Strategic Role of the People
Our people play a pivotal role in the Omantel transformation journey from a traditional telecommunications operator to an integrated digital and technology ecosystem. As the business expands across connectivity, ICT, cloud, fintech, data, and emerging technologies, sustained performance increasingly depends on organisational capability rather than infrastructure alone. Our people remain the driving force that translates strategy into execution, through facilitating innovation, ensuring service excellence, integrating diverse platforms and partnerships, and adapting rapidly to evolving technologies and customer expectations. Accordingly, our people fundamentally drive our business approach, directly influencing execution speed, operational resilience, customer experience, and the long-term scalability of Omantel’s growth platforms.
People as a Driver of Value Creation
Organizational culture
Collaboration, ethical conduct, and a digital-first mindset that support aligned decision-making and innovation
Talent and Diversity
Broad, inclusive leadership pipelines and access to diverse perspectives that strengthen execution and innovation
Workforce Resilience
Adaptability, wellbeing, and change readiness to sustain performance in a fast-evolving digital environment
Skill and Capability Development
Development (Future-ready technical, commercial, and leadership capabilities aligned to Omantel's growth priorities
“Data becomes powerful when it tells a story. My role is to transform information into insights that help our teams make better decisions every day.”
Muadh Sualiman Said Al Subhi
BI Reporting Specialist
Workforce Profile and Talent Dynamics
Omantel’s workforce remains a critical enabler of its transformation into an integrated digital and technology ecosystem. In 2025, the Company maintained a stable and predominantly Oman-based workforce, supported by continued nationalisation, targeted recruitment, and strong parental support practices. Talent inflows reflected a growing focus on youth and gender diversity, reinforcing long-term capability development and workforce sustainability.
Workforce composition
- 2,337 full-time employees at Omantel
- 71.8% male /28.2% female
- Women hold 23% of all leadership positions
Recruitment and talent inflow
- 109 new hires during the year
- 37% female representation among new hires
- 57% of new hires aged 18–30, reflecting continued growth in young talent
Leadership Development and Managerial Excellence
Leadership capability remains central to sustaining Omantel’s transformation into an integrated digital and technology ecosystem. In 2025, the Company continued to invest in structured, world-class leadership development initiatives designed to strengthen managerial effectiveness, expand the leadership pipeline, and enhance strategic and transformational capabilities across the organisation.
People Manager Programme and Leadership Tracks
- 112 participants across 10 batches
- 96% participant satisfaction
- Targeted 72 Managers, 32 Senior Managers, and 5 Team Leaders
- Measurable improvement recorded in 13 of 19 leadership competencies
Global leadership partnerships
- London Business School: 26 leaders participated
- IMD Accelerator Programme: 35 mid-management employees
- Executive coaching: 16 female leaders supported through personalised coaching
Leadership impact
- Strengthened leadership bench and succession pipeline
- Enhanced, strategic, people, and transformational leadership capabilities
Learning and Development: Future Skills at Scale
In line with Omantel’s Portal to the Future strategy, 2025 marked a year of focused, data-driven investment in capability development. Learning initiatives were designed to build future-ready skills at scale, strengthen leadership, and technical depth, and support the workforce’s readiness for emerging technologies and evolving business models.
Future skills and digital learning
- 1,400 learning opportunities
- 36% workforce participation
Training intensity
- Total learning opportunities 7,339
Strategic development programmes
- Build the Leaders: 26 participants
- NOVA Programme: 36 participants
Early talent and mobility
- Mobility programmes: approximately 112 international and local opportunities
- Future talent: 527 on job training and 31 Gen Z graduates (Batch 5)
“Today, sustainability is not a separate agenda. It is part of how we operate and create value. Our work contributes to a more sustainable and secure tomorrow.”
Eithar Salim Mohamed Al Jahdhami
Assistant Specialist - Enterprise Risk Management
Future Jobs and Digital Capability Development
Preparing the workforce for emerging roles and technologies remains a key pillar of Omantel’s future-readiness agenda. In 2025, the Company advanced structured workforce planning initiatives to identify future-critical roles, strengthen internal capability pipelines, and scale digital and technology skills across the organisation. These efforts were complemented by regional exposure opportunities designed to broaden technical depth, innovation capability, and leadership perspective.
Future workforce planning
- 35 Future Jobs identified in 2025
- Roles supported by defined role profiles, career pathways, and targeted development plans
- Implementation Plan approved for structured adoption across functions
- 5 Future Jobs filled internally through assessments and talent alignment
Digital skills and emerging technologies
- Google Cloud certifications
- 31 Cloud Computing
- 40 Machine Learning
- 20 Cybersecurity
Data science and HR analytics
- 16 KNIME Data Science participants (91.4% satisfaction)
- 10 Tech and AI in HR participants (92.5% satisfaction)
5G technology track
- 11 employees completed specialised 5G training
Global exposure and secondments
- 9 high-potential employees
- Across 5 Zain Group operating companies
- 2–4 month secondments
- Hands-on exposure across core network operations, innovation domains, and technology functions, strengthening regional expertise
Career Counselling, Mentorship, and Well-being
Supporting employee well-being, engagement, and career clarity remains an integral part of Omantel’s people strategy. In 2025, the Company strengthened its approach through the introduction of structured counselling, mentorship, and well-being platforms, supported by digital tools, data-driven insights, and targeted interventions aimed at enhancing employee experience and long-term performance.
Career counselling and mentorship
- Launch of a Career Counselling and Mentorship System supported by digital dashboards and structured matching
- 49 counselling sessions delivered during the year
- Ongoing tracking of mentor–mentee progress
- High satisfaction levels reported by participants
Well-being impact
- Strengthened employee engagement, well-being, and career clarity
- Reinforced a supportive and inclusive workplace environment
“Clear insights lead to strong and purposeful decisions. We translate complex data into meaningful analysis to help our teams see opportunities more clearly.”
Iman Abdul Razzaq Sulaiman Al Abri
Assistant Analyst Performance Insights Reporting
