plans for the development of a public transport system for Muscat.

The proposed integrated and multimodal network will cater to the mobility needs of the capital city’s population, as well as reduce traffic congestion and mitigate environmental impacts.

Various service providers are also being suitably overhauled to prepare them for a more pronounced role when public transport

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transport and logistics services are rolled out not only in Muscat, but across the country, says Dr Al Futaisi.

A case in point is Oman National Transport Company (ONTC) which is tipped to be radically revamped in preparation for an enhanced role as the nation’s flagship bus operator in the future. Preliminary plans drawn up by the Ministry envisage not just a dominant role for ONTC as a national bus operator, but rather to position the staterun entity as a full-fledged public transport company that also operates taxis and potentially a metro as well. Sea taxi services could also be brought under its purview.

However, it must be stressed that these are just ideas on the drawing board at present, and must be discussed further and approved before they see the light.

Dr Al Futaisi is also keen to seen a change in the mindsets of young Omanis that have made them less disposed to careers in the transport industry. He voiced hope that changing perceptions will help steer many Omanis towards lucrative career opportunities available in this sector.

Also moving from the drawing board to implementation is the country’s ambitious national railway project with Sohar, Duqm and Salalah as the main hubs for import and export, the Minister said. Oman Rail Company, a state-owned entity, has been set up to manage the project. Segment 1 of the project will integrate Oman with the pan-GCC rail network, he said.

According to Dr Al Futaisi, the national rail project will be a major engine of economic growth for the Sultanate. Several key changes have been made to the alignment with a view to ensuring that the project serves, first and foremost, Oman’s developmental objectives, more than the goal of integrating Oman with the GCC rail network. In one such revision, the alignment will pass through Ibri en route to Duqm and Salalah beyond. Consequently, the inclusion of Dhahirah in the alignment will open up potentially new areas of the Sultanate for economic development, he said.

Not surprisingly, industry experts are betting on a wave of steady growth in Oman’s transportation and logistics market as planned investments in new infrastructure are implemented over the next 5 years.

Global growth consulting firm Frost & Sullivan announced in its recent report that the industry earned revenues of $7.87 billion in 2013 and estimates this figure to reach $12.02 billion in 2017.

Being a highly import-dependent economy, Oman will be particularly attractive for logistics providers that have a significant

presence in the global freight forwarding business, Frost & Sullivan said in its report titled, ‘Strategic Analysis of Oman’s Transportation and Logistics’ Market. The study covers transportation, warehousing, freight forwarding, and value-added logistics services.

“Oman’s strong transportation and logistics requirements stem from its centralised location in the Arabian Gulf, which makes it a trans-shipment centre and an ideal gateway for goods moving to the interior parts of Saudi Arabia, United Arab Emirates and Yemen,” said Frost & Sullivan Automotive & Transportation Program Manager Srinath Manda.

To fulfil the needs of the logistics industry and consolidate the nation’s position as a premier logistics and transshipment hub, large-scale infrastructure projects, including Al Mazyounah Free Zone, Sohar Free Zone, Salalah Port, Muscat Knowledge IT City, and Duqm Special Economic Zone have been initiated by the Government. These special economic zones are also expected to encourage foreign businesses to set up operations in the country.”

The report however noted a lack of skilled labour to support transportation and logistics businesses. “Low domestic manufacturing activity for many industries is also limiting the opportunities for domestic logistics services. Further, the existing infrastructure is inefficient, especially in the suburban areas of Oman, reducing the time and cost-efficiency of logistic operations and, in turn, adversely impacting service providers’ bottom lines,” it said.

“Recognising these limiting factors, the Government of Oman has designed industrial expansion plans to diversify the economy of Oman and create manufacturing clusters to reduce the economy’s dependence on the oil and gas industry,” noted Manda. “These initiatives will lead to the much-needed growth of the domestic manufacturing sector and, thus, necessitate a host of logistics services to carry raw materials and finished products for domestic and international consumption.”

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Muscat Public Transport Master-Plan

Integrated and multimodal public transport for Muscat

The goal of the Muscat Public Transport Master-Plan project is to put in place a public transport system that will cater to the mobility needs of the capital city in line with the quality of life of its resident population, says INECO, the Spanish transport engineering and consultancy firm appointed by the Omani government to undertake the master-plan study.

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dding much cachet to the 1st Oman Public Transport Conference is the high-profile presence of INECO, the Spanish company commissioned by Oman’s Ministry of Transport and Communications (MoTC), to formulate a master-plan for the introduction of a full-fledged public transport system for Muscat City.

INECO will be using this key conference as a backdrop to talk about its eight-month-long master-plan study which, when eventually implemented, will transform the capital city’s public transportation landscape, as well as set the stage for a gradual rollout of public transport across the Sultanate.

Commenting on the significance of the project, Mr. Emilio Miralles Claver, Team Leader for the Muscat Public Transport Master Plan (PTMP) Phase 1, said: “The aim of the project is to support the establishment of a public transport system that contributes to the mobility needs and quality of life of Muscat’s populace. Geographic coverage of the PTMP is the Governorate of Muscat, and encompasses five different aspects of public transport: public transport regulation and organization, urban bus systems, taxi and microbus sector, maritime passenger services and

urban railways systems in Muscat.”

Mr. Miralles said the study provides the Ministry with a clear roadmap for the implementation of public transport in Muscat. “The master-plan provides MoTC with the strategy and solutions necessary to move ahead with the implementation of this project. Indeed, the effort towards delivering an efficient public transport system has just begun.”

According to the official, the proposed public transport system for Muscat will be integrated at various levels: Firstly, at the institutional and administrative levels; Secondly, fare integration based on a common fare structure; Thirdly, modal integration of different public transport modes; and Fourthly, technological – through the integration of data and processes between operators and public transport users.

In the upshot, Muscat will boast a multimodal public transport system where each mode of transport – buses, taxis, railway and any other future mode – meets the mobility needs of citizens for which they are most suited.

INECO’s Project Leader acknowledges that public transport, as it stands today in Muscat, is rudimentary at best. “There is a great need for an

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The important thing is to change the present transport habits of the population in order that they welcome the value proposition offered by any new public transport system

Emilio Miralles Claver

Senior Expert in the Consulting Directorate of INECO

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efficient and modern public transport system in Muscat. We observe that, at the moment, there are a great number of organizations with no clear delimitation of their responsibilities. Also, we detect an urgent necessity to provide efficient and high quality urban bus services that cover a great part of Muscat, currently limited to Wadi Adai and Wadi Kabir and with quality standards that need to be improved. Regarding the taxi sector, we could observe a clear lack of organisation, regulation, quality and safety control, which ultimately affect the mobility of citizens and the image of Muscat for tourism and business.”

Furthermore, with people living further away from their work, and cities like Muscat continuously growing in size and population, public transport is an imperative although a challenging one, Mr. Miralles points out. “People have a clear need for any means of transport – whether by car or public transport. Therefore, the cost of driving a car compared to using public transport is a key element in this equation, but not the only one, and the availability of cheap fuel and affordable cars in Oman places public transport in a very difficult, competitive situation.”

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Entrenched car culture Besides, he explains, there are a great number of cultural factors that may affect the development of public transport. Most notable is the ‘car culture’ that is well-entrenched in Omani society.

Also a factor is the demographical structure of Muscat where a large number of expatriates live amidst the local population. Additionally, there are gender issues existing in Oman that may discourage women from using public transport, especially bus and taxi services.

Shedding light on the key findings of the INECO, he said the Master-Plan recommends, in the initial stages, a system based on urban bus transport services. “At this stage, the important thing is to change the present transport habits of the population in order that they welcome the value proposition offered by any new public transport system. Thus, when public transport demand grows, other modes of transport listed in the study, such as Bus Rapid Transit (BRT) or Light Rail Transit (LRT), may be taken in hand for consideration. Our study envisages that this system is complemented by high quality and reliable taxi services in the short term and sea public services or ferries in the long term.”

According to Mr. Miralles, the Master Plan proposes strategies and action programmes (including the public transport network) at a general planning level. Further detailed studies will however be required to progress them to the implementation phase.

Project follow-up has been overseen by a Steering Committee, on which are represented the following institutions: the Supreme Council for Planning , Muscat Municipality, Oman National Transport Company, National Ferries Company, Ministry of Tourism and a number of departments within the Ministry of Transport and Communications.

Rail connectivity Importantly, the Muscat Public Transport Master-Plan envisages integration with the Oman National Rail Network, according to Mr. Miralles.

“Integration with the national railway network is a key element in the success of the future public transport system. This issue has been especially considered in our Public Transport Master Plan, by proposing a public transport network that provides adequate services to the future passenger Rail Station,” he said.

Asked about the potential for a metro, tramway, LRT or such other system that could be integrated with a future public transport network for Muscat, he replied, “The election of one or other system depends mainly on the required capacity.

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Each system must be planned along a corridor according to its demand. Keeping in mind the characteristics of Muscat in terms of population density, types of land use, etc, the most probable and suitable rail system may be the LRT.” In devising an efficient public transport masterplan for Muscat, INECO says it has carefully weighed the intrinsic characteristics of Oman and the underlying objectives behind such an ambitious undertaking.

Mr. Miralles explains: “The particular characteristics of Oman should never be forgotten when formulating such a master-plan. And one of the most relevant is the need to create local jobs or support Omanisation. In this context, future public transport solutions need to consider this key objective – to keep Omanis in focus. Likewise, priority must also be given to involving SMEs in the provision of services in the public transport sector, as an additional way of creating more jobs.”

Public Transport Authority mooted INECO espouses the establishment of a Public Transport Authority (PTA) to help address any overlap and lack of clarity in the functions of the multiple organisations currently involved in the planning and regulation of public transport.

“By legally establishing the PTA with clear objectives, functions and responsibilities, this ambiguity and apparent overlap of functions will be suitably addressed. This will increase the efficiency of the public transport system and will help to provide faster and more coordinated solutions to the people,” said Mr. Miralles.

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Global capabilities

Benefits galore Indeed, public transport creates a great number of socio-economic and environmental benefits, says the Project Leader. Economically, public transport supports a competitive economy and balances development between different areas and regions. Socially, it enables basic access and supports the development needs of all individuals, and reduces the number of accidents, injuries and fatalities from road accidents. Environmentally, it limits emissions and waste by private cars; it minimises the impact on the use of land; it reduces the generation of noise, and so on, he adds.

Regarding public transport systems either in operation or under development elsewhere around the Arabian Peninsula Mr. Miralles mentioned that “The GCC is an area with very specific characteristics, rather different to any other part of the world, such as the aforementioned cultural facts, the extreme weather conditions, or the rapid economic growth. Indeed, other cities of the GCC have implemented very challenging public transport systems, but they are still in a maturing process, since public transport requires time and continuous effort to achieve success.”

A public company owned by the Spanish Ministry of Transport, INECO is a global leader in transport engineering and consultancy with more than 45 years of experience. The company boasts a team of around 2,500 employees for the development of infrastructures in the aviation, railways, roads, urban transport and port sectors, offering solutions in more than 45 countries.

In Europe, Ineco is a leader in transport engineering and consultancy, having participated in the development of the main transport systems in Spain, such as the high-speed rail (AVE), the expansion of the main airports, software for air space control and the country´s extensive road system. Air navigation is another highpoint of its work in Europe, demonstrated by initiatives like the Single European Sky, as well as projects in other business areas in which it specializes, such as the high-speed line in Turkey, the light rail in Belgrade, Serbia, and several European airports.

In South America, Ineco has consolidated its presence in the railways sector, and has expanded its activity to other countries in the region, mainly in the aviation and roads sectors. The company continues to consolidate its presence in Africa thanks to the projects carried out mainly in the north of the continent. Transport planning in Algeria, railways in Morocco, expansion of airports like Cape Verde and the optimisation of the airspace in Egypt make up the project portfolio Ineco has developed in the area.

Expanding its footprint to new markets, the company has managed to deploy its services in the Indian market with projects like the metro in Mumbai or the HowrahHaldia high-speed line.

INECO is involved in a great number of projects in the GCC, such as the Haramain High Speed Railway between Makkah and Madinah (Saudi Arabia); the Metro & Rail Master Plan for Kuwait (Kuwait); and the recently awarded ORAT (Operational Readiness and Airport Transfer) in the Abu Dhabi International Airport.

In Oman, Ineco has already developed seven studies, such as the design and validation of flight procedures for the airports of Oman, the development of software and procedures to control increasing obstacles nearby Oman’s airports, and the prestigious Muscat Public Transport Master-Plan.

As a result of the good relationship between Ineco and the MoTC a Memorandum of Understanding (MoU) was signed in April 2014 by Dr Ahmed Mohammed al Futaisi, Oman’s Minister of Transport and Communication, and Ana Maria Pastor Julian, Spain’s Minister of Transport, with the aim to exchange expertise and know-how between Spain and Oman on the development of a more efficient and sustainable transport system in the Sultanate.

By Conrad Prabhu

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Oman National Transport Company SAOC

Aiming to become a world-class Public Transport Bus Operator

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Oman National Transport Company SAOC (ONTC) is gearing up to make the dramatic transition to a worldclass public transportation bus operator integrated with other modes of transportation to offer the public an efficient, reliable and commuter-friendly service, says Saleh al Badi, CEO. Saleh al Badi

CEO, Oman National Transport Company SAOC

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ood times await Oman National Transport Company SAOC, the government owned operator, as the government prepares to unveil an ambitious plan to roll out an integrated public transportation network initially for Muscat City and later to other areas of the Sultanate.

Seeking to ensure a pivotal place for ONTC in this grand scheme is the company’s energetic Chief Executive Officer Saleh al Badi, who has spent much of the past year rallying together his management team and stakeholders around the government’s vision for public transportation services in the capital city. These efforts are aimed at transforming ONTC, presently a minor player in the public transportation arena, into a world-class public bus transportation flagship of the Sultanate.

Explaining the philosophy behind ONTC’s drive to be the dominant force when an integrated public transportation system is in place, Al Badi says: “Oman has been, currently is, and will continue to be a destination that lays much store by quality. This is evident from the enduring appeal of our ancient landmarks of the past, the iconic buildings of the present, and the worldclass infrastructure being developed to anchor the coming era of growth. Oman’s population is also deserving of a high quality public transportation

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system that meets their needs and aspirations. I’m confident that the investment that the government, and ONTC in particular, will make in public transportation services, will be excellent value to the public.”

Ambitious master-plan Towards this end, ONTC is commissioning an ambitious master-plan study that will chart a road-map for the company’s evolution into a world-class bus operator over the 2015-2040 timeframe. An international consultant is currently assisting the company in the preparation of tender documents, which are due to be floated before the end of October.

“We are being very meticulous in ensuring that the master-plan study will eventually deliver our company’s objectives, as well as the strategic goals set out by our owner, the Government of Oman, represented by the Ministry of Finance.

The tender documents are being structured with a view to attracting global renowned players and suppliers to the Oman market. Furthermore, the master-plan will be conceived and formulated keeping in mind ONTC’s integration with other modes of transportation overseen by other stakeholders, such as the Ministry of Transport and Communications, Muscat Municipality,

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Supreme Council for Planning, and so on. By consulting and coordinating with our fellow stakeholders, we wish to ensure there is not duplication or under utilization of resources,” Al Badi explained.

According to the official, the proposed masterplan will have three broad objectives. Firstly, it will set out a strategy and roadmap for the progressive rollout of ONTC’s bus transportation services, initially across Muscat, and gradually across the rest of the country. Secondly, it will features several options for funding ONTC’s fleet and network expansion plans, financing models and avenues for finance, and so on. Thirdly, and most importantly, the master-plan will identify its future requirements of land for the establishment of support infrastructure such as main stations, satellite stations, maintenance workshops, and related facilities. All of the proposals incorporated into the master-plan will be drawn up keeping international best practices and standards in mind, the CEO stressed, adding that an award is likely by the first quarter of 2015.

But he acknowledges challenges in seeing this strategy effectively implemented and embraced by the general public. “Let’s face it, public transport is still in its infancy in Oman. We realize there will be many daunting challenges to overcome, but we are committed to doing our best to address these challenges in order to deliver a service that genuinely appeals to the people.”

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Value proposition The biggest hurdle is the entrenched culture of private car ownership in Oman, says Al Badi.

“Changing mindsets to move from private motoring to public transport will primarily depend on the quality of service we offer, the price factor, convenience, inter-connectivity with other modes of transport, and lead time. Then there is the question of earmarking priority lanes for public transport operators – a system that is universally in vogue. These are imperatives that must be met in order to offer a robust value proposition to the public, as well as maximize the returns on any investment made in this regard.”

The CEO is nevertheless optimistic that citizens and residents will eventually gravitate to public transport. The people of Oman are primarily young, open-minded and knowledgeable. They also like to integrate with other people. These qualities can be suitably harnessed to win the public over to public transportation over the long term.”

Seeking to ensure that its vision for public transportation services will achieve the desired results and deliver the requisite goals, ONTC has undertaken a number of key studies. One such initiative pertains to the formulations of specifications and standards governing the buses that will be eventually acquired and deployed for intra-city, intercity and long distance operation.

“One challenge that we have anticipated and

successfully addressed concerns the lead time it takes for buses to be manufactured, custom fitted and delivered. This ranges from 15 to 18 months. Therefore, we decided to develop bus specifications upfront in our planning processes.

With the assistance of experts and consultants, we came up with a set of specifications that keep in mind the nature of the bus services we operate, existing road engineering and traffic management imperatives, gradients and bends along some of the roads, and the general topography of Muscat.

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Eventually we came up with three sets of specs: one for city buses; the second for intercity buses of a maximum range of 500 kilometres; and thirdly for intercity buses of a range of 1000 km and above. For each category, we specified standards that manufacturers must comply with when bidding for our tenders.”

Dramatic growth ONTC has grown by leaps and bounds as it prepares to position itself as the prime mover

I’m confident that the investment that the government, and ONTC in particular, will make in public transportation services, will be excellent value to the public

Saleh al Badi

CEO, Oman National Transport Company SAOC

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heralding the coming era of modern public transportation services in Muscat. Its fleet has burgeoned to an impressive 450 buses, representing a 90 per cent jump over the previous year. Revenues are up a remarkable 40 per cent, while the size of its workforce has grown a healthy 55 per cent.

In anticipation of the coming transformation, ONTC is also focusing on the training and development of its staff, while gradually also raising its regional and international profile, says the CEO. “We are working to have a presence on the international stage by participating in conferences.

The goal, on the one hand, is to make international companies and players aware of the opportunities that await investors and suppliers as Oman rolls out a modern public transportation system. On the other, we are keen to benefit from the experiences of well-established operators and embrace best practices. We either present at these conferences or join the panel discussions.”

Al Badi praised the commitment of the government in developing a world-class bus transportation network in Muscat integrated with other modes of transportation. “Our Board of Directors, chaired by His Excellency Engineer Salem Al Nuaimi, Transport Under-Secretary of the Ministry of Transport and Communications, has endorsed our company’s vision which seeks to provide safe, accessible and reliable public transportation services in Oman,” he added.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

National Ferries Company SAOC

Lifelines by sea Coupled with its strategy to connect 14 domestic ports and communities to its expanding coastal maritime transportation network, National Ferries Company SAOC (NFC) is also preparing to offer coastal commuter travel services as part of the government’s ambitious Integrated Public Transport Master-Plan for Muscat City.

O

Ghazi al Zadjali

Head of Marketing & Communications, NFC

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man’s 3,165km coastline is shrinking – figuratively speaking – thanks to stateowned National Ferries Company’s (NFC) far-reaching strategy to link key cities, towns, and communities to its coastal maritime transportation network. It’s an ambitious initiative that, when fully rolled out and operational over the next several years, will provide Oman with a speedy, efficient, safe and affordable alternative to other modes of transportation currently available to citizens, residents and tourists.

