The Master Class series Shipping and Transport has been organized by STC-Group's Netherlands Maritime University in Rotterdam to provide a platform for knowledge exchange between young professionals in the maritime and port industrial cluster. IMCO and STC-NMU jointly organized a Master Class in Sohar at International Maritime College Oman (IMCO) on Tuesday 4th of February 2014. The Master Class explored the value of the strategic partnership between Port of Rotterdam and Port of Sohar

1. Master Class
Importance of international
partnerships between port clusters
The value of the strategic partnership between
Port of Rotterdam and Port of Sohar
Moderator:
Dr. Hilal Al Hadhrami, Dean IMCO
Speakers:
André Toet, CEO Sohar Industrial Port Company
Jamal Aziz, CEO Sohar Port and Freezone
Maurice Jansen, senior researcher STC-NMU
Venue: International Maritime College Oman / Falaj Al Qabail, Sohar (next to
Sohar Industrial Port, February 4, 2014 17:00 – 19:00
Free entrance, but registration is required. To register, please send you contact
details to Mathijs@imco.edu.om

2. STC-Group / IMCO
Importance of international partnerships
between port clusters
International Maritime College Oman
4 February 2014

3. Introduction by Dr. Hilal Al Hadhrami
Dr. Hilal Al Hadhrami
introduces the 1st Master
Class at International
Maritime College Oman

4. Mr Jan S. Bakker
Department Director STC-NMU
Jan Bakker explains why
students from STC-NMU are
in Oman: learning from
successfactors of
port of Sohar

5. STC-Group at a glance
“We educate from door to door”
The shipping and transport world of the STC-Group:
a global approach, one-stop-shop for the transport chain

6. STC-Group education programs in NL
Education model of STC-Group:
Full mission training centres and
work experience
Students/ Graduates in
2012-2013
Full mission simulators
Restricted function simulators and
training centres
Interactive software packages and
assignments
Lectures trough various didactical
methods
Master
Shipping
and
Transport
Master
46 / 24
Maritime Officer, Shipbuilding,
Logistics, Chemical technology
Bachelor’s
814 / 78*
Ports | Aviation | Transportation | Rail |
Logistics |
Ship & yachtbuilding| Maritime shipping |
Offshore & dredging | Fishery | Inland
shipping |
Process industry
Vocational
4, 242 / 1,559
Port and Logistics, Transport and Logistics,
Inland Shipping, Ship building
Prevocational
487 / 135

7. Master Class
knowledge platform for young port professionals
Platform for knowledge exchange between education, business
community and association of young port professionals

8. Mr Maurice Jansen,
Senior Researcher STC-NMU
Maurice Jansen approaches
port development in Sohar
from theoretical perspective

9. Topic of my presentation
Strategic value of port
cooperation
Case of Sohar – Rotterdam
A theoretical approach

10. Topic of my presentation
1
Taking stakes in Global Value Chains
2
3
4
Drivers for competition
Emergence of port networks
Invest in people for long lasting value

11. Strategic value creation
Why are we here?
What brings us together?
To create value that can only
created in this country under the
given conditions
Source: World Economic Forum, European Centre for Development Policy Management,
Human Capital Report, 2013

12. Taking stakes in Global Value Chains
• Today’s global economy is characterized by global value
chains (GVCs), in which intermediate goods and services are
traded in fragmented and internationally dispersed production
processes.
• GVCs are typically coordinated by TNCs
• TNC-coordinated GVCs account for some 80 per cent of global
trade
• GVCs have a direct economic impact on value added, jobs
and income.
• Policy matters to make GVCs work for development.
How to position as a country in the global value chain?
Source: UNCTAD, World Investment Report, 2013,

13. Where is value created?
Supply the world with raw materials is
not sustainable for long term prosperity

14. Pros and cons to GVC participation
Rewards
Pitfalls
• Employment gains
• Transfer of
business practices
• Build productive
capacity, incl.
through technology
dissemination and
skill building
• Degree of
dependence
• Narrow
technology base
• Limited value
added activities in
GVCs
Best development outcome results from increased GVC participation as
well as from increased domestic value added creation
Source: UNCTAD, World Investment Report, 2013,

15. How the GVC works
EXAMPLE
Production is dispersed and fragmented over the world.
Manufacturing is only a small fraction of total value added

16. GVC of Textiles and Apparel Value chain
EXAMPLE
This article was first published by the Asian International Economists Network, www.aienetwork.org
Website provides full infographic

