Trends within Oman’s technical training segment

What developments did NTI witness in 2019?
2019 was economically a tough year due to the lack of new projects, leading to less recruitment for Omanis in various jobs. Literally, the training gets funded only if there are new job openings in the market, which were scarce in 2019. This scenario hit our business, being directly proportional to the former. However, the year ended on a good note for us after winning a contract for training 300+ candidates to be employed by the contractors and sub-contractors building the Duqm Refinery. This contract is being managed and quality assured by Takatuf.

How open are the public authorities to listening to your concerns and introducing amendments to the educational system?
Unfortunately, there isn’t much interaction between the Ministry of Education and the training providers, as the vocational training institutions work alongside the Ministry of Manpower.
However, we have witnessed an improvement in the quality of trainees coming through. We used to see more uninterested people with poor work ethics and low general education levels. Now we are glad to notice the changes with more people willing to learn and work. This is evident in the NTI dropout rate which has decreased from 20-30% to 2-3% over the years.

How can the unemployment rate be decreased?
Employers proclaim that the change has to come from the employees, through a shift in their competence level, commitment, discipline and work ethic. I agree with it to a certain extent. However, I believe that change must come from both sides. Young Omanis have an entitlement culture. That mindset needs to change towards competition, achievement and a sense of earning the right to work. They have to enhance their skills and become competent and productive so no one can deny their progress.
On the other hand, the companies have to shift towards hiring more locals and adapt their management practices to include an understanding of the Omani culture. Most of the expats that come here for work are generally experienced, accept any terms and conditions of work and have very little social life. Therefore, they are willing to put in long hours and work on weekends and holidays. They tend to be more productive with a low cost of employment while Omanis come at a high cost with low productivity initially. This imbalance needs to be addressed for ensuring effective Omanisation.
The government can mitigate the situation by bringing in a balancing factor in terms of salaries. Employing an Omani is quite expensive. A trained technician is paid a minimum of OMR 400 [USD 1,036] per month, whereas an expat technician is paid approximately OMR 100 [USD 260]. They need to strike a balance by making the employment of expats more expensive so that companies employ locals.

How do you assess the skillset standards between Omanis and expats?
Skillsets are evidently different for a technician, apprentice or fresh job seeker. Omanis aren’t performing less than anyone else. However, it’s absolutely unfair to compare an expat with 10 or 15 years of work experience to a freshly graduated Omani. The young Omani needs experience and time to become a competent worker. Employers often complain that Omanis are not productive, but they are being compared to expats with more experience.
Businesses foraying into Oman must choose wisely what jobs they will give to Omanis. They can seek consultation from us in this regard as we are acquainted with the locals’ strengths and areas of interest.

What are the main differences between in-house training and your courses?
We at NTI delve into developing the competency of an individual by providing generic training aimed at enhancing their skill sets. We cannot set up infrastructure for certain specific company processes, as it doesn’t make business sense. Therefore, the employer must provide training for company-specific skills. To sum up, in-house training and off-the-job training provided by us complement each other.

Which sectors do you provide training courses in?
We are open, dynamic and adaptable. We are equipped with a range of skilled trainers capable of delivering in diverse segments. Therefore, whatever need emerges, we respond. Currently, we are heavily into oil and gas, construction and manufacturing. Oil and gas entail 70-80% of our business. However, in the future, we could step into mining or renewable energy. We have the infrastructure, the facilities and the flexibility to adapt to any need that might arise.

What was your experience like working with BP?
BP is the gold standard. I wish all companies could follow that example. BP picked up good engineering diploma holders who had just graduated from college. Out of 3,000, they selected 100 students who were then put through a two-year programme with us.
Herein, they acquired the skillsets while training in the excellent training facilities customised to meet BP’s specific requirements and standards. We provided them with a two-year NVQ [National Vocational Qualification] level 2 certification. Post that, BP is now developing them for three more years, taking them to NVQ level 3. We are assisting them in this process as well. Wherein, we continue to provide them the main NVQ services – the internal and external quality assurance and certification.
PDO has a similar structure to BP’s. They pick up diploma holders and spend six months doing foundational training followed by two to three years of on-the-job training.

Which companies are you targeting?
Shell has won operatorship of Block 55. We’ve met them, and we hope to work with them. Occidental hasn’t been on our clientele list as I understand they do most of their training themselves. In the downstream, we look forward to receiving Total’s specific requirements for their LNG facility so that we could help them with their technician development program.
Besides, we’re also looking at the possibility of getting involved in downstream activities at the Duqm Refinery. We are still struggling to establish the feasibility for a successful training business in Duqm as this FTZ has only a 10% requirement for Omanisation, and our business is reliant on funding for training Omanis for employment.

What is your main message for investors coming to Oman?
There is a preconceived, generalised notion in the market regarding training providers’ capacity and capability. Investors should come, survey the available facility and utilise it optimally. It’s disappointing to mention that the existing capacity itself isn’t being fully utilised.
Another ill-tradition in this market is to paint all the training providers with the same brush. Therefore, my message is that they should come with a fresh perspective, do a reality check to analyse what we are capable of and leverage our USP to the