Now in its sixth year, NFC’s expanding operations are also contributing significantly to infrastructure development and economic growth along the Sultanate’s coast, as well as opening up access to once remote communities, as well as aiding tourist travel to stunning locations up and down the coast.

“From the outset, NFC has been a stakeholder in the economic development of Oman and its people. Our focus is primarily on connecting coastal towns and communities, but we do so in a manner that it also drives commercial, trade, tourist and investment inflows into these far-flung locations, thereby helping realize the government’s goal of stimulating growth in all areas of the country,” commented Mr. Ghazi al Zadjali, Head of Marketing & Communications,

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NFC. The state-owned operator currently serves 7 Omani ports and destinations, notably Muscat, Khasab, Lima, Diba, Shinas, Shannah and Masirah. But, according to Al Zadjali, the network will be progressively ramped up to cover a total of 14 locations all along the Sultanate’s lengthy coastline. On the anvil are services to Salalah, Halaniyat Islands, Hasik, Shuwaymiyah, Duqm, Sur and Kumzar, while connections to Bandar Abbas (Iran) and Dubai (UAE) are also envisaged in the near term.

Without doubt, the service is proving a vital lifeline to thousands of citizens and residents of local communities as they turn to NFC’s highspeed ferry based service for their essential travel needs. Passengers include nationals who work in Muscat, students enrolled in schools, colleges and universities in Muscat, and traders who source their supplies from markets in the capital and have them shipped by ferry to their respective destinations. Tourists – local and international – too are making the most of NFC’s network to access once remote, but exotic, hideaways that dot the Sultanate’s coastline. By opening these out-of-the-way locations to tourist traffic, NFC is also paving the way for investment and commercial inflows into these areas.

From the outset, NFC has been a stakeholder in the economic development of Oman and its people

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Pioneering role Illustrative of NFC’s pioneering role as the Sultanate’s flagship coastal passenger transportation services provider is the ShannahMasirah service that was launched in mid-August.

Citizens, local residents and tourists alike have welcomed the service as a godsend, having long endured often chaotic times at either ends of the waterway dividing Shannah on the mainland and Masirah Island before the introduction of NFC’s more orderly services.

“NFC is making a huge difference to the people of Masirah Island,” says Al Zadjali. Passengers can now commute in international-class comfort and in complete safety aboard our ferries. Those traveling with their cars and cargoes, if any, are guaranteed hassle-free passage for their vehicles as well. Our services operate as per a fixed schedule, so passengers can plan their visits to Masirah without having to wait long hours on either side of the waterway,” commented Al Zadjali.

This is a far cry from the ‘less-than-professional’ services that were the norm before NFC added Shannah and Masirah to its network. Long the domain of private operators, ferry services between Shannah and Masirah were until recently, in the words of many local passengers

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

and tourists, lacking the standards one would expect of operators servicing an emerging tourist destination. Masirah, after all, is tipped to be a potentially world-class playground for wind and water sports, as well as an investment destination for beach resorts and marinas.

“Since the launch of NFC’s ferry services between Shannah and Masirah, we have received positive feedback from international tourists about how delighted they are with this new facility. I have met personally with tourists from Saudi Arabia, Kuwait and countries of Europe that have voiced extreme happiness with the quality of our ferry service. This will eventually open the floodgates of tourists eager to savour Masirah’s well-known shore-based adventure pursuits, as well as game fishing,” Al Zadjali remarked.

The official draws parallels between Masirah and what Khasab, the administrative centre of Musandam Governorate, once was when NFC commenced ferry services to this largely inaccessible coastal town in Musandam Governorate.

“NFC’s ferry operations, which began five years ago, ushered in a period of intensive commercial, infrastructure and tourism investment in and around Khasab. Several hotels and resorts have sprung up while an array of important ventures are under development. Tourist traffic has grown substantially as well. Masirah will undergo a similar transformation in the coming years,” said Al Zadjali.

Expanding network Next in NFC’s sights is Hallaniyat Islands, located off Dhofar’s southeastern seaboard. Rugged and rocky for the most part, these islands are home to small communities of fishermen and livestock herders. The waters around the islands are rich in marine life and well as some of the finest coral reefs in the Indian Ocean. Remote and largely untouched, these islands are also home to the largest nesting population of green turtles in the world, as the only non-migratory population of humpback whales.

According to Al Zadjali, ferry services are envisaged between Hasik on the mainland and the Hallaniyat Islands as soon as jetty and support infrastructure is ready at both ends. “Our goal is to cater to the transportation requirements of the local residents of the islands, but also to support the growth of tourism and trade. A regular service will attract tourists to this area, especially during the balmy khareef season.”

Sur is on the cards as well, although it is not

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a priority destination because of the limited demand potential for ferry based services at present, says Al Zadjali. “Studies by both NFC and an international company had weighed the feasibility of a Muscat-Sur-Masirah service, but with excellent road connectivity between Muscat and Sur, the need for a ferry based service is not seen as pressing. Nevertheless, NFC has plans to link up Sur once the support infrastructure is in place at Sur.” Other secluded locations, notably Kumzar in the far north of Musandam governorate, are also proposed to be covered by NFC in line with its mandate to connect inaccessible coastal villages and communities.

Furthermore, with a view to supporting crossborder trade and travel, NFC has formulated plans to extend its services to cover Bandar Abbas on Iran’s Qeshm Island on the other side of the strategic Hormuz Strait. A trial run undertaken

by NFC has already confirmed the technical viability of the service. Full-fledged operations are planned once the government gives its allimportant green-light.

Connectivity with Dubai is also a goal, although not an immediate one, says Al Zadjali. “We are technically ready to launch services to Dubai, but we first need to cover the domestic network.

Besides, there is a motorable road from Dubai to Khasab, which tourists cover in around two hours.”

High-tech fleet To keep pace with its expanding network, NFC has also invested in a state-of-the-art fleet of high-speed ferries. Starting with the acquisition of Shinas and Hormuz, hailed as the world’s fastest ferries notching maximum speeds of 55.9 knots and 56.3 knots respectively, NFC now boasts a fleet that includes seven high tech ferries and one landing craft. Next to join the fleet were the so-called Southern Ferries, Sawqrah, Al Hallaniyat and Masirah 4, built by Rodriquez/ Intermarine Ship Yard. Rounding off the tally of ferries are Jawahrat Masirah and Shannah, while an eighth member of the family – a landing craft named ‘Halaniyat’ – is offered on charter hire for the transport of heavy loads.

Adding to the appeal of its services is the opportunity for passengers to carry their vehicles along with them during the journey. Vehicle carriage is now a feature of NFC’s services on the following routes: Muscat – Khasab; Shinas – Khasab; Shannah – Masirah; and Shinas - Dibba – Khasab. Spacious car decks on almost all of its

NFC’s ferry operations, which began five years ago, ushered in a period of intensive commercial, infrastructure and tourism investment in and around Khasab

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ferries allows for vehicles to be transported in a safe and efficient manner.

As the nation’s flagship coastal passenger services operator, NFC is making a making a tremendous contribution to Oman’s tourism development by providing access to little visited, yet enchanting, nooks all along the coast. This aspect of NFC’s operations was recently highlighted at the 39th Annual Interferry Conference that concluded in Vancouver, Canada last week. NFC, a keen and regular participant in this most high-profile of industry events, supported the conference as a Silver Sponsor. Its

presence at the event serves to showcase to the global community the world-class ferry service that NFC is operating in Oman.

Water taxis on the anvil State-owned coastal maritime transport operator National Ferries Company is mulling the introduction of water taxis to support the government’s ambitious strategy to roll out an integrated public transport system for Muscat Governorate.

NFC is a key stakeholder in the Muscat public transport project – an initiative spearheaded by

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the Ministry of Transport and Communications but also groups Muscat Municipality, and Oman National Transport Company (ONTC), among others.

“Water taxis will be part of the multimodal public transportation landscape envisaged in and around Muscat,” remarked Ghazi al Zadjali, Head of Marketing and Coordination – National Ferries Company. “With the number of vehicles growing exponentially on the city’s streets, and the road network reaching near saturation point, our coastal waters offer a suitable alternative route for passengers commuting between the downtown areas and the suburbs. Our water taxi services will be integrated with other modes of transport serving the capital.”

According to the official, NFC has been working closely with Spanish urban transport engineering consultant INECO which has been commissioned by the Ministry to prepare a master-plan for an integrated public transport system covering the capital region.

Preliminary plans drawn up by NFC envisage the need for at least 10 water taxis – customdesigned high speed craft suitable for fast and convenient commuter travel at key stops along the coastline of Muscat. Each craft, measuring between 15 – 30 metres in length depending upon capacity, will operate at speeds of around 25 knots. Passengers ride in air-conditioned comfort as the ferry speeds from one station to the next.

“A minimum of 10 vessels will be required in the first phase of this project. An optimum number will be decided once we note the uptake of this service. Moreover, to ensure the viability of this service, we also see the need for at least 10 stations between Bustan and Barka. Besides, there must be seamless mobility between the water taxi service and bus networks that will ply between the water taxi stops and key locations in the suburbs. Intermodal connectivity is key to the success of this initiative,” stressed Al Zadjali.

- By Conrad Prabhu

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

The Emergence of Public Transportation in the GCC Promoting the Modal Shift

By Fares Saade and Dr Ulrich KĂśgler

Governments in the Gulf Cooperation Council (GCC) are hoping to ease their transport problems through large investments in public transportation. These investments are important and welcome as growing populations and rapid urbanization have led to mobility problems and congestion. However, governments must support these investments with a holistic approach if they are to ensure wider adoption of public transportation by travelers. Such an approach focuses on customer convenience, ensures integration between different modes of transportation, discourages car use, brings in the private sector, and establishes an enabling institutional and regulatory framework.

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A growing imperative for public transportation GCC cities are growing so rapidly that they are outpacing their current transport infrastructure and services. The United Nations forecasts that the GCC’s population will be 88 percent urbanized by 2025, compared with a world average of 57 percent.

Exacerbating the challenge of insufficient transport infrastructure is rising prosperity— increasing income levels will cause even more demand for mobility.

Thus far, private vehicles and taxis have met most of this growing demand, with public transportation providing less than 10 percent of total motorized trips. The result is congestion, pollution, and deteriorating road safety. This over-reliance on private transport threatens to constrain the growth of the region’s cities and undermine the quality of life for urban residents.

To address these challenges, GCC governments are investing in public transport systems. Recent estimates put official

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commitments to urban rail and bus systems in excess of US$70 billion. In 2012 alone, Saudi Arabia approved over SAR28 billion ($7.5 billion) and SAR62 billion ($16.5 billion), respectively, for Riyadh’s and Makkah’s public transport systems.

These investments are important, although they cannot alone change commuters’ habits and entice them out of their cars and onto public transport. International experience shows that careful policy formulation and planning are indispensable to the successful mass use of public that are particularly critical for GCC countries to adopt if they are to ease congestion and change how people travel in their cardependent cities.

The path to public transport When formulating a strategy, the authorities have to be realistic about how many people will use public transportation. Given the strong car culture in the region and its far-flung populations, public transportation is unlikely to account for more than 30 percent of motorized trips in GCC cities.

Even to reach that figure, treble the current level, transport authorities will have to do more than build public transport systems based on demand and transit-oriented development. They will need a holistic approach based on integrated modes of transportation, customer convenience, reduced private-car use, private-sector involvement, and an integrated planning and regulatory framework.

Although implementation of these steps will vary by country, they serve the common goal of enhancing the attractiveness of public transportation and dissuading individuals from using their cars.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

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Ensure integration between different modes of transportation The easier it is for commuters to ride multiple modes of transport—for instance, bus and metro lines—the more appealing public transport becomes.

There are three main levels of integration. The first is the station level: major interchange stations provide commuters access to metro, tram, bus, and taxi service. Metro stations in sparsely populated GCC cities require strong feeders, such as buses and taxis. The second is the network level. The authorities should ensure overall network and service harmonization. The third level of integration is fares and ticketing. The system should allow riders to pay a single fare and use a single ticket for multiple modes. This makes public transport convenient and attractively priced, particularly when the combined fare is lower than the sum of the fares on the different modes of transport. Smart card ticketing technology has now become the standard for many urban transport systems. Such smart cards allow riders to pay for their ride along with parking and small purchases such as taxis, newspapers, and refreshments. Another emerging technology providing for ease of booking and paying is nearfield communication, which allows commuters to use their smartphone as an electronic wallet.

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Focus on customer convenience Passengers want convenience. People will not take public transportation unless it is easy to access and use, as well as being pleasant to ride. To reach a sustainable level of usage, a metro in the GCC should heed lessons from successful systems that have proper feeds from high-frequency bus services and taxis, as well as “park and ride” facilities for car users. Station and vehicle cleanliness and comfort are also critical to attract riders from all socioeconomic classes.

Digitization is another important component.

Riders expect to be able to use their smartphones during most of their journey (this is more challenging in underground systems). Digital applications also make public transport more convenient because they allow passengers to plan trips across various modes, as well as make bookings and payments. Location-based apps provide passengers with suggestions for retail and entertainment—services that the new generation of automobiles increasingly include as standard.

Finally, fare levels and structures need to balance affordability for riders with transport authorities’ need to maximize revenues. To offset the inconvenience of public transportation, the cost of the trip to the customer (in both money and time) must be lower than cost of the same journey by car.

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Discourage car use Disincentives for car use are probably the best way to encourage riders to use public transportation. Recent studies have shown that urban rail systems mostly attract riders who had previously been travelling by bus rather than those who had been driving—that is, unless the authorities impose severe restraints on the ownership or use of personal cars.

Measures may include limiting car ownership via sales taxes, import duties, and annual fees, which is a key policy in Singapore. Other restrictions on car usage can include parking charges, fuel taxes, and congestion and road tolls—the latter proved an effective means of easing congestion in central London.

For GCC cities, the challenge is substantial.

Restricting car usage is inevitable if public transportation is to really take off. However, levies on car ownership and fuel are likely to be contentious in an oil-producing region accustomed to low taxes and import duties.

Commuter behavior will also have to change as very few people in the region are used to public transportation.

Authorities should therefore introduce measures gradually as public transportation becomes available and convenient. This will allow commuters to acclimate to the changing nature of transport, and the government and transport authorities to build support among stakeholders.

Already a number of cities, notably in Saudi Arabia and the United Arab Emirates, are using dynamic management of parking space and are charging for it (dynamic parking management involves influencing commuter travel choices, typically using digital technology to price parking spaces according to their availability during the day).

This improved approach to managing parking is easy for commuters to accept, straightforward to implement, and provides more precision when easing congestion in specific areas of a city center.

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Bring in the private sector Private sector involvement can offer numerous benefits to GCC cities developing or operating public transportation: The greater efficiency of private-sector operations leads to reduced government spending on urban transport subsidies.

International experience shows that competition for operating franchises is the best way to reduce subsidies.

Public–private partnerships in infrastructure projects, such as rail transport and station development, alleviate the fiscal burden and facilitate project execution. Despite the recent natural resources boom, GCC governments recognize the need for improved financial management of these projects to boost their reserves, to ensure fiscal discipline, and promote increased private-sector participation in the economy.

Under the right incentives, private operators tend to have the discipline and necessary customer orientation to ensure high standards of service, reflected in service frequency, schedule suitability, maintenance, image, and staff friendliness.

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Establish an enabling institutional and regulatory framework Very few of the above-mentioned policies and measures are possible without a solid and integrated planning and regulatory framework.

Public accessibility, integration between different modes of transport, and disincentives for car use require holistic planning among the relevant government entities. Private-sector participation requires transparent and well-developed licensing, regulations, and enforcement mechanisms, among other measures.

Until recently, taking this approach has been difficult given the GCC’s fragmented institutional context. Planning, regulation, and enforcement responsibilities tend to be distributed among separate entities with overlapping roles. However, in the past few years a growing number of countries in the region have been establishing integrated transport authorities, such as Abu Dhabi’s Department of Transport and Dubai’s Roads & Transport Authority. These bodies have a clear mandate for planning, regulation, and enforcement in all areas related to surface transport and traffic management.

A single entity may not be the correct approach in all circumstances. Nonetheless, the allocation of responsibilities and the coordination mechanisms have to be properly established and delineated.

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Conclusion Public transportation is one of the many remedies for the mobility challenges in GCC cities. It is one component of a larger framework that includes strategies for traffic management, non-motorized transport such as walking and cycling, and the integration of transport and land-use planning. However, public transportation is a necessary component in all of these strategies and should be part of all mobility initiatives in the GCC.

Strategy& (formerly Booz & Company) is a leading global management consulting firm focused on serving and shaping the senior agenda of the world’s leading institutions.

About the Authors Dr Ulrich Kögler is a Senior Executive Advisor with Strategy& (formerly Booz & Company) and a member of the firm’s engineered products and services practice.

He primarily supports clients in the surface transport, postal and logistics, aviation, and maritime industries, as well as in the infrastructure sector. The functional focus of his work in recent years has been on strategy development, strategic planning, restructuring and turnaround, operations, mergers and acquisitions, and post-merger integration.

Fares Saade is a principal with Strategy& and a member of the firm’s engineered products and services practice. He primarily supports clients in the surface transport and logistics sectors, and has a functional focus on strategy development, policy planning, public–private partnerships and outsourcing in the infrastructure sector, corporate and project finance and organization design and transformation.

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Public transport in Oman – A daunting task to achieve

By Dr. Rakesh Belwal

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ublic transportation services are vital for civic life as they are important for ensuring basic mobility, access to amenities, and safety for the masses. In an urbanised society, an efficient transportation system is one of the basic components of the social, economic, and physical structure, and has to be competitive and attractive to the transit seekers. Every society needs transport services to provide safe, efficient, and economical transport to citizens and to improve their quality of life. In other words, public transport services not only ensure personal mobility with cost effective modes, but also benefit the society by preventing traffic congestion, accidents and vulnerabilities, and by creating and sustaining jobs as well.

Recently, a number of countries in the Middle East have turned their attention towards developing and improving their public transport systems, as problems such as traffic congestion in cities, low mobility, high individual costs of transport, and a rural-urban divide in services have escalated substantially.

A recent World Bank (2009) report observes serious capacity gaps in the urban and rural transport infrastructure of the MENA countries.

Addressing such gaps could help in accelerating economic growth, regional integration, quality of life, and creation of jobs, in addition to reducing vulnerability to accidents, exclusion of people, and poverty in the region. This report observes that the MENA region, although it is far more urbanised than East Asia or South Asia, lacks development in

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public transport.

In fact, the need to strengthen public transportation systems recently gained new momentum in the Middle East. The initiatives of the International Association of Public Transport (UITP) for the Middle East and North Africa (MENA) region, government bodies like the Ministry of Transport, KSA; public transport authorities like RTA of Dubai and operators like Mowasalat of Qatar of the GCC, have been instrumental in developing long-term ambitious plans to expand and develop the public transport sector.

However, the share of public transport in the GCC countries lags far behind other countries in terms in meeting citizens’ mobility needs. The share of public transport means was 13% in 2013.

While it grew from six per cent in 2006, it remained far behind the countries such as Singapore and Hong Kong, where the share of public transport is more than 60%.