17. Topic of my presentation
1
Taking stakes in Global Value Chains
2
3
4
Drivers for competition
Emergence of port networks
Invest in people for long lasting value

18. Competitiveness defined (2)
How to position a country
in global value chains?
Competitiveness is the set of institutions, policies, and
factors that determine the level of productivity of a
country. The level of productivity, in turn, sets the level
of prosperity that can be earned by an economy.
Source: World Economic Forum, European Centre for Development Policy Management,
Human Capital Report, 2013

19. Where does competitiveness come from?
Source:World Economic Forum, The Global Competitiveness Report 2013-2014 Base period 2013-2014 GCI edition

20. Drivers for efficiency and innovation
Factor driven
e.g. Quality of port
Infrastructure vs GCI
Efficiency
driven
Innovation
driven
e.g. Extent of staff
training vs GCI
e.g. Capacity of innovation
vs GCI
Physical and human capital infrastructure are preconditions
to an efficient and innovative port cluster
Source:World Economic Forum, The Global Competitiveness Report 2013-2014 Base period 2013-2014 GCI edition

21. Port infrastructure at Oman
1
WEF Ranking Port Infrastructure and
Global Competitiveness Index
6
11
16
21
Ranking
26
31
36
41
46
Quality of port
infrastructure
Quality of infrastructure
overall
Global Competitiveness
Index
2009-2010 2010-2011 2011-2012 2012-2013 2013-2014
32
33
27
24
23
22
21
20
20
17
41
34
32
32
33
Oman has been successful in outperforming other countries
in development of port infrastructure

22. Understanding competitiveness of nations
Government
Context for firm strategy,
structure & rivalry
Demand conditions
Related & supporting
industries
Factor conditions
International innovationdriven competitive
advantage
Chance
Diamond model provides a framework for understanding
the conditions for growth and competitiveness
Source: Porter, Competitiveness advantage of nations1990

23. Porter’s Diamond model applied to Oman
Entire GCC region strategically
located on junction of world
trade flows (both sea and air)
Demand conditions
• Leading firms established (e.g. Vale,
ORPIC, OOTO, OICT, Air Liquide, C.
Steinweg Oman LLC, Safe Alloy, Sohar
Aluminium, etc)
• Diversified industry base (metals,
containerised, liquid bulk, refinery,
energy)
• Clustering and co-siting among clients
Factor conditions
• Strategically located on East-West
Trades
• Favourably located within region
• Access to and stable supply of cheap
energy
• Well-developed infrastructure
• Education infrastructure in place from
early beginnings

24. Porter’s Diamond model applied
Government
• Country vision to diversify economy
• Industry policy supporting port
investments
• Favourable business conditions (e.g.
‘tax holiday’
• Promotion of foreign investment
Industry rivalry
• Diversification strategy applied to
port range (e.g. cruise port Muscat)
• Masterplans for all major Omani
ports
• Intermodal infrastructure in planning
of development

25. Topic of my presentation
1
Taking stakes in Global Value Chains
2
3
4
Drivers for competition
Emergence of port networks
Invest in people for long lasting value

26. Emergence of port networks
Port city
Port area
Port region
Shipping lines
Terminals
• Containers: top 3
about 45% market
share. New
development: P3
and G6
• Other commodities:
quite/somewhat
concentrated
markets (Cars, liquid
bulk, dry bulk,
LNG).
• Containers, ‘big
four’ have > 50%
marketshare
• Tank storage: highly
concentrated.
• Other commodities:
often increasing
concentration, often
direct involvement
of globally
operating end users
(ThyssenKrupp,
Shell, Vale)
Port network
Port industries
• Energy, refining,
chemical industry:
increasingly
globally operating
• Logistics: increasing
globalisation,
forwarders as well
as logistics real
estate investors
Port have no other choice then to strengthen their
connectivity with ports in hinterland and overseas
Source: Peter De Langen, presentation Masterclass (2013), Van Klink, A. (2003)

27. Connectivity between ports increasingly important
Projects (examples):
• Inlandlinks
• Keyrail
• Common Barge Terminal
• Extended Gate concept
Connectivity
with
hinterland
ports in NL
and Europe
Govern
ment
Context for firm
strategy,
structure &
rivalry
Connectivity comes from:
•
•
•
•
Demand
conditions
Related &
supporting
industries
Factor
conditions
International
innovationdriven
competitive
advantage
Chance
Connectivity
with
international
ports and
hubs abroad
Source: Van den Bosch, Baaij, Volberda, RSM, 2011
•
•
•
•
Trade
Capital
People
Information
Add value to customers at home abroad
Connecting with growth markets
Build a portfolio of ports
Petrochemical, energy, transport, logistics

28. Government: Oman’s port policy framework
Sohar
Duqm
Salalah
• 50/50 JV
• Port of Rotterdam
• Throughput from 6
mn to 44 mn in 7
years
• Diversification:
metals, containers,
break bulk,
petrochemical
complex
• 50/50 JV
• Consortium Port of
Antwerp
• Oil refinery, ship
repair, liquid bulk
• Easy access to oil
and gas fields,
various minerals
• 30/70 partnership
APMT
• Transhipment
• 3.5 mn TEU
• Single commodity
Strategic partnerships with foreign ports and terminal
operators secure inflow of world class capabilities
Coordination within domestic port region to
balance rivalry among ports
NOTE: In addition projects for PSQ, Khasab and Shinas have been executed or are under development:

29. Topic of my presentation
1
Taking stakes in Global Value Chains
2
3
4
Drivers for competition
Emergence of port networks
Invest in people for long lasting value

30. Leveraging on an educated workforce
Human Capital Index, 2013
Return on investment: what is
the leverage of the
investment to the economy?
Life long learning: How much
is invested in capacity of
people?
“People are the most
valuable resource a
available to any economy”
Talent
development
Productivity
Education
Health
Source:World Economic Forum, Human Capital Report, 2013

31. Maritime education and training infrastructure
Highly
specialised and
experienced
staff
Main supplier of skilled
labour force to port,
industrial and
maritime cluster
Focussed on the
business with vertical
education model
Largest
maritime
simulator park
in Europe / GCC
Maritime knowledge infrastructure

32. Port development in HRD perspective
• Infrastructure development usually focuses on
engineering physical infrastructure;
• Human resource infrastructure development is
often sequential to physical infrastructure
development
• As a result HRD is not capitalised in port
development business case.
Port development:
Port development in human resource perspective
Port analysis
Industry
policy
Training needs
assessment
Feasibility
Feasibility
Business
case
Business
case
JV Set
up
Training
centre set
up
Operati
onal JV
Human
resource
development
Execution
IMCO has been established in parallel and at an early
stage in the port development process

33. Summary
Today’s globalised economy is dominated by global value chains
Strategic value can only be created under the right conditions
Supply the world with raw materials is not sustainable for long term
prosperity
Diamond model provides a framework for understanding the
conditions for growth and competitiveness
Oman has outperformed other countries in port development
Ports around the world have no other choice then to strengthen their
connectivity with ports in hinterland and overseas
Strategic partnerships with foreign ports and terminal operators secure
inflow of world class capabilities, both parties win from knowledge spillovers
Port development requires a long term view,
investing in people brings lifelong value

35. Mr André Toet, CEO SIPC
André Toet explains Sohar’s
new corporate identify and
how to position Oman and
Sohar : “It all starts here!”

37. SOHAR INDUSTRIAL PORT CO.
(SIPC) -SAOC
SOHAR INTERNATIONAL
DEVELOPMENT CO. (SIDC)- LLC
GOVERNMENT OF OMAN 50% +
PORT OF ROTTERDAM 50%
GOVERNMENT OF OMAN 50% +
PORT OF ROTTERDAM 50%
SOHAR FREE ZONE LLC
SIDC 52%; SKIL 26%
PORT OF SOHAR
SOHAR PORT SPECIAL PROJECTS
SIDC 99%; SIPC 1%

41. LANDLORD MODEL
Private Business
SOHAR Port and Freezone

42. THE DIFFERENT MODELS
FOR PORT PARTICIPATION
(Building Blocks)
Landlord +
Development of
special economic zones
Landlord
Maritime services
Note:
•
Participation is based on project
financing
•
Participations should be
complementary to existing activities
(and never threatening)
Low
Port knowledge
Port marketing
allocation of clusters
allocation of clusters
Regulation / Port
authority
Consultancy
Port marketing
Regulation / Port
authority
Master Planning
Maritime services
Port knowledge
Port knowledge
Level of participation
High

43. GATEWAY SOHAR
Sohar Port
22 km2
Sohar Airport
20 km2
Train Freight
Terminal
Sohar Freezone
45 km2
Sohar
Industrial Estate
20 km2
soharportandfreezone.com