Strong initiatives required Public transportation is a pressing concern for Oman and is attracting much attention and thought, owing to the increased traffic congestion in many regions, a concern about safety aspects, and sustainability issues in general. The situation of Oman is not noticeably different from the rest of the GCC. However, the UAE and Qatar have done remarkably well in the provision of public transport during the past few years. In order to create a demand for a public transport system and to reduce excessive reliance on private cars, Oman needs to take strong initiatives. Road accidents in Oman have also become a major concern to

families and communities having seen the highest fatality rate (23.7/100,000 pop.) in 1996 in the MENA region and there has been no big relief in the past 10 years, except in 2013-14, in spite of the advancements in vehicles and road safety measures.

While the introduction of better modes of public transport is emerging as a public concern, there is a need to investigate road safety mechanisms.

Implementation and adoption of public transport could also ameliorate Oman’s concerns related to its fast depleting oil reserves and a need to diversify the economy through industrial and tourism operations. Oman is currently making a beginning where it needs to design and offer different public transportation alternatives.

The role of the Oman National Transport Company, established in 1972 and re-established in 1984 by Royal Decree 59/84 to operate public transport services in every part of the Sultanate, has been limited to long-haul public transportation services. For a majority of the public, shared taxis and buses are the current modes of public transport. Oman envisions a 200 km railway track for goods trains between the industrial cities of Sohar and Barka. This could possibly be extended to facilitate passenger transport. However, Oman has not kept pace with the initial deadlines and consequently the establishment of the railway network has got delayed or derailed per se from its core.

Currently, the presence of public transport services is very low in Oman. Several regions in Oman lack public transportation systems for commuters. Save Muscat, where large buses,

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micro-buses, and taxis are available, the state of public transport services is worse in other regions of Oman. People either struggle for the few seats in shared taxis or depend on private cars.

While unavailability of public transport causes inconvenience, the excessive dependence on private cars leads to heavy traffic, a large number of accidents, and high individual expenditure on transport.

Next to private cars, taxis are the key to ensuring mobility in Oman. Whilst the short-haul public transport, particularly the passenger cars, is the most frequently utilised mode of transport in the world, the taxi services in Oman are also lacking in certain aspects. Despite being the predominant mode of transportation in Oman, taxi operations in Oman are largely unorganised. Most of the taxi services are rendered on an individual basis. There lies an expectation gap between drivers and the customers, who, at times, blame each other for shortcoming in the service.

Viable solutions One of our earlier studies finds that public transport services in Oman are minimal and do not match demand. Owing to that, there is an excessive reliance on private cars. Marketing of public transport services is constrained by certain environmental issues, particularly the socio-cultural and physical environments. Policy-makers in Oman need to think about long-term strategies towards establishing viable public transport solutions.

Our other research, involving 2000 respondents in Al Batinah region, reveals that whilst half of the respondents own cars, 30% depend mainly on their family cars, and less than 20% use taxis and buses to meet their transport needs. Taxis emerge as the common mode of transit, which can be considered akin to public transport in Oman. People reported that unavailability of services (between origins and destinations), poor connections or transfers, long waiting hours for taxis or buses, discomfort in availing such services, and the slow and undependable services are the main reasons for not using public transport.

These parameters, on which rest the soul as well as bastion of public transport services globally, score low in the case of Oman, without which the establishment and functioning of an efficient public transport system cannot be conceived.

We have learnt that people mainly prefer public transport in Oman for long distance travel and desire large buses and trains, in addition to taxis.

A majority of males are willing to share public transport with the opposite sex and do not feel constrained by socio-cultural barriers in its use.

They are willing to use public transport but are equally attracted by personal cars. However, the female population is a bit worried about the sociocultural barriers in sharing public transport with male members.

People in Oman feel that the current mix of public transport services is not sufficient. Since transportation costs are proportionately high for people who own a car and have monthly incomes of less than 200 OMR, a majority of the population is in dire need of such services to increase either their disposable income or savings. Currently, people traveling long distances resort to carpooling to make themselves comfortable in terms of their expenditure on transport.

There are several challenges for the authorities and the government to face and tackle. People in Oman are mainly dependent on their private cars for transit. The population density of Oman is low (approx. 8/ square km, 2003), and the population is scattered unevenly in the eleven of its governorates, which imposes a serious challenge to transport planners in offering specific solutions for a particular region. People are open to using public transport, but are unable to reconcile how it could help them in their daily transits, ranging

Oman needs to create a well-integrated, multimodal, and interoperable infrastructure of a seamless mobility in which transit riders should not get stuck with a “what to do next” situation in order to reach their intended destinations.

All of these would demand policy initiatives at various levels.

from their visits to offices, traditional shops, fish markets near the coast, and, more importantly, the hypermarkets from which they purchase most of their groceries. People argue that they will be unwilling to wait for buses/ taxis when the temperature outside, for almost six months, ranges between 40-50 degrees Celsius. However, this challenge has been confronted by Dubai by creating AC bus stops where transit passengers can wait by beating the heat.

Changing mindsets On the behavioral front, people are basically addicted to using their private cars, particularly when some people consider cars as a distinct symbol of social status. To get rid of this mentality would be a real challenge for the marketers of public transport. Sharing of public transport would need some special provisions and arrangements in the short run. For, women are less willing to adopt public transport and feel more comfortable and secure in their personal cars. However, this obstacle will no longer remain an issue in cities where upwardly mobile people have started working shoulder to shoulder, in both the private and public sectors, for Oman’s economic development.

Furthermore, traffic regulators need to control unexpected disturbances brought about by external factors (e.g., characteristics of transit vehicles, traffic conditions, random delays and unusual passenger demands) and internal factors (e.g., operations related to management, scheduling, breakdowns, delays, etc). Going beyond the normal conditions, Oman will probably need to ensure a guaranteed public transport system to attract and retain customers who otherwise perceive public transport services negatively. However, certain concerns such as fuel conservation, the increasing number of road accidents, and traffic congestion could support the drive towards public transport. Regulation of different modes and payment mechanisms and their seamless connectivity and interoperability needs multi-modal planning for effective public transport and would be a crucial aspect for its acceptance.

Oman understands the importance of urban planning. However, it is necessary to look at planning from the perspective of public transport development. It is impossible to separate urban planning from the future public transport system.

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Economic efficiency, land acquisition, and land use must be connected and integrated with the developing transport system. Public transport has generally been ignored in city planning. Preserving corridors for traffic has been overlooked and there is no planning for buses, parking, schools, hospitals, and hypermarkets. When evaluating its cities from a livable point of view, Oman needs to consider public transport. Oman needs to create a well-integrated, multimodal, and interoperable infrastructure of a seamless mobility in which transit riders should not get stuck with a “what to do next” situation in order to reach their intended destinations. All of these would demand policy initiatives at various levels.

Shared taxis services which form a bridge between private and public transport are crucial to orient people towards public transport. Further to the regulation of taxi services, Oman needs to plan their seamless integration in the broader public transport infrastructure. This will however need the support of taxi drivers, who consider driving taxis a privilege that they offer to the customers as a personal choice, the adoption of proper regulatory methods, legal policies, and technology, along with driver training, record keeping, and the establishment of an information system. To contribute effectively to the nation’s economy and the quality of life of passengers, government bodies such as municipalities, police, and regional directorates of concerned ministries need to work closely with the transport operators.

Conclusion Finally it can be said that public transportation in Oman is still in its infancy. The introduction of a public transport system has taken an unusually long time and needs more attention and commitment to develop it further. People realize the need for a better system, but their knowledge of different transport modes and their use is very limited. People’s attitude towards using public transport is positive; however, they much prefer to use their own cars. The nearest substitute to the personal car is the taxi, which largely fulfils the role of public transport, barring a very few bus lines. On the socio-economic front, there are not many obstacles to the adoption and use of public transportation in Oman. However, there is an urgent need for certain policy initiatives, innovative solutions, and the provision of basic public transport services to induce people to adopt and use public transport as a part of their lives.

About the Author Dr. Rakesh Belwal is currently working as an Associate Professor in the Faculty of Business of Sohar University of Oman. He has a rich experience of tertiary-level teaching in different international universities. He has been the founder coordinator of MBA program at the Sohar University.

Dr. Rakesh has a strong track record of publications in leading research journals, and has participated in several conferences. He has won some prestigious research grants and awards in the areas of research. He is also an Adjunct Associate Professor at University of Queensland Business School in Australia.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Youth For Public Transport (Y4PT)

By Alessandra Gorini

Y4PT, Youth For Public Transport, is a volunteer-based organization that has been created to drive emotion, energy and new thoughts into the world of public transport through the active participation of young people, students and young professionals.

Our Mission is to develop real opportunities for young people to carry out their ideas on sustainable mobility all over the world; with the Vision of building better modes of transport through a youth approach and to contribute to better and sustainable mobility worldwide.

We think of smart, green and integrated forms of transport to be one day commonplace for the benefit of all the inhabitants of our planet. Created by a decision of the UITP Policy Board in 2005, the ‘UITP Youth Project’ has operated under the name, ‘Youth For Public Transport (Y4PT)’ since 2009 following the hosting of the 58th edition of the UITP World Congress in Vienna.

From the outset, Y4PT has succeeded with UITP backing, but also thanks to the voluntary work of committed and qualified youth around the world. The creation of the Y4PT Foundation was unanimously agreed by the UITP Policy Board in 2012. It was legally established in March 2013 and officially launched in May 2013 at the 60th edition of the UITP World Congress in Geneva, by its 1st Honorary Founding Member, the Roads and Transport Authority of the Emirate of Dubai (RTA).

The promotion of intermodality, with Public Transport as its pillar, can solve accessibility issues for the most disadvantaged and excluded people, especially youth, and consequently,

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ensuring them greater welfare and quality of life.

The concept of mobility in the framework of sustainable development is transversal: thus, the activity of Y4PT may deal with many other issues, just to name some: social inclusion and cohesion, inter-culturalism, conservationism, architecture, urban planning, gender equality, good governance, employment, active citizenship, health, food security, climate change, humanitarian assistance, trade fairs. But, in synthesis, I could say that Y4PT fosters Communication, Advocacy, Education, Participation and Employment.

At Y4PT we act as a: Global Youth Network, bringing together young people from all over the world to share their genuine, mutual and enthusiastic vision on Sustainable Mobility.

Global Youth Movement, bringing the global growing trends and new ideas into the world of Urban Transport.

Global Youth Forum bringing constructive discussions for shaping better means of transport.

Global Youth Platform, bringing young people on the spotlight of the transport-related mobility sector to improve their visibility towards other stakeholders.

Global Youth Knowledge Library bringing together all the youth-prompted knowledge and experience in order to contribute to the solution of transport-related mobility issues around the world.

Global Youth Spoke-person bringing the voice of the Youth on the podium of Sustainable Mobility.

Global Youth Bank bringing opportunities to young people by facilitating the provision of jobs and education in the transport-related mobility sector.

To achieve our social goal, at Y4PT we carry

out important activities representative of our “business card”.

Y4PT Youth Parliaments On-site/face-to-face meetings on sustainablemobility-based lifestyle, where young people dwell on these issues; among others, encouraging virtual discussion spaces by using latest information and communication technologies (ICTs).

Y4PT Youth Labs On-site/face-to-face meetings to foster the production and dissemination of knowledge on sustainable-mobility-based lifestyle from the creative and innovative point of view of youth.

Y4PT Youth Awards To reward and recognize best ideas and practices involving young people as agents of change, in favor of Sustainable Mobility.

Y4PT-branded Events To perform spare-time activities as a more effective way to spread youth’s messages on sustainable mobility (Flash Mobs, Contests, etc.).

Y4PT and Advocacy & Communication To participate in various third-party-organized events around the world centered on Sustainable Mobility and/or youth.

To create and strengthen cooperation agreements (partnerships for development), with local, regional and international organizations focused on Sustainable Mobility and/or Youth Y4PT Training and Workshops To promote and organize training programs for young people for turning them into better mobility actors.

Y4PT Academic Exchanges To promote and develop academic programs at any geographic level, in last year’s High School and University.

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surely improve through the promotion of a better education, one of the steps the Y4PT Sohar is willing to undertake.

Along with my experience here, the friendship and the commitment of these new young volunteers has moved me enormously. With the precious help and guidance of Professor Rakesh Belwal of Sohar University, nominated youth created a first Y4PT Oman Facebook page that has reached thousands of young people and created a series of awareness and advocacy concrete projects and campaigns that took place lately with great enthusiasm.

Y4PT Sohar representatives of the 2011 and 2013 editions have been in Geneva with us for a late 2013 encounter, participating in the 1st International Y4PT Youth Days on Public Transport, where they shared their videos, projects and campaigns and kept everyone updated on the activities in the Sultanate.

Their wonderful smiles, openness, and concrete engagement showed how, from scratch, it is possible to produce a change and the perception of the decision-makers.

As more and more public transport projects are being rolled out in the MENA region, it is very critical for the youth to be involved not only as a user but also as a labour force that power these projects.

Y4PT Professional Exchanges To promote professional exchanges at any geographic level for qualified young people, with a keen interest in Sustainable Mobility.

Collaborating with Y4PT is a Global Experience as our representatives are based and collaborate in more than 20 countries in the world with diverse networks involved.

It gives us Specialist Expertise, as we have been growing our PT Ambassadors over more than 9 years.

We continue to have Fresh Thinking, as we all keep learning and pride ourselves on being creatively disruptive rather than following trends.

And finally we are a Social Enterprise, as we are driven by our values not by making profits for shareholders.

The first Sohar-based Y4PT Youth Parliament was held in early 2012 before the creation of the Y4PT Foundation. The programme, put together by a group of committed youth, featured a Y4PT presentation and video spotlighting public transport related problems in the Sultanate, as well as possible solutions.

Created and presented by youth, the programme was well received by a reception audience of professionals of the sector.

Ambassadors of Y4PT in Oman joined with volunteers from around the world in Dubai for the Y4PT Biannual Meeting in 2011 during the UITP Congress. Their goal was to be part of a worldwide Y4PT Youth Laboratory. In May last year, the Y4PT Foundation participated in the second edition of the UITP AND Y4PT Youth Seminar for the MENA region.

On the anvil is a 2nd Youth Parliament where local young people will share their point of view on state of the art urban mobility in the Oman region, focusing also on a series of projects and ideas to create awareness and raise consciousness among adults and university students to educate the youth in a different way of living. The 2nd Youth Parliament in Sohar believes and promotes the development of a real Public Transport in Oman to build up a great sustainable future. A greater mobility in the region and awareness on public transport will

The MENA Region situation During the last two decades, large parts of the MENA region, especially the Arabian Gulf countries, have undoubtedly driven an astonishing transformation of their economies and societies, more than any other region in the world.

With a long-term vision, local governments and the private sector have wisely invested in critical and strategic segments such as education, health, financial services, tourism, transport, among others, which has led to a steady path of social-economic growth and development.

But Oman, as with other Arabian Gulf countries, is still experiencing high rates of motorisation that in conjunction with other variables, will mainly lead to more pollution, more traffic congestion, more urban space segregation and scarcity, lack of security, unpredictable taxi drivers and more road accidents.

Even when there are plausible efforts to instill “the culture of riding on public transport” in local inhabitants, public transport needs to be upgraded and there is still much to be done, Congestion on the roads and accidents are the main threats plaguing Omani society and demand a real concrete intervention. Provision of good public transport is one of the solutions that governments, associations, citizen action groups, and academic researcher around the globe are recommending to contain such threats.

Also in terms of intermodality, people from the Arabian Gulf countries are still a carminded society, quite probably because of the exclusivity that comes by riding one’s own cars and comfortable taxi-cabs, and of course, the cost of oil. Thus, reaching a truly balanced and sustainable mode share remains a pending task.

In the light of these issues and as a part of our social goal, Y4PT Foundation strives to facilitate this transition process and turn it smoother but firmly more effective to accomplish a new scenario with the help of the Omani and worldwide youth.

Since part of the problem that has been identified in Oman is more related to human behavior and its relationship with the outer world, Y4PT Foundation has proposed, during the 2 Youth Parliament in Sohar, to start with the educational dimension, especially when young people are in their ‘middle’ school period, and they are more likely and more receptive to revolutionize paradigms, and to get the word out.

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it is really important to encourage ‘other-thancar’-centered transport schemes (such as public transport, shared transport, walking, cycling), by leveraging education as the most effective approach to fostering sustainable mobility-based lifestyles. And what a better way to start with young people as they are full of creative ideas that surely will be put in practice for leading tomorrow’s world.

We would love to see the youth from Sohar generate communicative ways and innovative ideas for changing the current mobility patterns and travel behaviors for more sustainable ones, by proposing education-related projects to inspire current policy makers and the private sector towards building more human- and environmentally-friendly cities and societies – concretely – and not just on paper.

As the first private university in Oman that provides high-quality education to residents of Oman and international students, Sohar University continues to play a fundamental role. We’d like to see Muscat, too joining in the activities. Our will is to see a new comprehensive educational project on public transport taking place in schools, with the creation and the support of a permanent Y4PT body whose scope will be also extended to advice the government and all public transport actors on the risks of a car-based society, through positive and innovative thinking. website: www.y4pt.org Facebook pages: Oman www.facebook.com/groups/303732289734607/ Y4PT www.facebook.com/Y4PTransport email: alessandra.gorini@uitp.org

About the Author Alessandra Gorini, a Doctorate in Biology, is the Head of Y4PT, the first and unique international group of young people committed to a new lifestyle all around the world, creating a global network of interconnected solutions on sustainability and Public Transport.

Drawing on her past experience in teaching, science, public relations, journalism, communication and advocacy, Alessandra has become a leading proponent for the youth of the world, and enterprises that can reach the youth.

A visionary leader, Alessandra (alessandra. gorini@uitp.org) infuses all she does with passion: emotions are not a barrier, but a crucial component of decision making. Innovation and technology, love of nature, sustainability, empathy and art are profoundly infusing her motivational and mentoring the movement creating worldwide ambassadors for a new vision of life.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Oman Road Safety Association

Championing an integrated approach to road safety enhancement

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oad Safety has become a concern of every citizen and resident in our dear Oman.

It is an obsession and our responsibility as a non-profit organisation concerned with all aspects of road safety, starting from the Road Safety Management, Road’s Infrastructure, Safety Standards of Vehicles, Road User Behaviour, and ending at the Post Crash Care, says Amor bin Nasser al Matani, Chairman, Oman Road Safety Association (ORSA).

In an insightful chat with Oman Daily Observer, the Chairman highlights the pivotal role being played by Oman Road Safety Association in changing mindsets that underlie the local motoring population’s rather lax approach to road safety.

Through partnerships with stakeholders, public and private sector organisations, the Association has launched a series of far-reaching initiatives that is evidently having a positive impact on road safety trends. The ‘Safer Kids… Safer Oman’ and ‘Be Street Smart’ campaigns are examples of the laudable work being done by ORSA.

the Omani people, financial resources, good infrastructure, problem recognition clear in youth and among opinion-formers in civil society and willingness of sectors to co-operate in partnership activity.

Excerpts from the interview: Kindly comment on ORSA’s success in raising national awareness on road safety and embedding this key issue firmly in the public consciousness.

There is no doubt that the journey of a thousand miles starts with a step, and the development of our present, keeping a clear vision for our future, is the key to our success..

Yesterday was our beginning in announcing and publicising the Oman Road Safety Association, and being one of the founding members behind this association, it gives me pride to mention that since the establishment of the Oman Road Safety Association, it has been able to evolve over the years and play an active role in contributing to the reduction of the negative impacts of traffic incidents. The Association was able to reach and raise awareness of more than 22,000 people (Omanis and non Omanis) in 2013 through events and outreach activities, and in 2014 the Association continuing its efforts raising traffic awareness and adapting methods to assist in developing the right culture in each target group of youth, children, mothers, fathers and others. In addition, Oman Road Safety Association carries out sustainable projects on road safety in partnership with number of other stakeholders.