44. ROAD AND RAIL CONNECTIVITY
TO REGIONAL CONSUMER
MARKETS ENSURES MAXIMUM
BENEFIT OF A STRATEGIC
LOCATION OUTSIDE THE STRAIT
OF HORMUZ
Jebel Ali
Fujairah
Sohar
Abu Dhabi
Buraimi
Barka
Rail
Expressway
Muscat
soharportandfreezone.com

45. Gulf
SAUDI ARABIA
Dubai
Doha
Abu Dhabi
Sohar
Barka
Muscat
Riyadh
UAE
ROAD CONNECTION
BETWEEN SOHAR &
OTHER MAIN REGIONAL
DESTINATIONS
Sea
of Oman
Sur
OMAN
Main City
Express Way Under Construction
Main Connection Road
Coastal Road Under Construction
soharportandfreezone.com

46. RAIL CONNECTIONS
Amman
JORDAN
• Connect to Muscat and Sohar to the GCC (future
KUWAIT
connections to Duqm and Salalah)
• Freight terminal adjacent to Port and Freezone Sohar
• Sohar will be at the doorstep of the GCC markets
BAHRAIN
QATAR
Medina
Dubai
Abu Dhabi
Muscat
Riyadh
UAE
Jeddah
Mecca
Etihad Rail
GCC Network
Existing Lines
North-South Line
Saudi Land bridge
Mecca-Medina
Sohar
SAUDI ARABIA
OMAN
YEMEN
soharportandfreezone.com

47. AIR CONNECTIONS
• Sohar Airport cargo terminal (2014/2015)
capacity of 50,000 tons per annum.
Amsterdam
Frankfurt
London
Paris
Zurich
Munich
Milan
• Muscat International Airport; 100,000 tons of
freight per annum; after expansion 260,000
tons per annum.
Istanbul
Peshawar
Chah Bahar
Beirut
Islamabad
Sialkot
Amman
Lahore
Cairo
New Delhi
Shiraz
Turbat
Kathmandu
Damam
Gwadar
Jaipur
Dubai
Manama
Karachi
Madinah
Lucknow
Sharjah
Doha
Hyderabad
Dhaka
Riyadh Abu
Muscat
Ahmedabad
Jeddah
Chittagong
Kuwait
Dhabi
Mumbai
Khasab
Salalah
Mangalore
Bangalore
Kozhikode
Chennai
Bangkok
Trivandrum
Addis Ababa
Colombo
Maldives
Kuala Lumpur
Nairobi
Zanzibar
Dar es Salam
AIR CONNECTIVITY FROM MUSCAT
INTERNATIONAL AIRPORT
soharportandfreezone.com

48. Umm Qassar
REGIONAL SEA CONNECTIONS
Kuwait
Jubail
Gulf
Bahrain
Bandar Abbas
Khor Fakkan
Fujairah
Doha
Sohar
Jebal Ali
Karachi
Abu Dhabi
SAUDI ARABIA
Muscat
Port Sultan Qaboos
Mundra
Hazira
Nhava Sheva
Duqm
Salalah
Indian Ocean
soharportandfreezone.com

49. SOHAR Port Clusters
Maritime
& Industrial Education
Logistics
3 km
Energy & Water
Metals & Minerals
Petrochemicals
7.7 km
soharportandfreezone.com

50. Oiltanking Odfjell
C. Steinweg
4.5 km berths
16-19 meters deep
Khimji – Tata
Hutchinson Wampoa

51. NEW PROJECTS
Dry Bulk Terminals: Iron ore, iron
pellets, aggregate, other minerals

52. NEW PROJECTS
Grain Terminal

53. CARGO
THROUGHPUT
(FRT tons)

54. FREEZONE
Phase 1 Area
SOHAR Freezone
Master Plan
5 million square meters
New direct road access with cargo terminals
25 million OMR investment in infrastructure
25 million OMR expected industrial investments this year
Logistics
200 ha
Manufacturing
50 ha
Downstream
industries 250 ha

55. WAREHOUSING AND
LAND DEVELOPMENT
• Pre-build warehousing available as
per Q3 2013
• Minimum size 660m2 with possibility
to connect units
• Direct contract with warehouse
operator
• One Stop Shop Services for lessees
of the warehouses
• Other developers more than
welcome to set up operations
• According to own standards

56. FREE TRADE
GCC CUSTOMS UNION
•
•
•
Free trade within the GCC by early 2015
SOHAR will be in a position to become game changer in GCCs logistics.
SOHAR’s transport connections in particular train, can highly contribute to make it the
most efficient point for moving goods in the region.
UNITED STATES
•
•
Oman is one of the 2 countries with an FTA with USA
Duty free imports and exports between the countries