How is ORSA looking to build partnerships with public and private sector organisations, as well as non-governmental organisations (NGOs), in reinforcing road safety goals and values?

We work closely with our stakeholders to try to influence the integrated approach to road safety enhancement that includes enhancing laws, road engineering and marking and raising safety standards in vehicles and suggesting regulations to assist in managing the whole public transportation options. In addition to that,

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Amor bin Nasser al Matani

Chairman, Oman Road Safety Association (ORSA)

offering different means of public transport such as trains.

Oman Road Safety Association has been engaging high level authorities on different subjects related to road safety. Through such conferences, we also grab the opportunity to exchange knowledge and experience between Oman and external parties and countries. We are in discussion with some stakeholders and planning to partner in an international conference on road safety next year.

What are the challenges being faced by ORSA in changing deep-seated behaviors (such as reckless driving, speeding, overtaking, and so on) that are responsible for a majority of traffic mishaps in the Sultanate?

Our challenges are faced for many reasons, I mention a few; lack of visible targets and milestones, lack of understanding of road safety in general population, lack of integrated road safety experience and fragmentation of existing knowledge among many parties are some examples of why we have not been able to notice tangible results so far. However, we have many opportunities and strong points too, most notably the wise leadership of His Majesty the Sultan, as well as a desire that every citizen should keep road safety part of their majlis discussions. We are also motivated by, among other things, the ambition of the Oman Road Safety Association, global leadership in road safety of the Government of Oman, clear lead agency in the Royal Oman Police, potential of

Please outline some of the Association’s most successful initiatives in promoting road safety in Oman.

Awareness Campaigns: Oman Road Safety Association has been implementing a number of campaigns engaging different target groups of the community – both Omanis and non Omanis, we have ‘Safer kids.. Safer Oman..’ campaign where we target children from 5 to 10 years old, through awareness talks, discussions, lectures and traffic village that enhances road safety messages through offering practical experience.

For youth, we have ‘Be Street Smart’ project and we offer volunteering opportunities with us – everyone who has the interest to volunteer with Oman Road Safety Association has to undergo at least 12 hours of training in different road safety knowledge and concepts – this offers a channel of the correct road safety best practices and influences positively on road users behaviours indirectly. These trained youth that are professionally trained on best practices of road safety will be the trainers dedicated to carrying out regular workshops targeting general public (with focus on youth and mature adults). They will also be responsible for the monitoring of progress and reporting back to the Association. To ensure sustainability of this approach, they will be asked to commit to train at least 10 other trainers and commence at least 5 workshops each targeting general public. This will ensure that the Association remains with enough number of trainers to carry out regular training workshops annually (the association is aiming to conduct 20 workshops annually – each with 20 persons) Animated videos: Furthermore, with help of private sector companies, Oman Road Safety Association was successful in developing five educational animated video on road safety.

Realising the success of such approach, the Association created further 15 episodes of films on road safety targeting general public and are planned to be showed in cinema theatres/ on TV and/ or uploading them on social media. The films address different road safety topics.

What is the Association’s position with regard to the use of stiff penalties and prison terms as a deterrent towards questionable driving behavior? Is such a penalty system effective in reducing road mishaps?

Yes! We do believe in effectiveness of penalties and prison as a deterrent towards questionable driving behavior. However, this is not only the way to solve the problem from my point of view, there should be a clear stated law with continuous educational campaigns to inform drivers and different road users about the laws and penalties.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Oman Road Safety Association

‘Public transportation options can reduce traffic accidents’

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rbanisation and personal motorisation are compounding the challenges being faced by traffic safety authorities, says Shaima al Lawati, CEO – Oman Road Safety Association.

The more cars there are on the road and the farther they travel, the greater the number of deaths.

To save lives, there must be an effort to both reduce the share of travel that is done with private cars, as well as cut down the overall distance travelled regardless of the transportation mode. Within cities designed for people, mobility options safer than the car can be provided such as integrated mass transportation, biking, walking, and car sharing, Shaima explains in this Q&A interview that details the Association’s vision and broad-based strategy for reversing the alarming trend in traffic-related deaths and injuries being witnessed in Oman as the country prepares to roll out ambitious public transportation schemes.

Excerpts from the interview: What role, if any, does the Oman Road Safety Association envisage for itself in the context of the country’s plans to develop an integrated and efficient public transport system?

Oman Road Safety Association is a nongovernmental organisation registered under the Ministry of Social Development announced on 15 March 2010 under ministerial degree 31/ 2010. Oman Road Safety Association is the first and only registered non-governmental road safety organisation established under the Ministry of Social Development in 2010.

Oman Road Safety Association’s vision is to make the roads of The Sultanate of Oman safer for all users. The mission is to lead the nation’s efforts in reducing road crashes and in minimising fatalities, injuries, disabilities and post crash suffering by implementing a comprehensive approach to post crash social effects. Our activities involve supporting and coordinating road safety interventions, advocacy and raising awareness, capacity building for road safety, knowledge and good practice sharing, supporting research in the field of road safety, carrying out sustainable projects on road safety in partnership with number of other stakeholders, working with international road safety related organisations especially the United Nations (UN), creating a holistic approach to post crash care, and engaging communities.

The Association’s focus areas include Road Safety Management, Road’s Infrastructure, Safety Standards of Vehicles, Road User Behaviour, and Post Crash Care.

Oman Road Safety Association’s objectives: - lead the efforts in addressing the road safety issues through implementing social sustainable projects.

- Strengthen the relationship between Oman Road Safety Association and its stakeholders (e.g. Royal Oman Police, Ministry of Transport, Ministry of Health, Sponsors, Government Bodies, local communities).

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Shaima al Lawati

CEO – Oman Road Safety Association

- Reflect the true commitment of the Oman Road Safety Association towards the road safety issue Kindly offer your thoughts on how a welldesigned public transport system can help reduce the number of transport-related accidents, fatalities and injuries.

Today safety on roads is a challenge! In Oman the number of cities and urbanites is growing.

With that, the number of cars is increasing too.

These two trends—urbanization and personal motorization—is making traffic safety very challenging. The more cars on the road and the farther they travel, the more deaths. To save lives we need to both reduce the share of travel that is done with private cars, and reduce the overall distance travelled regardless of the transportation mode. Within cities designed for people, mobility options safer than the car can be provided such as integrated mass transportation, biking, walking, and car sharing.

As proved globally integrated approach towards enhancing road safety by offering public transportation options such as buses, as well as opportunities to develop the surroundings for biking and walking in cities, is the key in reducing number of transport-related crashes, fatalities and injuries.

We work closely with our stakeholders to try

to influence the integrated approach to road safety enhancement that includes enhancing laws, road engineering and marking and raising safety standards in vehicles and suggesting regulations to assist in managing the whole public transportation options. In addition to that, offering different means of public transport such as trains.

Public transportation to enhance road safety has many aspects to it and it really requires engaging the right stakeholders at every level.

For example, one of the solutions that are done globally is reducing the number of lanes appears to improve traffic safety, particularly for pedestrians and cyclists. Vehicles travel more slowly on single lane roads or when streets are narrow. Drivers may drive less aggressively and generally feel less safe and thus drive more cautiously on narrow streets. In general, slow and main streets experience low rates of vehicle–pedestrian crashes, while downtown areas with wide travel lanes and higher operating speeds experience higher rates. For this reason, a number of European cities have moved towards designing roads for lower vehicle operating speeds. For example, Freiburg in southern Germany has lowered the speed limit to 30 km/h on 90% of its streets and provided car-free residential areas for 15,000 people. The effect of this strategy is that 24% of trips every day are on foot, 28% by bicycles, 20% by public transport and 28% by car.

Kindly list some of the successful initiatives implemented recently by ORSA in support of its core road safety enhancement goals.

Developing road safety guidebooks: This year the Association was successful in working on road safety guidebooks that offer a source of ‘right’ knowledge of best practices in road safety based on latest global trends and ensuring matching the local regulations. The Association now provides training course, training material, course slides, instructor training notes, any relevant video clips and examinations and tests.

This will surely help the Association build a strong knowledge base that will be transferred to the nation as we are planning to hold at least 20 free workshops annually targeting the general public in different road safety topics.

All these materials are currently getting uploaded on a special website that will be launched soon to offer the required knowledge to everyone who is interested in road safety.

Also, Oman Road Safety Association carries out sustainable projects on road safety in partnership with number of other stakeholders.

The Association has been driving efforts towards providing safer school transportation system for all our children. The strategies for achieving the goal fall into five major categories of school zone management, bus design and operation, fleet operations and management, information, communication, and analysis and student management.

The Association also, supports and

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coordinates road safety interventions, advocacy and raising awareness training, capacity building for road safety, knowledge and good practice sharing, supporting research in the field of road safety, working with international road safety related organisations especially the UN, GPRS, creating a holistic approach to post crash care, engaging community Flyers and posters with road safety messages are distributed and hanged in hospitals, clinics, ministries and companies to raise road safety awareness. Colouring books are being used during events to engage children and raise their awareness on road safety. Walkathon, Road Shows, Cycling to raise road safety awareness, Selling T shirts to raise funds for the association and engagement through social media are also part of what we do at ORSA. Participating in conferences is also one of the activities the Association is targeting.

How important are partnerships with stakeholders, the public and private sectors, and the general community in emphasizing road safety awareness?

Very important! Oman Road Safety Association can only widen its approach by support from its different stakeholders. We appreciate all the support we are getting and striving for more.

In your view, what are the principal challenges and pitfalls that must be addressed if road and transport safety is to be improved?

The integrated approach! For us to see tangible results we need to offer solutions that tackle the whole problem. For example, if we are going to encourage public transportation such as buses, we need to have buses with safety standards (seatbelts for each passenger, emergency exists, etc), assign special lanes on current roads for heavy vehicles, route management of bus journeys, offer safe pick up and drop off points, carry out an awareness campaign to educated and encourage people to appreciate and use the facilities offered.

Kindly outline ORSA’s strategy for ramping up its educational and awareness programmes.

For educational programmes, we focus on: - Children’s Traffic Education: Teaching safety skills to children can provide lifelong benefits to society, but should be seen as a long term intervention strategy. Experience in many

The Association is engaging youth to offer right knowledge of road safety to their peers (youth) through consistent, regular and sustainable means and indirect approach

countries has shown that reliance on individuals or organisations visiting schools to give talks on road safety are not effective on their own if done once and without linking it to living the road safety experience. For effective and sustainable development of positive attitudes towards road safety, Oman Road Safety Association includes practical training through demonstrating best practices of road safety in Traffic Village. The association also introduces awarding scheme through certificates to encourage positive attitudes of school children towards road safety.

Training is best done in schools by professional trainers who have themselves been trained in the safety issues relevant to children.

- Publicity Programmes: Road user education and awareness raising is an important part of any road safety strategy. To be effective such activity must be based on analysis of data and should be designed and monitored in a systematic way to ensure success. The Association is engaging the relevant partners to carry out number of projects in this aspect.

How is ORSA looking to change deep-seated mindsets and attitudes when it comes to common motoring maladies such as

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speeding, reckless driving, use of phone while driving, and so on?

Since Oman’s population is mainly youth, and youth are at more risk of road traffic crashes (worldwide and locally) due to age and inexperience and other factors, the Association is engaging youth to offer right knowledge of road safety to their peers (youth) through consistent, regular and sustainable means and indirect approach. We are offering knowledge in a positive way with evidence based approach to convince people to adapt safer habits when using roads. However, the final decision remains person’s own.

Also, targeting children is another way of enhancing the right knowledge at very young age for the following reasons: Cost Effective: Primary sector are easiest to influence in behavioural terms (other sectors are either too young or have developed strong habitual behaviours).

Broad Reach: Primary sector can carry the message to other sectors, through parents, siblings (older and younger), and senior citizens, very effectively - teaching children could be a way to modify family behaviour. Children disentangle influence from power. Children focus on the responsiveness of their parents.

Parents emphasize the overwhelming effects on their personal development. The importance of making room for constructive child influences in family therapy is well acknowledged.

Longevity of Message: Primary sector will carry the message into their teenage years and beyond, and begin to address the most at risk categories (teens & twenties).

Building Safety Culture: In the longer term, educating Young Drivers who have already been through the PRIMARY Road Safety programme will be so much more effective than trying to change behaviours of those who have not been any formal programme.

Popular Support: There is great public support for protecting the life of innocent children from unnecessary death and injury on the roads because they are not drivers, and do not carry the responsibility for causing crashes.

This contrasts with public opinion on younger drivers who take risks in which their own life and significantly, the lives of others are threatened.

Return on Investment: As a result of the above points, this is the greatest return on donor funding, with the shortest time to beginning the delivery of tangible change.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Galfar Engineering & Contracting SAOG

Reaching new heights as a partner in progress

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he recent conferment of the ‘Best Infrastructure Contractor in Oman’ award to Galfar Engineering & Contracting SAOG has not only boosted our morale, but also served to reassure us about our unrivalled status as the preferred partner in construction activities in the Sultanate of Oman.

Galfar Engineering and Contracting SAOG, one of the only public limited construction companies with a presence in all the sectors of the construction industry, continues to be the largest employer of Omanis in the private sector with over 4500 staff.

The capabilities of Galfar’s Roads and Bridges Unit are evident in the numerous road projects it has undertaken, be it the Hasik - Ash Shuwaymiyah carriageway or the Ibri-Jabreen project, or even the Muscat Expressway implemented earlier. Each project has made its mark on the development of the region and has won several accolades. The economic development achieved in the immediate vicinity of the project is amply evident and is a

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clear indication of the government’s success in stimulating the overall economic growth of the Sultanate.

The Roads and Buildings Unit also engages in the construction of dams, having built dam structures since 1993 using technologies relevant to the particular requirements at each of the locations. Whether you travel to Jabal Akhdar, Musandam Governorate or Dakhiliyah governorate, you will find dams built by us in these and other locations. Galfar is credited with being one of the leading airport runway construction companies in the Sultanate. Whether it is via EPC or build-only, Galfar has executed a number of airport related projects, either in the desert or in major cities.

Galfar’s Oil and Gas Unit too has been winning awards in Health, Safety and Environment (HSE) with over 30 million man-hours achieved without any lost time injury recorded in Oman – a feat that no other company has succeeded in matching. We pride our team – workers and executive staff alike – on this success. Credit goes to the safety culture

that thrives in the company, and is embraced by each and everyone who joins Galfar. Safety enhancement is an unremitting objective at Galfar, characterized by safety induction programmes, safety training and development, and an emphasis that all tasks must be performed in a safe manner.

Indeed, safety improvement is at the heart of a comprehensive Plan-Do-Check-Act cyclical process. Our HSE team has been working with all to ensure their own safety by virtue of which visible results are achieved.

The Oil and Gas division employs more than 2000 nationals and ensures their development and growth within the organization. Many have risen up the ranks and now occupy important positions of leadership. The Oil and Gas Unit is credited with working in tough locations, and building and maintaining facilities for many of the key Exploration and Production giants in Oman.

The Oil and Gas Unit also engages in specialized construction activities and is currently building a seawater reverse osmosis plant in the capital.

ُ ‫ س ــلطنة عم ــا ن‬- ‫ جرا ن ــد حي ــاة مس ــقط‬-

The Civil and Marine Infrastructure has been involved in building activities for more than four decades. It has the distinction of being the only Omani company that has executed the largest number of projects for the Ministry of Health – ranging from hospitals to specialty centres, including Oncology facilities, MRI centres and specialised Heart institutes. We have built iconic buildings such as the Bank Muscat headquarters at Airport Heights and the Toyota showroom in Wattayah, among other commercial and educational buildings in Oman. The Unit has to its credit several recent hotel developments, notably ‘Hormuz Grand’ and ‘Duqm Crowne Plaza’. We have proven ourselves capable of delivering fivestar properties even on a turnkey basis.

The Unit has also built the largest number of marine structures for a variety of Omani construction companies. From Khasab Port in the north to Dhalkout fishery harbour in the south, Galfar’s projects punctuate the entire length of Oman’s coastline. Presently Galfar is engaged in

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‫أ كتو ب ــر‬

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the construction of the Halaniyat Island Port facility for the Ministry of Transport and Communications.

This will make the island accessible to the mainland even during the Khareef season and ensure that economic activity thrives in this scenic location.

Galfar takes pride in connecting people in their endeavour to grow their businesses.

Galfar’s Utilities and Services Unit prides itself in being the main construction, operations and maintenance arm, with a versatile team offering services to the Sultanate’s power production transmission and distribution sector, as well as water and wastewater facilities management around the country. We have built several sewage treatment plants and reverse osmosis water treatment plants, and handled the operations and maintenance of these facilities as well. We take pride in ensuring citizens are provided with basic amenities.

Galfar’s management is committed to serving the nation, while the company continues to strive to be a partner in the progress of the Sultanate of Oman.

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13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Zawawi Trading Co. LLC

Freightliner trucks: Delivering on expectations

M

arket uptake of the Freightliner range of trucks continues to be strong across the Sultanate, according to the vehicle brand’s local distributors Zawawi Trading Company.

ZTC’s General Sales Manager (Automotive), Mr. David Swain, said the brand has been particularly popular with companies located in Muscat, Haima, Nizwa, Sohar, and Salalah.

Customers include prominent companies such as Galfar Engineering & Contracting (Muscat – Haima - Salalah); Al Kiyumi Electrical Contractors (Muscat); Sarooj Construction Company (MuscatNizwa); North West Engineering Company LLC (Muscat - Sohar); Happy Day International LLC (Muscat - Ghala); Waleed Catering LLC (Muscat – Nimr); Muscat Construction (Muscat - Ghala); and Fatheema Supermarket (Muscat - Ruwi).

Freightliner and its heavy truck counterpart, Western Star, currently control over 37 per cent of the North American truck market, says Mr. Swain.

“That kind of performance speaks volumes for the brand and the range of vehicles it offers.

The flexibility of options within the Freightliner order and production cycle, means the customer can pretty much build his own truck; ensuring the truck delivers on its expectations. German engineered, but manufactured in the USA, these vehicles have the added advantage of a Mercedes Benz engine powering their tough yet light chassis and cab,” he explains.

In the Sultanate, the Freightliner primarily caters to all segments of the 10 - 24-tonne market. While certain models excel in the general haulage and refrigerated segments, others are more attuned to vehicle recovery or special vehicle delivery.

Tippers, mixers, prime movers and tankers are just some of the myriad of applications these trucks can cater to, said Swain.

Explaining the positioning of the brand in the domestic market, Swain stated: “At present, we have two models predominately in Oman: the M2 and the Argosy. The M2 is the vehicle covering the majority of the requirements mentioned above. It is available in all types of configuration,

34

David Swain

General Sales Manager – Automotive

including 4x2, 6x4, 8x4 as well as all wheel drive versions such as 4x4 & 6x6. The Argosy is one of the highest powered commercial vehicles available from stock in Oman, with 575 bhp working through an automated shift gearbox.

Power, performance, style and character denote the Argosy – its stylish cab and powerful engine ensure it has presence on any road travelled.”

According to the executive, the lighter variants of the M2 vehicle are more attuned to the general haulage industries that pervade in and around major cities and towns. Chiller boxes, drop side cargo units, box vans and small tipper bodies complement the vehicle in this diverse arena. As one moves up the weight scale, the Freightliner continues to show class leading flexibility in the types of vehicle operations it can work in. The Argosy is an out and out long distance transport unit – whether it is the Muscat-Salalah run every day or shifting rubble and rock up and down the mountains in the Dhofar region, the Argosy shows no fear of the job presented.

Zawawi Trading Co LLC has, for its part, been investing heavily in the dealership infrastructure required to operate a fully-fledged commercial vehicle operation here in Oman, says Swain.

“With investments in both the original Muscat and Salalah branches, designed to bring them up to a level required of the modern commercial vehicle dealership – truck operators in these areas can be assured of the very best in both technology and manpower. In addition to these current facilities, a purpose built, state of the art service facility was opened at the end of 2012 in Haima. Based just off the main Muscat – Salalah highway, this facility was built to the highest requirements of Daimler Trucks. Currently, we are in the midst of building a fourth facility in Sohar, to cater for the growth in industry in this pivotal commercial centre.”

Besides, new technology is being deployed in all of Zawawi Trading’s facilities, which also boast skilled technicians conversant with Daimler products as well as Freightliner mechanics specializing in the handling of the new range of vehicles, he added.

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‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Sultan’s Logistics

Transport and logistics services provider of choice

W

ith an expanding portfolio of prestigious clients that includes the likes of Petroleum Development Oman (PDO), oilfield services giant Schlumberger and national carrier Oman Air, well-known transportation, heavy haulage and logistics services provider Sultan’s Logistics is positioning itself for further robust growth in step with the Sultanate’s infrastructure development boom.

Starting out as a modest-sized operator in 1990, the company has since grown by leaps and bounds over the past two decades, boasting a presence that now spans much of the Gulf region.

In addition to growing its footprint and capabilities, Sultan’s Logistics has also diversified its service offerings to include general cargo haulage, crane and forklift services, commuter bussing operations, fuel and water tanker operations, and Muscat based warehousing facilities.

“We are constantly evolving to meet our clients’ needs, and that’s a core component of our commercial success,” says Nicholas Evans, General Manager. “With such a strong transport network in development, companies such as ours will naturally assume the mantle of “preferred supplier” for many new clients. Our reputation, built over a number of years now will stand us in good stead. We have always been ready to invest in our future success and we will continue to do so.”

Evidence of Sultan’s Logistics’ superior standing in the logistics industry is demonstrated by the following aspects of its operations: - Four years’ outstanding service to Oman Air supplying crew change buses. Through this 100 per cent Omanised contract, the company continues to demonstrate its commitment to promoting the Omani workforce.

- Provider of 3PL transportation services to PDO

36

We are constantly evolving to meet our clients’ needs, and that’s a core component of our commercial success

Nicholas Evans General Manager

in the interior south.

- Six-plus years of outstanding safety on behalf of one of its largest clients, Schlumberger.

- Seven years LTI (lost time injury) free, with millions of safe kilometres driven.

Explaining the company’s customer-centric philosophy, the General Manager states: “Our customer is key. We give them what they want, when they want, no questions asked. Our ability to adapt quickly has been a core aspect of our longevity. We have specialized through diversity in our operations.”

Over the years, Sultan’s Logistics has built up a formidable fleet of transport vehicles, heavy life equipment, and passenger coaches primarily oriented at its mainstay oil and gas customers.

Included in its assets are 30 cranes, as well as specialist oilfield equipment for rig moving coupled with heavy lift capability.

“We further provide specialist cargo haulage with

bespoke solutions, project dependent. We have the capability to transport passengers through our fleet of luxury coaches. We are a one stop shop for all of your transportation needs. We pride ourselves on attention to detail and every customer counts no matter how big or small,” said Evans.

The business outlook for growth is very bright, sustained in large part by the enormous investments being made by the government in infrastructure development, as well as other investment inflows into Oman and the wider region.

“We expect steady, continual growth as more investment pours in to the region. The Government is taking a positive stance and attracting larger companies to the region. We have seen huge global PLC’s move into Oman’s Oil and Gas sector recently and the demand for specialist transportation will continue for years to come,” he added.

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‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

CONFERENCE PROGRAM

Day One: Monday, 13th October 2014, Afrah Ballroom 8:00 – 9:00

REGISTRATION & WELCOME COFFEE (Pre-function area)

Opening Ceremony 9:00 – 9:10

9:10 – 9:30

9:30 – 10:00

10:00 – 10:30

10:30 – 11:10

WELCOMING NOTE: ORTA’S ROLE IN THE PUBLIC TRANSPORT DEVELOPMENT Khalid bin Salim bin Ali Al Dirai, Chairman, Oman Road Transport Association KEYNOTE SPEECH: TRANSFORMING THE PUBLIC TRANSPORT SYSTEM IN OMAN Affan Al Akhzami, Director of Planning and Investment Development, Ministry of Transport & Communication José Manuel Tejera Abbud, Infrastructure and Transport Managing Director, INECO Spain INTRODUCTORY PRESENTATION: OVERVIEW ON THE FUTURE OF PUBLIC TRANSPORT MASTER PLAN Emilio Miralles Claver, Head of Division, an expert on Urban Transport Studies, and Project Leader of PTMP, INECO Spain ADVISORY PANEL DISCUSSION: PUBLIC TRANPORT MASTER PLAN- OVERCOMING THE CHALLENGES AND PLAN FOR ACTION Moderator: Ulrich Luedtke, Managing Director, LRTC Panelists: · Eng. Hanan Salem Al Rahbi, Director General of Planning and Studies, Ministry of Transport & Communication · Emilio Miralles Claver, Senior Expert and Project Leader of PTMP, INECO Spain · Saleh Ahmed Al Badi, Chief Executive Officer, Oman National Transport Company DISTRIBUTION OF TOKENS & TOUR OF THE EXHIBITION WITH THE CHIEF GUEST

Plenary Session

11:10 – 11:35

11:35 – 12:00

DEVELOPMENT & IMPROVEMENT OF PUBLIC TRANSPORTATION: THE MALAYSIAN EXPERIENCE Azmi Abdul Aziz, Chief Development Officer, Land Public Transport Commission (SPAD), Malaysia PLANNING PUBLIC TRANSPORT USING INTERNATIONAL EXAMPLES: UNDERSTANDING USER NEEDS & THE DIFFERENCE APPROACHES Colin Brader, Managing Director, Integrated Transport Planning Ltd., UK

12:00 – 12:25

SINGAPORE’S LAND TRANSPORT STRATEGIES & POLICIES Looi Teik Soon, Dean- LTA Academy, Land Transport Authority, Singapore

12:25 – 1:00

PRAYER BREAK & REFRESHMENTS

1:00 – 1:25

- - - -

BENEFITS OF HIGH-QUALITY PUBLIC TRANSPORT FOR SOCIETY, ECONOMY & TOURISM Performed services in Saudi Arabia, UAE and other parts of the world Potential of Public Transport to revolutionize social life with added value for economy and tourism Demonstration of major aspects of state-of-the-art applications and infrastructure tailored to Omani condition Examples and recommendations for institutional, regulatory, infrastructural and IT framework which is vital for a successful implementation and operation

Marc Herkenrath, Senior Consultant, LRTC, Germany 1:25 – 1:50

PRESENTING ONTC’S FUTURE PLANS AND VISIONS Saleh Ahmed Al Badi, Chief Executive Officer, Oman National Transport Company INDUSTRY PANEL: PUBLIC TRANSPORT CHALLENGES AND PROSPECTS This panel aims to create a dialogue to share experiences, views and strategies in implementing sound policies to govern and regulate public transport. It will also cover developmental issues, challenges and opportunities for various sector.

1:50 – 2:20

Moderator: Isabelle J. Kayaloff, Managing Director, IJK & Associates GmbH Panelists: · Saleh Ahmed Al Badi, Chief Executive Officer, Oman National Transport Company · Azmi Abdul Aziz, Chief Development Officer, Land Public Transport Commission, Malaysia · Looi Teik Soon, Dean, LTA Academy, Singapore · Colin Brader, Managing Director, Integrated Transport Planning Ltd., UK · Marc Herkenrath, Senior Consultant, LRTC, Germany

2:20 – 2:30

WRAP-UP & CLOSING REMARKS BY THE CHAIRMAN

2:30

END OF DAY ONE & LUNCH

38

ُ ‫ س ــلطنة عم ــا ن‬- ‫ جرا ن ــد حي ــاة مس ــقط‬-

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‫أ كتو ب ــر‬

١٤ -١٣

Day Two: Tuesday, 14th October 2014, Afrah Ballroom 8:00 – 9:00

REGISTRATION & WELCOME COFFEEE (Pre-function area)

Plenary Session 9:00 – 9:10

RECAP OF THE PREVIOUS DAY PROCEEDINGS & INTRODUCTION OF THE CHAIRPERSON Ulrich Luedtke, Managing Director, LRTC

9:10 – 9:35

OMAN RAILWAY – OPENING THE GATEWAY TO THE REGION Nathan Wiles, General Manager for Projects, Oman Rail

9:35 – 10:00

ORGANIZATION OF PUBLIC TRANSPORT IN THE EU COUNTRIES Recommendation for Financing, Regulatory, Institutional and Contracting Aspects- Guido Bruggeman, Public Transport Expert Independent Consultant, The Netherlands

10:00 – 10:25

P3 MODEL TO IMPROVE ACCESS AND QUALITY OF PUBLIC TRANSPORT Isabelle J. Kayaloff, Managing Director, IJK & Associates GmbH

10:25 – 10:50

COLLABORATIVE PROGRESSIVE ASSURANCE ON THE DESIGN AND BUILD OF LARGE-SCALE TRANSPORT INFRASTRUCTURE PROJECTS IN OMAN AND GCC Chris Rolison, CEO & Co-Founder, Comply Serve Limited, UK

10:50 – 11:20

REFRESHMENTS & NETWORKING

11:20 – 11:45

OUR APPROACH TO ROAD SAFETY – RETHINKING THE WAY WE MOVE IN CITIIES Shaima Murtadha Al Lawati, Chief Executive Officer, Oman Road Safety Association

11:45 – 12:00

PUBLIC TRANSPORT PLANNING: PERFECT SERVICES ALL ALONG THE LINE FOR PASSENGERS AND PLANNERS Sonal Ahuja, Regional Director – Middle East, PTV Group

12:00 –12:30

Q & A ON KEY DISCUSSION POINTS

12:30 –1:00

CLOSING & RECOMMENDATION SESSION OF THE MUSCAT PUBLIC TRANSPORT MASTER PLAN PUBLIC TRANSPORT ADVISORY PANEL

1:00 – 1:20

WRAP-UP BY THE CHAIRMAN & THANK YOU NOTE BY THE ORGANIZERS

1:20

END OF THE CONFERENCE & LUNCH

About the Organizers

Past & Future Projects

Al Nimr International Exhibition Organizers is a well-established exhibition & conference organizing company in Oman comprising of an enthusiastic team of young, experienced and dynamic professionals, who are equipped with strong passion and skills to organize high profile events.

Al Nimr Group’s vision is to carry out high-quality events which would complement to the socio-economic development of Oman.

Our events are researched and produced aligned with the current policies, trends and market opportunities which provides value to various sectors and business community.

To know more about us, please visit www.alnimrexpo.com

39

13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman

Building The Nation Our Insatiable Passion Continues...

Partner in Progress

Galfar Engineering & Contracting SAOG, Oman’s largest construction company with EPC capability in Oil & Gas, Roads & Bridges, and Civil & Utilities sectors, operating in Oman and beyond, was established over 4 decades ago. Synonymous as the ‘Preferred Partner in Development’ in Oman, and with a turnover of over USD 1 Billion, Galfar today has grown from strength to strength to become the largest employer in the Private Sector.

40 www.galfar.com

The Will to Lead; A Passion to Excel!

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‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫الشركة الدولية للخدمات الميكانيكية ش ‪ .‬م ‪ .‬م شركة عمانية مسجلة لدى وزارة التجارة والصناعة تحت سجل‬ ‫تجاري رقم ( ‪ ، ) 1008474‬وتعمل في مجال تأجير الشاحنات والمقطورات بمختلف أنواعها والمعدات الثقيلة‬ ‫‪ ،‬وخاصة الرافعات ( كرينات ) حيث يتوفر لديها أسطول من هذه الرافعات تترواح حمولتها ما بين(‪ 25‬طن إلي‬ ‫‪ 300‬طن) ونحن من الشركات الرائدة في مجال تركيب الجسور وشق الطرق ‪ ،‬كما يتوفر لدينا معدات خاصة‬ ‫للعمل مع شركات النفط في مختلف التضاريس ‪.‬‬ ‫تأسست الشركة في نوفمبر ‪ 2000‬م للمشاركة في الحركة اإلقتصادية الواعدة في السلطنة واإلنخراط في‬ ‫المشاريع العمالقة في مجال شق الطرق وإقامة الجسور ومشاريع السكه الحديدية ‪ ،‬وإنشاء المطارات الجديدة‬ ‫من جهة ومشاريع البناء والتعمير من جهة أخرى ‪.‬‬

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‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫إيران على الجانب اآلخر من مضيق هرمز االستراتيجي‬ ‫وأكد التشغيل التجريبي الذي قامت به الشركة الوطنية‬ ‫للعبارات إمكانية تنفيذ هذه الخدمة من الناحية التقنية‬ ‫ومن المنتظر تدشين العمليات بشكل كامل بعد‬ ‫الحصول على الموافقات الالزمة من الحكومة للمضي‬ ‫قدما في التنفيذ‪.‬‬ ‫كما ان هناك خطط لربط دبي في شبكة الشركة‬ ‫الوطنية للعبارات ولكن لن يكون ذلك في وقت قريب‬ ‫ويقول الزدجالي عن ذلك « من الناحية الفنية نحن‬ ‫مستعدون للوصول بخدماتنا إلى دبي ولكن تركيزنا في‬ ‫المقام األول على تلبية احتياجات السوق المحلي ‪ .‬عالوة‬ ‫على ذلك فإن هناك طريق بري بين دبي وخصب ال‬ ‫يستغرق سوى ساعتين من السياح والمسافرين اآلخرين‪.‬‬ ‫أسطول على أعلى مستوى‬

‫غازي الزدجالي‪:‬‬ ‫خدماتنا تعد‬ ‫شريان حياة رئيسي‬ ‫آلالف المواطنين‬ ‫والمقيمين‬

‫وفي إطار الجهود التي تقوم بها الشركة الوطنية للعبارات‬ ‫لتوسعة الشبكة‪ ،‬استثمرت الشركة بشكل كبير في‬ ‫زيادة وتحديث أسطولها من العبارات السريعة حيث‬ ‫قامت الشركة في بداية األمر بشراء العبارتين السريعتين‬ ‫شناص وهرمز وهما أسرع عبارتان في العالم حيث يصل‬ ‫معدل السرعة إلى ‪ 55.9‬عقدة و‪ 56.3‬عقدة في الساعة‬ ‫على التوالي‪ .‬واآلن يضم أسطول الشركة سبع عبارات‬ ‫راقية ومهبط‪ .‬وحاليا تقوم شركة رودريجيز الدولية لبناء‬ ‫السفن ببناء ‪ 4‬عبارات للشركة الوطنية للعبارات وتحديدا‬ ‫العبارات الجنوبية ‪ ،‬صوقرة ‪ ،‬الحالنيات ومصيرة ‪. 4‬كذلك‬ ‫سيتم إضافة العبارتين جوهرة مصيرة وشنة في وقت‬ ‫الحق وسيكون هناك مهبط الحالنيات الذي سيتوفر به‬ ‫تقديم خدمات نقل البضائع الثقيلة عند الطلب ‪.‬‬ ‫كذلك ومما يشجع الكثير على السفر بحراً وجود‬ ‫خدمة نقل السيارات أيضا خالل الرحلة حيث أصبحت‬ ‫الشركة الوطنية للعبارات تقدم هذه الخدمة لكافة‬ ‫الركاب المسافرين على خط مسقط ‪ /‬خصب وشنة ‪/‬‬ ‫خصب وشنة ‪ /‬مصيرة وخط شناص‪/‬دبا‪/‬خصب وتتميز‬ ‫كافة العبارات بأنها توفر مساحة رحبة على كافة األسطح‬ ‫تقريبا وهو ما يضمن نقل هذه السيارات بطريقة آمنة‪.‬‬ ‫وتساهم الجهود التي تقوم بها الشركة الوطنية‬ ‫للعبارات‪ ،‬الشركة الوطنية العاملة في مجال النقل‬ ‫البحري‪ ،‬في تعزيز قطاع السياحة في السلطنة من‬ ‫خالل إتاحة الفرصة للوصول إلى أماكن كان من الصعب‬ ‫الوصول إليها من قبل رغم أنها ذات جمال طبيعي أخاذ‪.‬‬

‫دراسة التاكسي البحري‬

‫وتدرس الشركة الوطنية للعبارات تقديم خدمة التاكسي‬ ‫المائي بما يدعم خطط السلطنة الطموحة لتشغيل نظام‬ ‫النقل العام المتكامل في محافظة مسقط وتعتبر الشركة‬ ‫الوطنية للعبارات العنصر األساسي في مشاريع النقل‬ ‫العام في مسقط «وهي المبادرة التي أطلقتها وزارة‬ ‫النقل واالتصاالت بالتعاون مع بلدية مسقط والشركة‬ ‫العمانية للنقل الوطني وجهات أخرى‪.‬‬ ‫وذكر غازي الزدجالي‪ ،‬مدير التسويق والتنسيق في‬ ‫الشركة الوطنية للعبارات‪« :‬ستكون خدمات التاكسي‬ ‫المائي جز ًءا من خدمات النقل العام المتوقعة في مسقط‬ ‫وما حولها حيث ومع زيادة أعداد المركبات بشكل‬ ‫كبير على الطرق ووصول شبكة الطرق تقريبا إلى نقطة‬ ‫التشبع سيكون التوسع في البحر ويعد تسيير خطوط‬ ‫بحرية أحد الحلول المثالية للتعامل مع هذه المشكلة‬ ‫وتلبية احتياجات الركاب المسافرين بين مناطق وسط‬ ‫العاصمة واألحياء القريبة منها وسوف يتم دمج هذه‬ ‫الخدمات مع وسائل نقل أخرى تخدم العاصمة»‪.‬‬ ‫وتتعاون الشركة الوطنية للعبارات مع شركة إسبانية‬ ‫متخصصة في مجال هندسة النقل وهي شركة ‪INECO‬‬ ‫والتي تم التعاقد معها من قبل وزارة النقل واالتصاالت‬ ‫إلعداد خطة رئيسية لنظام النقل العام المتكامل الذي‬ ‫سيغطي منطقة العاصمة‪.‬‬ ‫ووفقا للخطط األولية التي وضعتها الشركة فسيكون‬ ‫هناك حاجة الى تاكسيات مائية مصممة بسرعات عالية‬ ‫لتوفير وسيلة نقل مريحة وسريعة في المواقف الرئيسية‬ ‫على الساحل في مسقط وسيكون طول كل تاكسي ما‬ ‫بين ‪ 15‬إلى ‪ 30‬مترا ويعتمد ذلك على السعة وسيسافر‬ ‫القارب بسرعة حوالي ‪ 25‬عقدة في الساعة وسوف يتنقل‬ ‫المسافرون في تاكسيات بحرية مكيفة ومريحة ويتنقلون‬ ‫بسهولة بين المكان واآلخر‪.‬‬ ‫واختتم الزدجالي حديثة قائال «سنحتاج إلى عشر‬ ‫تاكسيات بحرية على األقل في المرحلة األولى من‬ ‫المشروع وسيتم تحديد العدد المثالي بناء على االحتياج‬ ‫عالوة على ذلك نرى بأننا بحاجة إلى ما ال يقل عن‬ ‫‪ 10‬محطات في المسافة بين البستان وبركاء حتى‬ ‫تحظى الخدمة باإلقبال المرجو‪ ,‬كما البد من أن يكون‬ ‫هناك ربط ما بين خدمة التاكسي البحري وشبكات‬ ‫النقل بالحافالت حتى يتم الربط بين مواقف التاكسي‬ ‫البحري والمواقف األخرى في األحياء المحيطة بمنطقة‬ ‫العاصمة ومن شأن ذلك أن يلعب دوراً كبيرا في نجاح‬ ‫هذا المشروع»‪.‬‬ ‫‪15‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫المدينة الساحلية في محافظة مسندم ‪.‬‬ ‫ويشير الزدجالي الى أن العمليات التي دشنتها‬ ‫الشركة الوطنية للعبارات قبل خمس سنوات كانت تبشر‬ ‫بحدوث تطورات كبيرة في حركة التجارة والسياحة‬ ‫ومرافق البنية األساسية حيث تم البدء في إنشاء العديد‬ ‫من الفنادق والمنتجعات ويجري العمل في المزيد منها‬ ‫في الوقت الحالي ‪ .‬كذلك زادت أعداد السياح الوافدين‬ ‫إلى خصب بشكل كبير ومن المنتظر أن تشهد مصيرة‬ ‫تحوالت مشابهة خالل السنوات القادمة‪.‬‬ ‫شبكة تتوسع‬