57. FREEZONE SOHAR
SPECIAL INCENTIVES
100% ownership possible
10-25 years corporate tax holiday
Only 15% Omanisation requirement
z
No import duties
Local sales possible on 5% import duties
No capital requirements
No personal tax
Training infrastructure
One Stop Shop customer service
soharportandfreezone.com

58. OICT TERMINALS BY Q2 2014
Terminal B
Will be handed
over to SIPC
by Q2 2014
Sohar
Aluminum
Jindal
Steel
Terminal C
Operational by Q2 2014
970 m / 68 ha
520m
1,780m / 89 ha
Terminal D (available for T/O + liner combined development) by 2017 / 18

59. THANK YOU
soharportandfreezone.com

60. Mr Jamal T. Aziz,
CEO Sohar Freezone
Jamal Aziz elaborates on
the impressive foreign direct
investments in the Sohar
Freezone

62. 2004
Port operations
1999
Port construction
2010
Port &
Freezone
Ph.1
2014
Port &
Freezone
Ph.2
2020
Economic
zone

63. SOHAR was subject to a planning exercise by
the (then) Ministry of National Economy in
the Year 2000. SOHAR encompasses an area
of approximately 350 square kilometers with
the following estates contained within it:
• Sohar industrial Port 22 km2
• Sohar Free Zone: 45 km2
• Sohar Industrial Estate: 22 km2
• Sohar Airport: 20 km2
• Corridors: 20 km2
• Intermodal Rail Port: 10 km2
SOHAR also contains private residential and agricultural
properties. Besides the coastal villages , of Harmool and
Majis the total number of residential private properties
amounts to nearly 1500 belonging to approximately
11000 inhabitants. In September 2011, a Royal Order
was issued to relocate those inhabitants outside SOHAR in
order to protect them from the ever-expanding industrial
activities within SOHAR.

64. 7.7km
Petrochemicals
• oil refinery 5.4mtpa
•
•
•
•
•
•
Polypropylene 340ktpa
Aromatics 1mtpa
Methanol 1mtpa
Urea 1.2mtpa
Formaldehyde 53ktpa
Industrial gases 52mcm
Nitrogen
• Sohar Refinery
Expansion Project (under
formation)
Metals & Minerals
• Aluminum smelter
350ktpa
• Iron ore pelletizing
10mtpa
• DRI steel 1.5mtpa
• Steel melt shop
350ktpa
• Modular
fabrication
• Heavy metal
manufacturing
3km
After 10 years of development, Sohar
Industrial Port has evolved from a
green-field project to a diversified
complex of major upstream and some
first tier downstream industries in the
following clusters:
Logistics
• Container Terminal
• General Cargo
Terminal
• Liquid Terminal
• Dry Bulk Terminal
• Agro Terminal (under
formation)
• Heavy Lifts
Support
• Energy
o Oil and gas
o Power stations
o Water stations
• Education
o Maritime college
• HSSE
o Air monitors
o SEU
o Emergency response

65. In December 2010 Sohar Free Zone was
established as per RD 123/2010. The FZ is
intended to attract local and foreign investments
in the following main clusters :
Metals & Minerals
Logistics
• Ferro-alloys
• Warehousing
• Steel & aluminum
industries
• Cold storage
• Copper, marble, ceramics
• Automotive distribution
Food Industries
Petrochemicals
• Downstream petrochems
• Sugar & Molasses
downstream
• Flour and pasta
industries
• Fish processing
• Packaging
• Oil waste re-use
• Pharmaceuticals

66. Downstream
Petrochemicals
Food Cluster
Logistics hub
Downstream
Metal & Minerals
Downstream & Key Clusters
Sohar Industrial Port
Sohar Free Zone
Road
Rail
Air
Sea
Sohar Industrial Estate
Airport Cargo Village
Intermodal Rail Logistics Center
Express
way
Intermodal
Sohar
Airport
Port of
Sohar

67. High Impact on Non-oil
GDP
SOHAR as a cargo hub and a
platform of sizeable industrial
development are engines for
creation of jobs and SMEs in the
Batinah region, thus impacting the
lives of at least half of Oman’s
population. However, to maintain
sustainable development, health,
education and social reforms are
critical factors.