‫وتخطط الشركة الوطنية للعبارات لفتح خط جديد‬ ‫لجزر الحالنيات في الجنوب الشرقي من ظفار وهي‬ ‫من المناطق الصخرية الوعرة التي ال يعيش فيها سوى‬ ‫بعض التجمعات من الصيادين ومربي الحيوانات ‪ .‬وتتميز‬ ‫المياه الموجودة حول الجزيرة بتنوع البيئة البحرية وأن‬ ‫بها بعض من أفضل فصائل الشعب المرجانية في المحيط‬ ‫الهندي‪ .‬كذلك فإن هذه المنطقة النائية التي حافظت‬ ‫على طبيعتها هي اكبر موطن للسالحف الخضراء في‬ ‫العالم إلى جانب أنها أحد مواطن الحيتان النادرة التي‬ ‫ال تهاجر من مكانها‪.‬‬ ‫وفور انتهاء الحكومة من أعمال تطوير جزر الحالنيات‬ ‫في محافظة ظفار سيتم تدشين خدمات العبارات بين‬ ‫حاسك وجزر الحالنيات ويقول الزدجالي «هدفنا هو‬ ‫تلبية متطلبات النقل لألهالي وفي نفس الوقت زيادة‬ ‫حركة السياحة والتجارة في هذه المناطق وعندما نقوم‬ ‫بتسيير رحالت منتظمة فإننا سنكون قادرين على جذب‬ ‫الكثير من السياح إلى هذه المناطق خاصة خالل موسم‬ ‫الخريف»‪.‬‬ ‫على الرغم من أن الطلب على توفير خدمة نقل بحري‬ ‫عن طريق العبارات إلى صور ليس كبيرا إال أن الشركة‬ ‫أيضا وضعت صور على قائمة البحث والدراسة ويقول‬ ‫الزدجالي أنه يجري في الوقت الحالي تنفيذ بعض‬ ‫الدراسات من جانب الشركة الوطنية للعبارات وأحدى‬ ‫الشركات الدولية لبيان جدوى تشغيل خط بحري‬ ‫مسقط‪ -‬صور‪ -‬مصيرة ولكن ونظراً لوجود طريق بري‬

‫‪14‬‬

‫ممتاز بين مسقط وصور فإن من المتوقع أن ال يكون‬ ‫الطلب على خدمات النقل عن طريق البحر كبير‪ .‬مع‬ ‫هذا فإن الشركة الوطنية للعبارات لديها خطط لربط‬ ‫صور في الشبكة بمجرد االنتهاء من تنفيذ مرافق البنية‬ ‫األساسية المطلوبة‪.‬‬ ‫وهناك مواقع أخرى مقترحة ضمن خطة الشركة‬

‫الرامية إلى ربط المناطق الساحلية التي يصعب الوصول‬ ‫لها والقرى والمجتمعات ببعضها البعض ومن ذلك كمزار‬ ‫في أقصى الشمال في محافظة مسندم‪.‬‬ ‫عالوة على ذلك وبهدف دعم حركة التجارة والسفر‪،‬‬ ‫قامت الشركة الوطنية للعبارات بوضع خطط لمد‬ ‫خدماتها وتغطية بندر عباس على جزيرة قشم في‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫وتهدف للربط ما بين ‪ 14‬ميناء ومجتمع محلي‬ ‫لديهم وبدأ الكثير منهم خاصة أولئك الذين يعملون‬ ‫في مسقط وطلبة المدارس والجامعات في مسقط‬ ‫يستخدمون هذه العبارات للسفر إلى هناك ‪ .‬كما بدأ‬ ‫التجار الذين يقومون بشراء بضائعهم من العاصمة في‬ ‫الشحن عن طريق هذه العبارات إلى الوجهات المعنية‬ ‫كما يستفيد السياح من هذه العبارات في الوصول‬ ‫إلى أماكن كانت من قبل بعيدة ونائية ويعتبر تسهيل‬ ‫الوصول إلى هذه األماكن السياحية الخالبة مساهما‬ ‫رئيسا في زيادة االستثمار والنشاط التجاري في هذه‬ ‫المناطق‪.‬‬ ‫دور رائد‬

‫من بين األمثلة الواقعية على الدور الريادي الذي تقوم به‬ ‫الشركة الوطنية في توفير خدمات نقل الركاب خط شنة‬ ‫مصيرة الذي تم تدشينه في منتصف أغسطس وأتاح‬ ‫للركاب والسياح الوصول إلى هذه المناطق بسهولة بعد‬ ‫أن كان الممر المائي يفصل شنة عن الجزيرة الرئيسية‬ ‫جزيرة مصيرة‪ -‬قبل توفير هذه الخدمة بشكل منتظم‪.‬‬‫ويقول الزدجالي ان الشركة الوطنية للعبارات تعمل‬ ‫على أحداث فارق في حياة الناس في جزيرة مصيرة‬ ‫وقد أصبح بإمكان الكثيرين السفر في قوارب سريعة‬ ‫ومريحة ومأمونة تتوفر فيها المعايير الدولية ويحصل‬ ‫الركاب الذين يسافرن بسياراتهم ويحملون بضائع أيضا‬

‫نخطط لتوفير‬ ‫التاكسي المائي‬ ‫في اطار مخطط‬ ‫متكامل للنقل العام‬ ‫في مسقط‬

‫على خدمة نقل مريحة للبضائع والسيارات أيضا‪ .‬عالوة‬ ‫على ذلك فإن الخدمة تسير وفق مواعيد وجداول زمنية‬ ‫معنية بحيث يمكن للمسافرين التخطيط لزيارة مصيرة‬ ‫دون الحاجة إلى االنتظار وقت طويل‪.‬‬ ‫هذا يعني أن إضافة خط شنة مصيرة لشبكة النقل‬ ‫البحري للشركة الوطنية للعبارات قد وضعت حداً لمعاناة‬ ‫األهالي والسياح الزائرين للمنطقة من ضعف الخدمات‬ ‫المقدمة لهم من المشغلين من الشركات الخاصة‬ ‫والذين لم تكن خدماتهم ترقى إلى المستوى المطلوب‬ ‫والمأمول ‪ .‬وبعد تسيير هذه الخطوط يمكن القول بأن‬ ‫مصيرة تستعد ألن تكون أحد الوجهات العالمية لعشاق‬ ‫الرياضات المائية وكذلك وجهة مثالية لالستثمار في‬ ‫المنتجعات الشاطئية ومرافئ القوارب‪.‬‬ ‫وأوضح الزدجالي‪«:‬منذ تدشين خط الشركة الوطنية‬ ‫للعبارات بين شنة ومصيرة حصلنا على انطباعات‬ ‫إيجابية من السياح من خارج السلطنة حول رضاهم عن‬ ‫الخدمة الجديدة وقد التقيت شخصياً بالعديد من السياح‬ ‫من السعودية والكويت ومن مختلف دول أوروبا وعبروا‬ ‫جميعا عن سعادتهم بالتعرف على هذا الجمال الخالب‬ ‫في جزيرة مصيرة»‬ ‫ومن بين الخطوط المهمة أيضا خط مصيرة ‪ -‬خصب‬ ‫‪ ،‬حيث تعد االخيرة المركز اإلداري لمحافظة مسندم‪ ،‬و‬ ‫قبل تدشين هذا الخط كان من الصعب الوصول إلى هذه‬

‫‪44‬‬ ‫‪13‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫الشركة الوطنية للعبارات‪:‬‬

‫ً‬ ‫شبــــكـة النقل البحــري تشــــــهد نموا كبيرا‬ ‫تعمل الشركة الوطنية للعبارات على توسعة عملياتها‬ ‫وانشطتها بما يساهم في تعزيز ودعم البنية األساسية‬ ‫للسلطنة وتحقيق النمو االقتصادي المنشود على الساحل‬ ‫العماني وفتح طرق جديدة للوصول إلى مجتمعات كانت‬ ‫من قبل في أماكن نائية يصعب الوصول لها‪.‬‬ ‫وعلى مدار ستة اعوام من ممارسة نشاطها نجحت‬ ‫الشركة الوطنية للعبارات في طي المسافات بين الساحل‬ ‫العماني الذي يمتد على مسافة ‪ 3165‬كلم مربع من‬ ‫خالل الربط بين المدن الرئيسية والمجتمعات الموجودة‬ ‫على الساحل عن طريق شبكة النقل البحري التابعة‬ ‫للشركة وعندما يتم تنفيذ الخطة كاملة خالل السنوات‬ ‫القادمة ‪،‬سيكون لدى السلطنة وسيلة نقل فاعلة وسريعة‬ ‫ومأمومة واقتصادية الكلفة تغنيها عن وسائل النقل‬ ‫المستخدمة حاليا من جانب كافة المواطنين والمقيمين‬ ‫والسياح ومن شأن هذه الجهود أيضا أن تساعد السياح‬ ‫الوصول إلى أماكن ومناطق خالبة على الساحل العماني‬ ‫لم يكن من السهل الوصول لها من قبل‪.‬‬ ‫وإلى جانب المضي قدماً في تنفيذ استراتيجيتها‬ ‫الرامية إلى الربط ما بين ‪ 14‬ميناء ومجتمع محلي‬ ‫من خالل شبكة النقل البحري التي تشهد نمواً كبيرا‪،‬‬ ‫تستعد الشركة الوطنية للعبارات أيضا لتوفير خدمات‬ ‫النقل البحري كجزء من المخطط األساسي للنقل العام‬ ‫المتكامل في مدينة مسقط‪.‬‬

‫‪45‬‬ ‫‪12‬‬

‫مساهمة في التنمية‬

‫غازي الزدجالي‬ ‫رئيس التسويق واالتصاالت في الشركة الوطنية للعبارات‬

‫وذكر غازي الزدجالي‪ ،‬رئيس التسويق واالتصاالت‬ ‫في الشركة الوطنية للعبارات أنه منذ البداية حرصت‬ ‫الشركة على المساهمة بقوة في التنمية االقتصادية التي‬ ‫تشهدها السلطنة ولذلك كان تركيزنا في بادئ األمر على‬ ‫ربط المدن والتجمعات الساحلية ببعضها البعض ألن من‬ ‫شأن ذلك أن يزيد حركة التجارة والسياحة واالستثمار‬ ‫في هذه المواقع البعيدة وهو األمر الذي يساهم بدوره‬ ‫في تحقيق أهداف الحكومة ونشر ثمار التنمية في كافة‬ ‫مناطق السلطنة‪.‬‬ ‫وفي الوقت الحالي‪ ،‬تقدم الشركة ‪،‬المملوكة للدولة ‪،‬‬ ‫خدماتها إلى سبعة موانئ ووجهات عمانية هي مسقط‬ ‫وخصب وليما ودبا وشناص وشنه ومصيرة وسوف تتوسع‬ ‫قريبا لتغطي مساحة ‪ 14‬موقعاً على ساحل السلطنة‬ ‫الطويل ويجري العمل حاليا لإلنتهاء من التجهيزات‬ ‫الالزمة لتسيير رحالت إلى صاللة وجزر الحالنيات‬ ‫وحاسك والشويمية والدقم وصور وكمزار مع وجود‬ ‫خطط مستقبلية للوصول إلى بندر عباس في إيران‬ ‫ودبي في اإلمارات العربية المتحدة‪.‬‬ ‫وال شك إن هذه الخدمات أثبتت أنها شريان حياة‬ ‫رئيسي لآلالف من المواطنين والمقيمين في المجتمعات‬ ‫المحلية حيث زاد إقبال الكثير منهم على االستفادة من‬ ‫الخدمات التي تقدمها الشركة في تلبية احتياجات السفر‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫الخدمة المقدمة وعلى عامل السعر والراحة وعلى وجود‬ ‫ربط مشترك بين مختلف وسائل النقل األخرى وكذلك‬ ‫الوقت المستغرق في تقديم الخدمة ‪ .‬بعد ذلك تأتي مسألة‬ ‫تخصيص حارات معينة لوسائل النقل العام في الطرق وهو‬ ‫أمر مثار جدل في العديد من دول العالم‪ .‬هناك اشتراطات‬ ‫معينة يجب الوفاء بها قبل تقديم خدمة نقل عام فاعلة‬ ‫للجمهور وتعظيم العائد على االستثمارات التي يتم ضخها‬ ‫في هذا المجال‪.‬‬ ‫تفاؤل‬

‫مع هذا يشعر الرئيس التنفيذي بمنتهى التفاؤل من أن‬ ‫المواطنين والمقيمين سوف ينجذبون إلى وسائل النقل‬ ‫العام ال سيما وأن نسبة كبيرة من الشعب العماني من جيل‬ ‫الشباب الذي يتسم باالنفتاح والمعرفة والرغبة في التواصل‬ ‫والمشاركة ومن شأن مثل هذه الصفات أن تساعد على‬ ‫انتشار استخدام وسائل النقل العام على المدى الطويل‪ .‬كما‬ ‫ان الفوائد االجتماعية واالقتصادية للخدمة ستتحقق بعون‬ ‫الله عند توفر الخدمة بشكل متكامل مع نهاية العام القادم ‪.‬‬

‫كما أشار الرئيس التنفيذي إلى أنه وفي اطار الجهود التي‬ ‫يتم بذلها للتأكد من تحديد مواصفات ومقاييس حافالت‬ ‫النقل العام بالسلطنة قامت شركة النقل الوطنية العمانية‬ ‫بتنفيذ العديد من الدراسات الرئيسية أحدها متعلق بصياغة‬ ‫مواصفات ومقاييس الحافالت حيث اعتمدت ثالث كراسات‬ ‫بالمواصفات والمقاييس مؤخرا‪ ،‬األولي للحافالت التي سيتم‬ ‫شراءها واستخدامها للنقل داخل المدينة والكراسة الثانية‬ ‫للحافالت بين المدن والكراسة الثالثة للحافالت للمسافات‬ ‫الطويلة أكثر من ‪ 1000‬كم باالتجاه الواحد ‪.‬‬ ‫وأضاف صالح البادي « نعرف أنه من بين التحديات التي‬ ‫نتوقعها تلك المتعلقة بالوقت المطلوب من تاريخ إعطاء األمر‬ ‫بتصنيع الحافالت وحتى تسليمها وجاهزيتها للخدمة على‬ ‫الطريق وهي فترة تتراوح ‪ 12‬الي ‪ 15‬شهرا حسب بيوت‬ ‫الخبرة المتخصصة لذلك قررنا أن نقوم بتطوير المواصفات‬ ‫الخاصة بالحافالت منذ البداية ‪ ‬في عمليات التخطيط‬ ‫وبمساعدة الخبراء واالستشاريين قمنا بوضع المواصفات‬ ‫التي تالئم طبيعة الخدمة المقدمة وهندسة الطرق والجوانب‬ ‫المتعلقة بالحركة المرورية والطبيعية الطبوغرافية للسلطنة ‪.‬‬ ‫محرك أساسي‬

‫وقد نجحت شركة النقل الوطنية العمانية في تحقيق قفزات‬ ‫وطفرات هائلة وهي تستعد ألن تصبح محركاً أساسيا وراء‬ ‫نمو قطاع النقل العام في مسقط وبينما زاد عدد الحافالت‬ ‫المملوكة للشركة كما اسلفنا فإننا نعمل حاليا علي تجديد‬ ‫الكثير من حافالتنا‪.‬‬ ‫وفي إطار الجهود التي يتم القيام بها لالستعداد‬ ‫للتحوالت القادمة ‪ ،‬تركز شركة النقل الوطنية العمانية على‬ ‫تدريب وتطوير موظفيها وفي نفس الوقت تعزيز تواجدها‬ ‫ومكانتها داخليا وخارجيا وعن ذلك يقول صالح البادي‪»:‬‬ ‫نحن نعمل على أن يكون لدينا حضور في الساحة الدولية‬ ‫من خالل المشاركة في المؤتمرات والهدف من ذلك هو‬ ‫التعريف بالفرص االستثمارية الموجودة في السلطنة بسب‬ ‫قيامها بتنفيذ نظام نقل عام حديث ومتطور‪ .‬وعلى الجانب‬ ‫اآلخر‪ ،‬نحن حريصون على االستفادة من خبرات وتجارب‬ ‫الشركات التي لها باع طويلة في هذا المجال وحريصون‬

‫أيضا على تطبيق أفضل الممارسات‪ .‬إلى جانب مشاركتنا‬ ‫في المعارض والمؤتمرات فإننا غالبا ما نشارك في جلسات‬ ‫النقاش العامة في هذه المنتديات كمحاورين رئيسيين‪.‬‬ ‫تكامل بين وسائل النقل‬