68. Location &
Connectivity
SOHAR’S connectivity by
rail and road with the
rest of the GCC, outside
the Strait of Hormuz
gives it a distinct
advantage. Direct sea
services allows Sohar to
compete with other
ports in the GCC.
Markets: GCC, India, Iran, Africa, Korea, China, Brazil

69. • Apply and enforce on all
industries international industrial
standards: IPPC/ BAT
• DCMR initiated and presented the
Bubble Concept covering the
whole SOHAR Area. Discussions to
expand the role of SEU to cover
SOHAR are not concluded
Applying and practicing international
standards is vital for SOHAR’s sustainability.
This strength could easily become a weakness if
not managed properly.

70. Infrastructure
SOHAR’S industrial cluster is
supported by a multi-modal transport
system and an excellent energy
infrastructure
• Port:
• Dry bulk:12-25m deep
• Liquid: 16m
• Container: 18m
• General: 16m
• Airport:
• Cargo
• Passenger
• Expressways
• Oil and gas
• Power: captive and grid 2400MW
• Water
• Cooling
• Process
• Potable
• Wastewater treatment
• Intermodal Rail Terminal

71. Additional Infrastructure
Million
OMR
1
Future Roads & corridors
25
2
Rail
300
3
Utilities (grid, gas, water)
500
4
Marine (Container Terminal D)
200
5
Buffer Zone & Green Belt
20
6
Flood protection
50
7
Emergency, security, customs
50
8
Nature Compensation
5
Subtotal
9
8
Resettlement
1150
150
Total (say)
1500
• Very rough estimates
• Does not include current infrastructure programmes
• Does not include infrastructure to be borne by SIPC, SFZ, PEIE
4
5
9
2
7
1
6
3

72. World Class Sohar
Sohar is served by reputable international
organizations, that are known to be global leaders
in industry. This has elevated Sohar to be known as
a “destination of choice”. Its HSSE policies follow
good international practices.

73. • Labour issues
• Labour issues
Raising productivity levels
Raising awareness for employment in port
cluster (Education Information Centre)
• Customs Regulations
GCC Customs Law could limit business •
development at port and freezone. It
may require updating.
• Small local market
Customs Regulations
Improve seamless customs communication
and administration
• Small local market
Oman needs to devise a clear strategy
that continues to promote and achieve
higher volumes of exports, re-exports
and FDI.
Oman’s location advantage alone is a
primary driver for Oman to supersede
business volumes in countries inside the
Gulf.
• Stakeholder management • Stakeholder management
Lack of structured communication with
local communities as well as different
messages to markets.
Coordinate and communicate single
message with local communities

74. Synergies to create an
integrated economic zone:
There are synergies between SIP, SIE, SFZ
and Sohar Airport:
• Markets
• Customs
• Vehicular traffic
• Emergency response
• Infrastructure & utilities
• Feedstock
• HSSE standards
• HR needs & HR development
Integration would reduce capital outlay
and yield higher economic returns

75. Jobs
There is approximately 120
square kilometers of
industrial space. This has the
potential to yield on
average 500 direct jobs for
each square kilometer and
approximately 1500 indirect
jobs for each square
kilometer. A total of
240,000 jobs could
potentially result from the
full development of SOHAR.
120 km2

76. Small & Medium Enterprise
There are numerous opportunities for establishing SME’s
as a result of the industrial development in Sohar.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Ship chandelling
Maintenance and repair
Catering
Insurance/ reinsurance
Freight services
Trucking
Storage
Hospitality
Construction
Consulting
Retail
Real estate
Landscaping
Training
Clinics
Car hire

77. SOHAR is equipped to play a “gateway”
role in the GCC and the other densely
populated regional markets. However, it is
faced with tough competition from other
economic zones in neighboring countries.

78. KIZAD could become
the main hub for
collection and
distribution of cargo
into the UAE and the
GCC by RAIL.
SOHAR could face
loss of cargo ships to
Abu Dhabi if there are
border hindrances or
a price war.

79. There are inclinations of possible
misalignment between Sohar and
other Omani Ports & Terminals as
well as Industrial Estates (PEIE):
•
•
•
•
•
•
Rail
tariffs & incentives
Energy
Marketing communication
Container market
KPI’s
These require further analysis and
agreement amongst stakeholders
Gateway
Tourism
Heavy
Industry
Container
Hub

81. Questions and Answers

82. Q&A and panel discussion
After presentations,
speakers answer and
debate on questions from
students and participants

83. Thank you!
Putting people first!

84. Contact details
Netherlands
Maritime University
@STCGroupNL
More information:
Maurice Jansen MSc
Senior Project Manager Innovation, Research & Development
www.stc-group.nl / m.jansen@stc-r.nl / T.+31 10 4486087