‫وأشاد صالح البادي بالتزام الشركة وحرصها على توفير‬ ‫شبكة نقل عام فاعلة في مسقط وأن تكون هذه الشبكة‬ ‫متكاملة مع وسائل النقل األخرى مشيرا إلى أن مجلس‬ ‫اإلدارة برئاسة سعادة المهندس سالم بن محمد‪ ‬النعيمي‬ ‫وكيل‪ ‬وزارة‪ ‬النقل‪ ‬واالتصاالت‪ ‬للنقل‪ ,‬رئيس مجلس‬ ‫االدارة‪ ‬قام باعتماد رؤية الشركة التي تهدف لتقديم خدمات‬ ‫نقل عام امنه ويسهل الوصول إليها ويمكن االعتماد عليها‬ ‫في السلطنة ‪ .‬وأضاف‪ »:‬الشركة على قناعة بأنها تسير‬ ‫على الطريق الصحيح وان اعتماد الخطة الرئيسية سيحدد‬ ‫مستقبل الشركة علي المستويين المتوسط والطويل «‪.‬‬ ‫وأشار الرئيس التنفيذي الي ان تدريب وتأهيل وتطوير‬ ‫موظفينا هدف اسمي سنظل نعمل عليه بشكل جاد‬ ‫ومتواصل وهادف وان الشركة قامت خالل هذا العام بتدريب‬ ‫أكبر عدد من موظفيها في تاريخها دفعة واحدة وترى‬ ‫الشركة أن التدريب والتأهيل والتطوير هام جدا لتحقيق‬ ‫الطموحات المنتظرة من موظفينا وأكد أن ما تم حتي اآلن‬ ‫ال يرقى إلى طموح اإلدارة وأن السنوات القادمة ستشهد‬ ‫طفرة جيده في هذا الجانب ‪ .‬كما ان هناك بعض المشاريع‬ ‫تحت التنفيذ وبعضها جاري العمل عليه تصب في صالح‬ ‫تطوير قدرات الشركة داخليا وتعزز من قدراتها علي تحقيق‬ ‫أهدافها ‪ .‬وتوجه الرئيس التنفيذي بالشكر لكل موظفيه علي‬ ‫جهودهم المميزة لهذا العام والعام المنصرم‪.‬‬ ‫وأشار إلى أن هناك مجموعة من المشاريع تصب‬ ‫لصالح موظفينا حيث طرحت مناقصة سكن الموظفين‬ ‫الجديد وكذلك مشاريع مميزة تهدف لرفع مستوى‬ ‫الرضاء الوظيفي وبالتالي رفع مستويات اإلنجاز والعمل‬ ‫الجاد وان هذه المشاريع ستحقق بيئة نقل عام لموظفينا‬ ‫بأفضل الممارسات وجودة طيبة في النتائج تماشيا مع‬ ‫تطلعات موظفينا وعمالئنا الحاليين والمنتظر تقديم‬ ‫الخدمة لهم‪.‬‬ ‫‪11‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫وبين مسقط وباقي المحافظات ‪.‬‬ ‫ومن المتوقع أن تشهد شركة النقل الوطنية العمانية‬ ‫المملوكة بشكل كامل للحكومة العمانية تطورات إيجابية‬ ‫مهمة خالل الفترة القادمة السيما وأن مجموعة من‬ ‫المشاريع تم طرحها من بينها مناقصة شراء حافالت النقل‬ ‫العام‪ ،‬وأشار الرئيس التنفيذي إلى أن طرح هذه المناقصة‬ ‫يأتي في إطار التوجيه الصريح من معالي الدكتور وزير النقل‬ ‫واالتصاالت ومن مجلس إدارة الشركة بضرورة التشغيل‬ ‫التجريبي بمسقط ألول خط قبل نهاية عام ‪ , 2015‬واوضح‬ ‫الرئيس التنفيذي أنه بعد ان تم طرح المناقصة فإننا في‬ ‫انتظار العروض المقدمة والمستندة علي مستندات واضحة‬ ‫للمواصفات والمقاييس لحافالت الشركة مع مالحظة أن‬ ‫تصنيع مثل هذا النوع من الحافالت يستغرق وقتا قد يصل‬ ‫إلي نحو عام وأننا ماضون في تحقيق الهدف المحدد لنا بناء‬ ‫علي توجيه معاليه ومجلس اإلدارة وجادون في تحقيق‬ ‫ذلك بعون الله‪.‬‬ ‫جذب الشركات الدولية‬

‫وأكد صالح البادي أن هناك حرص تام على التأكد من أن‬ ‫كل شيء يمضي وفق خطه متكاملة ويقود في النهاية إلى‬ ‫تحقيق غايات الشركة وأهدافها االستراتيجية المحددة‪ ،‬وان‬ ‫يتم إعداد وثائق المناقصة بشكل يجذب الشركات الدولية‬ ‫المتخصصة والعاملة في هذا المجال للسوق العماني ‪ .‬عالوة‬ ‫على ذلك سيتم إعداد الخطة الرئيسية بشكل يضمن‬ ‫تكامل شركة النقل الوطنية العمانية مع وسائل النقل‬ ‫األخرى التي تشرف عليها جهات أخري تحت اشراف وزارة‬ ‫النقل واالتصاالت وبالتعاون مختلف الجهات المعنية مثل‬ ‫المجلس األعلى للتخطيط وبلدية مسقط والجهات ذات‬ ‫االختصاص ونأمل من خالل هذا التعاون مع الشركاء أن‬ ‫نتأكد من أن اهدافهم ورؤاهم سيتم االستفادة منها وان‬ ‫تكون جزء هاما من مدخالت الخطة‪.‬‬ ‫وأوضح صالح البادي أن الخطة الرئيسية للشركة تتضمن‬ ‫ثالثة أهداف عريضة أولها أنها ستحدد االستراتيجية‬ ‫وخريطة الطريق لنشر خدمات الحافالت بداية في مسقط‬ ‫وبعد ذلك في باقي السلطنة حتي العام ‪ . 2040‬وثانيا سوف‬ ‫‪10‬‬

‫حققنا انجازات‬ ‫مميزة برفع‬ ‫أسطول الشركة‬ ‫‪ 90%‬وزيادة‬ ‫موظفيها ‪55%‬‬

‫تتضمن الخطة مصادر وخيارات للتمويل وثالثا وهو األمر‬ ‫االهم فإن الخطة الرئيسية ستحدد مستقبال كل المتطلبات‬ ‫من األراضي والبنية الالزمة لتأسيس ودعم مشاريع البنية‬ ‫األساسية الخاصة بهذا المجال مثل بناء محطات رئيسية‬ ‫ومحطات فرعية وورش صيانة والمرافق األخرى المختلفة‪.‬‬ ‫ثقافة السيارة الخاصة‬

‫ويدرك صالح البادي أن تنفيذ هذه االستراتيجية يواجه‬ ‫بعض التحديات نظرا الن قطاع النقل العام ال يزال في‬ ‫بداياته في السلطنة وتعمل الشركة علي بذل أقصى جهد‬ ‫ممكن وإيجابي وعملي للتغلب على هذه التحديات لتقديم‬ ‫أفضل الخدمات التي تلبي تطلعات الجميع‪.‬‬ ‫ومن بين أهم العقبات التي يجب التغلب عليها هو‬ ‫التخلص من ثقافة امتالك سيارة خاصة في سلطنة عمان‬ ‫ولهذا وكما يقول صالح البادي نحن بحاجة إلى تغيير‬ ‫الطريقة التي يفكر بها الناس ونشجعهم على التحول من‬ ‫امتالك سيارة خاصة إلى استخدام المواصالت العامة وفي‬ ‫هذا الصدد فإن نجاحنا سيتوقف بشكل كبير على جودة‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫تصبح مثاال نموذجيا في هذا الجانب وعلى سبيل المثال‬ ‫فان الشركة قدمت اكثر من ‪ 29‬خدمة للوزارة‪.‬‬ ‫وأكد صالح البادي‪ »:‬إن الثقة التي أولتنا اياها جهات‬ ‫حكومية تستفيد من خدماتنا مثل جامعة السلطان قابوس‬ ‫من خالل ترسية عقد استراتيجي لمدة ثالث سنوات ووزارة‬ ‫التربية والتعليم من خالل تعاقد لخمس سنوات وجهات‬ ‫أخرى متعددة خاصة وحكومية تثبت أننا على الطريق‬ ‫الصحيح وان العام القادم سيكون أفضل بعون الله» ‪ .‬وقال‬ ‫صالح البادي‪ »:‬إننا ال نعمل علي التعاقد مع عمالءنا فقط‬ ‫وتقديم خدمة نقل محدودة ولكننا نسعي إلى أن نحدث‬ ‫تطويرا استراتيجيا ومهما علي مستوي القطاع من خالل‬ ‫جودة أفضل للخدمة ونوعيتها ومدة التعاقد وكذلك الخدمات‬ ‫المقدمة للمستفيدين من خدماتنا لتحصل شركتنا علي‬ ‫مركز متقدم في مجال نوعية الخدمات المقدمة وعددها»‪.‬‬ ‫وأشار الرئيس التنفيذي الي أن شركة النقل الوطنية تؤمن‬ ‫بالشراكة بينها وبين عمالءها وان هذه الشراكة تستلزم‬ ‫أن يشعر الجميع بفوائد التعاقد وعوائده ولذلك تمكنت‬ ‫الشركة من الحصول علي رسائل شكر متعددة وقيام بعض‬ ‫الشركات التي لدينا تعاقدات معها بتمديد فترات التعاقد‬ ‫كما أن المسئولية االجتماعية جزء من أهداف وأولويات‬ ‫الشركة وتتضمن بعض عقودنا خدمات مجانية لتحقيق‬ ‫دورنا وواجباتنا تجاه القطاع والمجتمع وتجاه عمالءنا‪.‬‬ ‫وذكر صالح البادي انه فيما يتعلق بالنقل العام والجماعي‬ ‫فإن الشركة تعمل علي تطوير خطة استراتيجية تعتمد‬ ‫علي أفضل الممارسات في قطاع النقل العام بالحافالت‬ ‫لتشمل كافة السلطنة لألعوام ‪ 2015‬ولغاية عام ‪2040‬‬ ‫وتركز الشركة علي مجموعة من األهداف االستراتيجية‬ ‫في نشاطها والعمل على التحول من تشغيل محدود لقطاع‬ ‫النقل العام الي توسعة استراتيجية وهادفة تحقق أهداف‬ ‫تشغيل خطوط حافالت للنقل العام في محافظة مسقط‬ ‫‪9‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫صالح البادي‪:‬‬ ‫شركة النقل الوطنية تستعد إلحداث نقلة نوعية في خدماتها‬ ‫على المدى المتوسط والبعيد‬

‫في إطار جهود شركة النقل الوطنية العمانية للتحول‬ ‫االستراتيجي المنظم إلى شركة نقل عام رائدة في تطوير‬ ‫وإدارة وتشغيل النقل العام ( الحافالت ) فإن الشركة تقوم‬ ‫بتطوير مجموعة من المشاريع التخصصية في عدة مجاالت‬ ‫بعضها مرتبط بالنقل العام بالحافالت وبعضها مرتبط بالتعاقد‬ ‫االستراتيجي مع مجموعة من العمالء المميزين‪ ,‬كما أن‬ ‫الشركة تستعد إلحداث نقلة نوعية في خدماتها وأنشطتها‬ ‫على المدى المتوسط والبعيد‪.‬‬ ‫وذكر صالح بن أحمد البادي الرئيس التنفيذي لشركة‬ ‫النقل الوطنية العمانية أن األهداف التي تسعى الشركة الى‬ ‫تحقيقها سوف تتم من خالل خطط تطوير ممنهجة وهادفة‬ ‫واستراتيجية وسيتم حشد كل وسائل التنفيذ واإلنجاز‬ ‫مشيرا إلى أن الشركة ماضية في تطوير خطة استراتيجية‬ ‫متكاملة وبعد اكتمال هذه الخطة سيتم عرضها علي الجهات‬ ‫المعنية لالعتماد‪.‬‬ ‫وأوضح الرئيس التنفيذي أنه في مجال التشغيل فإن‬ ‫الشركة حققت انجازا مميزا في عام ‪ 2013‬حيث رفعت‬ ‫الشركة حجم أسطولها بنسبة ‪ 90‬بالمائة وزاد عدد موظفي‬ ‫الشركة بنسبة ‪ 55‬بالمائة وجميع من تم تعيينهم خالل‬ ‫العام المنصرم هم كفاءات عمانية كما أن تعاقدنا كان‬ ‫مشروطا بعدم المساس بأي تعاقد حالي مع وزارة التربية‬ ‫والتعليم ‪.‬‬ ‫أما بالنسبة لإليرادات فقد ارتفعت في عام ‪ 2013‬بنسبة‬ ‫‪ 38‬بالمائة مقارنه بالعام المالي ‪ 2012‬وهي نسب تطور‬ ‫مميزة مقارنة مع شركات النقل علي مستوي المنطقة‬ ‫خالل نفس العام‪.‬‬ ‫وأشار الرئيس التنفيذي إلى أن الشركة دخلت في قطاع‬ ‫النقل الطالبي ألسباب عديدة من ضمنها رفع جودة الخدمة‬ ‫وتحسين مستواها ونوعيتها وتقديم حلول تكاملية يستند‬ ‫إليها عند تعريف جودة الخدمة في قطاع النقل الطالبي وأن‬ ‫‪8‬‬

‫خطة استراتيجية‬ ‫متكاملة قيد التطوير‪..‬‬ ‫ونسعى إلى توفير‬ ‫أفضل الممارسات في‬ ‫قطاع النقل العام‬ ‫بالحافالت‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫النقل العام‪..‬‬ ‫اعداد دراسة استراتيجية‬ ‫وقانون لتنظيم أنشطة النقل البري‬ ‫تشهد السلطنة انعقاد المؤتمر األول من نوعه تحت‬ ‫عنوان « النقل العام عمان» خالل الفترة من ‪14-13‬‬ ‫أكتوبر ‪ 2014‬والذي تنظمه ‪ ‬الجمعية العمانية للنقل‬ ‫البري بالتعاون مع شركة النمر للمعارض والمؤتمرات‬ ‫بهدف وضع حلول لتطوير قطاع النقل العام في السلطنة‪.‬‬ ‫ويحمل انعقاد هذا المؤتمر أهمية كبيرة في ظل‬ ‫االهتمام المتزايد بالنقل الجماعي والمواصالت العامة‬ ‫والتي تساهم في الحد من الحوادث المرورية وتوفر‬ ‫التكاليف اليومية للوقود فضال عن تقديم حلول‬ ‫مستدامة لالختناقات المرورية في ظل تزايد عدد‬ ‫السكان والمركبات بكافة أنواعها‪.‬‬ ‫وإلى جانب الفوائد المباشرة لتطوير قطاع النقل‬ ‫العام فهناك أيضا الكثير من الفوائد غير المباشرة حيث‬ ‫سيسهم تطوير القطاع بشكل كبير في توفير فرص عمل‬ ‫للشباب العماني وتعزيز الفرص االستثمارية للمؤسسات‬ ‫الصغيرة والمتوسطة خاصة أن السلطنة تشهد تنفيذ‬ ‫عدد من مشاريع البنية األساسية والتجارية على أعلى‬ ‫مستوى ويمكن القول ان النقل العام سيلعب دوراً هاماً‬ ‫ومحوريا في تحقيق التنمية‪ ،‬خاصة في ظل الزيادة‬ ‫المتنامية في السكان‪.‬‬ ‫ويعد قطاع النقل البري من أهم المجاالت التي يمكن‬ ‫االستثمار فيها‪ ،‬وتحتاج السلطنة الى التوسع في اقامة‬ ‫مشاريع النقل العام لتتواكب مع التنمية التي تشهدها‬ ‫في كافة القطاعات والمجاالت‪ ،‬وتعتبر المشاريع التي‬ ‫تتولى تنفيذها وزارة النقل واالتصاالت مؤشر مبشر‬ ‫لالرتقاء بقطاع النقل البري حيث المشاريع اللوجستية‬ ‫العمالقة التي تجري حاليا باالضافة الى سعيها لربط‬ ‫مشاريع المطارات الداخلية بموانئها فضال عن شبكة‬

‫الطرق الحديثة والمتطورة التي تشهدها السلطنة‪.‬‬ ‫والشك ان قطاع النقل البري في السلطنة يعتبر واعدا‬ ‫لما يوفره من تأمين لحركة نقل البضائع بين المناطق‬ ‫الصناعية والموانئ في مختلف محافظات السلطنة‪،‬‬ ‫وبين الدول المجاورة‪ ،‬ومن هنا تاتي أهمية الدور الذي‬ ‫تقوم به الجمعية العمانية للنقل البري في االرتقاء‬ ‫بمنظومة هذا القطاع‪ ,‬كما ان وزارة النقل واالتصاالت‬ ‫تقوم بجهود حثيثة في هذا المجال‪ ،‬حيث قامت بإعداد‬ ‫خطة استراتيجية لتنمية شبكة الطرق بما يتواكب مع‬ ‫متطلبات النقل الحديثة‪ ،‬وقد صدر قرار وزاري بانشاء‬ ‫دائرة للنقل البري لتوكل لها عدة مهام من شأنها رفع‬ ‫كفاءة وتطوير قطاع النقل البري‪.‬‬ ‫وتعمل دائرة النقل البري على متابعة وتطوير هذا‬ ‫القطاع بالتنسيق مع الجهات المعنية وفقا لمقتضيات‬ ‫المصلحة العامة‪ ،‬وفي ظل زيادة الطلب على النقل‬ ‫البري وزيادة التبادل التجاري ظهرت العديد من‬ ‫التحديات والصعوبات التي تواجه الناقلين‪ ،‬ومن بينها‬ ‫منافسة وسائل النقل البري االجنبية لوسائل النقل‬ ‫البري العمانية‪ ،‬ويجري هذا االمر في غياب التشريعات‬ ‫والقوانين المنظمة لذلك‪ ،‬ولذلك قامت وزارة النقل‬ ‫واالتصاالت بإصدار قرار وزاري يعمل على تنظيم‬ ‫عمليات النقل البري االجنبية‪.‬‬ ‫كما انتهت الوزارة من اعداد قانون النقل البري وقد‬ ‫تم رفعه الى الجهات المعنية‪ ،‬ويهدف القانون الى تنظيم‬ ‫انشطة النقل البري على شبكة الطرق في السلطنة‬ ‫وهو يسهم في توفير افضل الخدمات في مجال نقل‬ ‫االشخاص والبضائع ولتحقيق أهداف ومتطلبات التنمية‬ ‫االقتصادية واالجتماعية والبيئية‪ ،‬حيث تم وضع القواعد‬

‫واالجراءات المنظمة ألنشطة النقل البري بالتنسيق مع‬ ‫الجهات المختصة‪ ،‬ويتضمن تخطيط وتنظيم وتوزيع‬ ‫ومتابعة خدمات النقل البري في مختلف محافظات‬ ‫السلطنة‪ ،‬كما يراعى التنسيق مع الجهات المختصة‬ ‫في التخطيط والتنظيم لمختلف انشطة النقل البري‪،‬‬ ‫باالضافة الى تشجيع وتوسيع االستثمار في انشطة‬ ‫واعمال النقل البري‪ ،‬و تحرير أنشطة النقل البري من‬ ‫االحتكار وتنظيم وتطوير هذه األنشطة على أساس‬ ‫المنافسة الحرة‪.‬‬ ‫وحتى االن تعتبر الجهات المعنية ان تنظيم قطاع‬ ‫النقل البري بالسلطنة ضعيف ويواجه تحديات يرجع‬ ‫بعضها الى االعتماد على الحكومة في تنفيذ المشاريع‬ ‫بشكل كبير وهناك توجيهات بإيجاد كيان مؤسسي‬ ‫للتنظيم‪ ،‬ولم يتم تحديد حتى اآلن نوعيته وما اذا‬ ‫سيكون تنظيم متكامل لقطاع النقل أو متخصص‪.‬‬ ‫لقد أصبح النقل العام ضرورة ملحة حيث أن‬ ‫اإلزدحام في مسقط يزداد‪ ،‬وربما ال يكون هذا االزدحام‬ ‫حتى اآلن على المستوى الذي تشهده المدن العالمية‬ ‫عموما‪ ،‬لكن من المتوقع أنه في السنوات القليلة المقبلة‬ ‫يمكن أن تواجه السلطنة صعوبة كبيرة‪ ،‬وهوما يجعل‬ ‫االهتمام بالنقل العام يفرض نفسه منذ اآلن‪.‬‬ ‫ويتم حاليا إجراء دراسة استراتيجية يقوم بها أحد‬ ‫بيوت الخبرة من أسبانيا لدراسة النقل العام‪ ،‬ويمكن‬ ‫االنتهاء منها في نهاية العام الجاري‪ ،‬وخالل السنوات‬ ‫المقبلة سوف يتم تنفيذ بعض من نتائج هذه الدراسة‬ ‫وهناك اتجاه للبدء بحافالت للنقل العام على مستوى‬ ‫عال‪ ،‬وتتم تجربتها ألشهر معينة لمعرفة قابلية الناس‬ ‫لالنتقال من مكان إلى آخر عبر النقل العام‪.‬‬ ‫‪50‬‬ ‫‪7‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫الجمعية العمانية للنقل البري‪:‬‬ ‫مبادرات رائدة وفعاليات مهمة تغطي أهم قضايا قطاع النقل‬

‫تم إشهار الجمعية العمانية للنقل البري‪ ,‬من قبل وزارة‬ ‫التنمية االجتماعية بموجب قرار وزاري رقم ‪, 2012\105‬‬ ‫ورغم أن الجمعية مازالت تعد كيانا جديدا نسبيا إال أنها‬ ‫سرعان ما نجحت في ترسيخ مكانتها بين أهم مؤسسات‬ ‫المجتمع المدني والتي تمارس أنشطة مهمة لخدمة‬ ‫االقتصاد والمجتمع وذلك عبر العديد من الندوات والفعاليات‬ ‫والمبادرات التي نظمتها الجمعية بهدف تحقيق أهدافها‬ ‫األساسية‪.‬‬ ‫وقد تم تأسيس الجمعية لتحقيق أهداف رئيسية في‬ ‫صدارتها أن يكون لقطاع النقل البري صوت موحد أمام‬ ‫الجهات المعنية مع العمل على أن تكون الجمعية حلقة وصل‬ ‫بين أصحاب مشاريع النقل والجهات المختصة الحكومية أو‬ ‫الخاصة والمساهـمة الفعالة في إيجاد فرص عمل ألصحاب‬ ‫النقليات والمعدات الثقيلة في السـلطـنة ورفع التحديات‬ ‫والصعوبات التي يواجهها أصحاب شركات النقل البري في‬ ‫السلطنة الى الجهات المختصة وذلك بهدف تذليلها‪.‬‬ ‫كما تستهدف الجمعية رفع جودة العمل لدى أصحاب‬ ‫النقليات والمعدات وذلك من خالل التوعية بإتباع أنظمة‬ ‫السـالمة والعمل على إيجاد الحلول الناجحة للتحديات التي‬ ‫قد تواجـه األعضاء في قطاع النقل البري والمساهــمة في‬ ‫تشــجيع الكـوادر العمانية للعـمل في القطـاع‪.‬‬ ‫وخالل االشهر الماضية نظمت الجمعية بالتعاون مع االطراف‬ ‫المعنية العديد من الندوات والفعاليات التي تغطي أهم قضايا‬ ‫قطاع النقل وقد حرصت الجمعية على الوصول الى اكبر قطاع‬ ‫ممكن من المواطنين في كل مكان في السلطنة‪.‬‬ ‫ومن أهم المبادرات التي أطلقتها الجمعية العمانية للنقل‬ ‫البري تأسيس شركة أهلية متخصصة في مجال النقل‬ ‫البري بالسلطنة والتي جاءت كأحد نتائج حلقة عمل حول‬ ‫‪51‬‬ ‫‪6‬‬

‫«الفرص االستثمارية في قطاع النقل البري» وتاتي أهمية‬ ‫المبادرة كونها قضية تهم المواطن العماني وترتقي بقطاع‬ ‫النقل في السلطنة ويتواصل حاليا تأسيس الشركة األهلية‬ ‫تحت مسمى شركة «خط عمان»‪ ،‬ومن المخطط فتح‬ ‫باب االكتتاب بالشركة قريبا وتم االنتهاء من تشكيل لجنة‬ ‫تأسيسية تضم ‪ 7‬أعضاء لمتابعة إجراءات التأسيس‪.‬‬ ‫وتأمل الجمعية العمانية للنقل البري في أن تأسيس‬ ‫الشركة األهلية سيكون رافدا جديدا لالقتصاد الوطني‪،‬‬ ‫وستستفيد من المجاالت المختلفة والطفرة االقتصادية‬ ‫الكبيرة التي تشهدها السلطنة‪ ،‬كما أن مشاركة ابناء السلطنة‬ ‫في شركة متخصصة في قطاع النقل البري سوف يولد لهم‬ ‫الخبرة في هذا المجال ويفتح لهم آفاقا جديدة فضال عن‬ ‫استثمار أموالهم بصورة صحيحة ووفق منظومة متكاملة‬ ‫تتمتع بالخبرة الكبيرة في هذا المجال‪.‬‬ ‫كما نظمت الجمعية العديد من حلقات العمل التي‬ ‫تناقش فرص االستثمار في قطاع النقل البري في مختلف‬ ‫المحافظات والواليات ومنها الظاهرة وصحار وظفار وشهدت‬ ‫حلقات العمل هذه تفاعال كبيرا من قبل األطراف المشاركة‬ ‫وساهمت النقاشات في إلقاء الضوء على هذه الفرص التي‬ ‫ينبغي استغاللها خاصة في ظل ازدياد الطلب على النقل‪.‬‬ ‫ونظرا إلى أن أحد أبرز التحديات التي تواجه المتخصصين‬ ‫في النقل البري هو التجارة المستترة لخطورتها على االقتصاد‬ ‫الوطني فقد دشنت الجمعية حملة توعية واسعة لمكافحة‬ ‫هذه الظاهرة والقضاء عليها‪.‬‬ ‫وترى الجمعية ان قطاع النقل البري من اكثر القطاعات‬ ‫التي يجب ان نوليها اهتمام وان يقطف أبناء السلطنة ثمرتها‬ ‫بدال من أن تنهشه التجارة المستترة‪ ،‬حيث أن هذا القطاع‬ ‫يشكل رافد مهما من روافد االقتصاد الوطني‪ ،‬ويساهم‬

‫بمختلف مكوناته في توفير فرص عمل متعددة للكثير من‬ ‫الشباب العماني‪ ،‬ويمكن القول أن هذا القطاع من السهل‬ ‫االستثمار فيه كونه ال يشترط مؤهالت علمية عالية‪ ،‬ويتوقف‬ ‫فقط على أسلوب اإلدارة الصحيح والواعي‪.‬‬ ‫وقد نجحت الجمعية بالفعل في تحقيق العديد من‬ ‫االنجازات منها المساهمة في تفعيل قانون منع األجانب من‬ ‫دخول السلطنة مرة أخرى إال بعد انقضاء فترة عامين كاملين‬ ‫من مغادرتهم السلطنة‪ ،‬كما حرصت الجمعية على عقد‬ ‫اجتماعات مع مديري الشركات الكبيرة المستأجرة لوسائل‬ ‫النقل للتنسيق معهم وبين االعضاء المنتسبين بالجمعية‬ ‫للحصول على عقود عمل‪ ،‬ما أدى الى حصول عدد كبير‬ ‫من األعضاء المنتسبين على فرص عمل مناسبة لشاحناتهم‪.‬‬ ‫وتسعى الجمعية حاليا لالنضمام لعضوية المنظمات‬ ‫الدولية المعنية بالقطاع مثل االتحاد الدولي للنقل الطرقي‬ ‫واالتحاد العربي للنقل البري والذي يعمل تحت مظلة جامعة‬ ‫الدول العربية‪ ,‬والمشاركة في فعاليات هذه الكيانات العربية‬ ‫والدولية سوف يتيح للجمعية التواجد بفاعلية في مختلف‬ ‫المؤتمرات والمناسبات االقليمية والدولية الكتساب الخبرات‬ ‫ونقل التجارب‪.‬‬ ‫وبهدف تعزيز خدمات التدريب لمنتسبي وأعضاء الجمعية‬ ‫وقعت الجمعية العمانية للنقل البري مؤخرا مذكرة تفاهم مع‬ ‫معهد التدريب للتكنولوجيا المتقدمة بحضور ممثلين من‬ ‫االتحاد الدولي للنقل الطرقي وعدد من المسؤولين بالجمعية‬ ‫والمعهد‪.‬‬ ‫وبموجب المذكرة سوف يكفل معهد التدريب للتكنولوجيا‬ ‫تقديم منحتين دراسيتين سنويا مجانا ألعضاء الجمعية‬ ‫العمانية للنقل البري وتخفض ‪ ٪١٠‬ألعضاءها شريطة أن‬ ‫يكون المرشح لهذه الدورة عماني الجنسية‪.‬‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫نقل الركاب نشاط خدمي واقتصادي يحتل أهمية‬ ‫متزايدة لدى كافة الدول ويشهد تطورا مستمرا‬

‫يالمس حياة المواطنين من جهات متعددة يوميا‪.‬‬ ‫ووجه شكره لوزارة النقل واالتصاالت على اهتمامها‬ ‫بعمل استراتيجية لقطاع النقل وإشراك الجهات‬ ‫المعنية ومنها جمعية النقل البري في إعداد هذه‬ ‫االستراتيجية واعرب عن أمله في ان يخرج المؤتمر‬ ‫بتوصيات مهمة تخدم محوره االساسي وهو المواصالت‬ ‫العامة ونقل الركاب‪.‬‬ ‫وأكد أن أحد األدوار األساسية التي تسعى الجمعية‬ ‫الى القيام بها هو تشجيع الشباب على االستثمار في‬ ‫هذا القطاع واالستفادة مما به من فرص مجزية وما‬ ‫يثلج الصدر ان نشاط الجمعية خالل العامين الماضيين‬ ‫شجع كثيرا من الشباب على زيارة الجمعية وطلب‬ ‫مساعدتها في كيفية الدخول لالستثمار في القطاع‬ ‫وقد قام كثير من هؤالء الشباب بالفعل‪ ,‬وبعضهم‬ ‫من خريجي جامعة السلطان قابوس بإقامة مشاريع‪,‬‬ ‫وأصبحوا على رأس اعمالهم اآلن كما أن هناك اقباال‬ ‫متزايدا من قبل أصحاب مشاريع النقليات على‬ ‫االنضمام لعضوية الجمعية حيث وصل عدد األعضاء‬ ‫حاليا إلى نحو ‪ 96‬عضوا من الشركات واالفراد والعدد‬ ‫في ازدياد مستمر‪.‬‬

‫تطــور المواصالت العامة‬ ‫بحاجــة الى ثقافة ووعي‬ ‫لــدى المواطن وهناك دور‬ ‫كبير لوســائل االعالم في‬ ‫نشــر هذه الثقافة‬

‫واوضح ان الجمعية العمانية للنقل البري تحرص‬ ‫على التواصل مع الشركات الكبرى في قطاع النقل‬ ‫للحصول على عقود عمل لألفراد وشركات النقل‬ ‫وإعطائهم حصة أكبر من العقود باإلضافة إلى أن هناك‬ ‫خطة عمل للحصول على أسعار خاصة من شركات‬ ‫التأمين ووكاالت السيارات وقطع الغيار مشيراً إلى‬ ‫أن هناك تواص ً‬ ‫ال مع المسؤولين في الحكومة بشأن‬ ‫ما يتعلق بقطاع النقل من قرارات وتقديم المقترحات‬ ‫بشأنها‪.‬‬ ‫كما تقوم الجمعية بدور توعوي في مختلف‬ ‫محافظات السلطنة وحققت حملة الحد من التجارة‬ ‫المستترة التي اطلقتها الجمعية نجاحا ملموسا‬ ‫وكان لها دور محوري في بث الوعي بين المواطنين‬ ‫بالمخاطر القانونية والمالية المحتملة التي يمكن ان‬ ‫يتعرضوا لها بسبب التجارة المستترة وتسعى الجمعية‬ ‫إلنشاء فروع لها قريباً في عدد من المحافظات لتعزيز‬ ‫تواصلها مع المجتمع واالطراف المعنية بقطاع النقل‪.‬‬ ‫وفي الختام أعرب الدرعي عن شكره لوزارة التنمية‬ ‫االجتماعية على الجهود المبذولة لتسهيل إجراءات‬ ‫فعاليات وأنشطة الجمعية‪.‬‬ ‫‪5‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫خالد الدرعي‪:‬‬ ‫«مؤتمر النقل العام عمان» يناقش الفرص والتحديات‬ ‫المرتبطة بتوفير مواصالت عامة مستدامة وفاعلة‬

‫الجمعيــة العمانية للنقل‬ ‫البــري تهتم بإلقاء‬ ‫الضوء على فرص‬ ‫المشاريع الصغيرة‬ ‫والمتوسطة وتشجيع‬ ‫الشــباب على االستثمار‬ ‫في قطاع النقل‬

‫أكد خالد بن سالم الدرعي رئيس الجمعية العمانية‬ ‫للنقل البري أن «مؤتمر النقل العام عمان» سيركز‬ ‫بشكل أساسي على المواصالت العامة ونقل الركاب‬ ‫ويهدف المؤتمر إلى إشراك كافة االطراف المعنية بهذا‬ ‫القطاع في مناقشة خطط التطوير والفرص المتاحة‬ ‫لالستثمار واالطالع على أحدث التجارب في مجال‬ ‫النقل العام اضافة الى ما يمكن ان تقدمه الحكومة من‬ ‫بنية أساسية حاليا ومستقبال لمساعدة تطوير قطاع‬ ‫نقل الركاب‪.‬‬ ‫وأضاف أن المؤتمر‪ ,‬الذي يعد األول من نوعه في‬ ‫السلطنة‪ ,‬ينعقد في توقيت شديد االهمية اذ انه في‬ ‫ظل التطور االقتصادي الملموس في السلطنة وزيادة‬ ‫االنشطة الصناعية وكذلك النمو السكاني خاصة في‬ ‫المناطق الحضرية من المنتظر أن تلعب المواصالت‬ ‫العامة دوراً هام ُا ومحورياً في تحقيق التنمية‬ ‫االقتصادية المنشودة وتخفيف االزدحام المروري‬ ‫وتسهيل حركة الركاب‪.‬‬ ‫وأشار إلى أن المؤتمر هو وليد مبادرة طرحتها‬ ‫الجمعية العمانية للنقل البري وقد وجدت هذه‬ ‫المبادرة ترحيبا وتفاعال من قبل كافة األطراف‬ ‫‪4‬‬

‫المعنية حيث كان لوزارة النقل واالتصاالت دور كبير‬ ‫في رعاية المؤتمر وأوضح أنه سيتم تقديم عدد من‬ ‫أوراق العمل من قبل الجهات الحكومية المشاركة‬ ‫في المؤتمر‪ ،‬كما سيشارك خبراء مختصون في هذا‬ ‫المجال من دول العالم لتبادل الخبرات الناجحة في‬ ‫هذا المجال وعرض تجارب الدول في قطاع النقل‬ ‫البري بما يساعد في استفادة السلطنة من هذه‬ ‫التجارب‪.‬‬ ‫وقال أن الجمعية العمانية للنقل البري تخطط ألن‬ ‫يكون انعقاد المؤتمر بشكل سنوي وان يتناول في كل‬ ‫دورة له أحد المحاور المهمة في قطاع النقل البري‬ ‫وفي الدورة األولى لهذا المؤتمر «مؤتمر النقل العام‬ ‫‪ »2014‬سيكون االهتمام منصبا حول نقل الركاب‬ ‫وهو نشاط خدمي واقتصادي يحتل اهمية متزايدة‬ ‫لدى كافة الدول وهو يشهد تطورا مستمرا ليس فقط‬ ‫في الدول المتقدمة بل هناك تطور واهتمام به حتى‬ ‫في دول ليس لديها ما للسلطنة من امكانيات ويهدف‬ ‫المؤتمر إلى مناقشة القضايا والتحديات المختلفة‬ ‫والدروس المستفادة من الدول والمدن الكبيرة فيما‬ ‫يتعلق بتوفير نظام مواصالت عامة مستدامة وفاعلة‬

‫‪ ..‬كما يلقي المؤتمر الضوء على الفرص المتاحة‬ ‫للمشاريع الصغيرة والمتوسطة واألنشطة األخرى‬ ‫المرتبطة بهذا المجال‪.‬‬ ‫وأعتبر أن تطور المواصالت العامة وأنشطة نقل‬ ‫الركاب بحاجة الى ثقافة ووعي لدى المواطن وهناك‬ ‫دور كبير لوسائل االعالم في نشر هذه الثقافة وتشجيع‬ ‫الشباب على إقامة مشاريع واستثمارات عمانية ‪100‬‬ ‫بالمائة في قطاع النقل الذي يعد نشاطا مربحا للغاية‬ ‫ويجب استغالله بشكل جيد ونرى مشاريع بذل‬ ‫اصحابها فيها جهودا جيدة ومن بدأ منهم بشاحنة‬ ‫واحدة أصبح يمتلك اسطوال أكثر من ‪ 100‬شاحنة‬ ‫اآلن كما أن البنية االساسية المتطورة التي يمكن أن‬ ‫تدعم الحكومة بها هذا القطاع سيكون لها دور محوري‬ ‫في اقبال المواطنين على استخدام المواصالت العامة‪.‬‬ ‫وأعرب عن سعادته بالترحيب والتفاعل من قبل‬ ‫المواطنين وكافة الجهات تجاه أنشطة الجمعية خالل‬ ‫الفترة الماضية مؤكدا أن هدف الجمعية األساسي هو‬ ‫خدمة المجتمع وأن يشعر كل مواطن أنه ينتمى‬ ‫لهذه الجمعية التي تستمد فعاليتها وقوتها من حجم‬ ‫المشاركة والتفاعل مع أنشطتها خاصة أن قطاع النقل‬

‫‪13 – 14 October 2014, Grand Hyatt Muscat, Sultanate of Oman‬‬

‫‪4‬‬

‫«مؤتمر النقل العام عمان» يناقش‬ ‫الفرص والتحديات المرتبطة بتوفير‬ ‫مواصالت عامة مستدامة‬

‫‪6‬‬

‫الجمعية العمانية للنقل البري‪:‬‬ ‫مبادرات رائدة وفعاليات مهمة تغطي‬ ‫أهم قضايا قطاع النقل‬

‫‪8‬‬

‫شركة النقل الوطنية تستعد إلحداث‬ ‫نقلة نوعية في خدماتها على المدى‬ ‫المتوسط والبعيد‬

‫‪7‬‬

‫النقل العام‪..‬‬ ‫اعداد دراسة استراتيجية‬ ‫وقانون لتنظيم أنشطة النقل البري‬

‫‪12‬‬

‫الشركة الوطنية للعبارات‪ :‬شبـكة النقل‬ ‫ً‬ ‫البحري تشـهد نموا كبيرا وتهدف للربط‬

‫ما بين ‪ 14‬ميناء ومجتمع محلي‬

‫الرئيس التنفيذي‬

‫د‪ .‬إبراهيم بن أحمد الكندي‬

‫رئيس التحرير‬

‫سيف بن سعود المحروقي‬

‫رئيس قسم تطوير األعمال التجارية‬

‫بدر بن محمد الثانوي‬

‫التحرير‬

‫أمل رجب‬ ‫كونراد برابو‬

‫قسم تطوير األعمال التجارية‬

‫عبد العزيز بن شهاب الشكيلي‬ ‫بريم فرجس‬ ‫كارين جان ستيفين‬ ‫آيرين مريام راجو‬

‫التصميم واإلخراج الفني‬

‫علي الجاويش‬

‫‪54‬‬

‫‪١٤ -١٣‬‬

‫أ كتو ب ــر‬

‫‪٢٠١٤‬‬

‫ُ‬ ‫‪ -‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫‪55‬‬

‫‪L ima‬‬

‫‪as‬‬ ‫‪Shin‬‬

‫‪Mu‬‬ ‫‪sc‬‬ ‫‪at‬‬

‫‪sab‬‬ ‫‪a‬‬ ‫‪Kh‬‬

‫ملحق خاص تصدره‬

‫بالتعاون مع الجمعية العمانية للنقل البري‬

‫ُ‬ ‫‪ ١ ٤ -١ ٣‬أكتو ب ــر ‪ - ٢٠ ١ ٤‬جرا ن ــد حي ــاة مس ــقط ‪ -‬س ــلطنة عم ــا ن‬

‫النقل العام‪..‬‬ ‫مشــــــاريع طموحة تواكب التنمية‬ ‫التي تشهدها السلطنة في كافة المجاالت‬