The Ministry of Labour in Oman reviewed its key achievements, ongoing initiatives, and future plans for labour and human resource development during a media meeting held on January 20, in Muscat.

The session highlighted the ministry’s progress in addressing employment challenges while aligning workforce strategies with national vision objectives and sustainable development requirements, an Oman News Agency report said.

Senior officials outlined recent employment figures, labour market reforms, and upcoming programs designed to strengthen private-sector participation, expand national competencies, and improve institutional performance across government entities.

Read more-Oman launches International Financial Centre: Details revealed

Dr Mahad Said Ba’awain, minister of Labour, said the number of registered job seekers in Oman reached 74,000 by the end of last November. He noted that the ministry has been working to absorb job seekers through targeted initiatives, particularly the “Sahim” initiative, which has played a central role in employment placement.

Under Sahim, a significant number of job seekers were accommodated, with the majority receiving permanent employment contracts. The remaining beneficiaries are awaiting the availability of financial grades, reflecting the ministry’s continued efforts to balance employment absorption with fiscal planning.

The minister emphasised that these initiatives form part of a broader strategy to enhance workforce participation while maintaining labour market stability.

Digital transformation and strategic planning

Abdullah Murad Al Malahi, assistant director general for Planning and Labour Policies, focused his presentation on the ministry’s qualitative outputs and programmes that demonstrate measurable impact.

He highlighted efforts to follow up on beneficiary experiences through field visits aimed at assessing satisfaction levels and identifying opportunities for improvement. The presentation also outlined progress in completing the electronic transformation of services and strengthening digital linkage with government entities.

Al Malahi said comprehensive digital systems and programmes are being developed to provide accurate data for productivity measurement and performance evaluation, contributing to improved public service quality and labour market efficiency.

Eleventh Five-Year Plan priorities

He explained that the Eleventh Five-Year Plan (2026–2030) includes 17 strategic programmes distributed across three priorities, with 12 programmes focused on labour market and employment development.

For 2026–2027, priorities include accelerating employment absorption in the public and private sectors, supporting self-employment, developing employment programmes for special categories, and enhancing legislation and national competencies to ensure qualitative compliance in labour inspections.

For 2028–2029, priorities include empowering national competencies through self-employment platforms, strengthening institutional partnerships to employ talent in priority economic sectors, and enabling national cadres to assume supervisory, specialised, and technical roles in the private sector.

He confirmed that 60,000 job opportunities are planned for 2026, including 10,000 in the government sector, 33,000 in the private sector, and 17,000 through national training and qualification programmes.

Private sector employment targets

Khalid Salim Al Ghammari, undersecretary of the Ministry of Labour for Labour, outlined the ministry’s employment targets for the private sector. He said that 50,000 jobs targeted in the private sector during 2026 will be distributed across two main categories.

The first category will focus on replacement opportunities in key sectors, including oil, gas, logistics, and tourism. The second category will include direct employment opportunities or positions supported through wage subsidies or training programmes.

Al Ghammari added that in 2025, around 2,000 citizens from low-income families and persons with disabilities were employed in the private sector. In addition, initiatives offering financial grades in the government sector were provided for persons with disabilities during the current year, according to an Oman News Agency report.

Sector performance and employment outcomes

The meeting featured visual presentations reviewing the performance of the labour and human resource development sectors, alongside an overview of the Ministry of Labour’s Eleventh Five-Year Plan.

Ammar Salim Al Sa’adi, director general of Labour at the Ministry of Labour, said that 36,413 employment opportunities were provided in 2025. He added that 15,069 job opportunities were created through training linked to employment and replacement programmes.

He also announced that the sectoral committee for employment governance approved the provision of 13,000 job opportunities. Within the self-employment system, 2,300 professions were registered, while more than 4,000 Omanis were placed in technical and leadership roles through replacement initiatives.

Labour relations and employment security

Al Sa’adi highlighted the ministry’s efforts in labour negotiations and employment follow-up. He said that the ministry’s Economic Committee succeeded in retaining 713 cases related to terminated services in 2025.

In the area of monitoring employment and terminated services, contracts for 2,146 individuals were renewed. Negotiation efforts led to the retention of 4,388 cases, reflecting the ministry’s focus on job stability. Meanwhile, 660 individuals benefited from the employment security scheme.

He also noted that more than 141,000 establishments are currently registered under the Wage Protection System, supporting transparency and compliance in wage payments.

Institutional performance and innovation

Salim Hamoud Al Jabri, director general of Regulation and Job Classification, said the improvement rate in performance results for applying the individual proficiency system in the human resource development sector reached 95%.

He added that 48 government units have applied management practices, studies, and research under the institutional innovation and change management system. The Ejada system for measuring individual and institutional performance has been implemented by 67 government units.

More than 150 workshops and awareness sessions on institutional proficiency have been conducted. The national system for institutional innovation and change management also included four research studies conducted across participating units.

Al Jabri said that 300 employees obtained the international Thomas certificate as certified assessors. Additionally, 89 per cent of administrative apparatus units identified patterns for analysing personal and leadership traits within the Ejada human resource management matrix.

For nearly two decades, Adel Mardini has done what few founders in private aviation have managed. He has built Jetex by reshaping the private aviation market, using Dubai’s geographic reach and regulatory openness to scale a premium service across regions.

Under his leadership, Jetex has grown from a single location into a network spanning 38 locations globally, set to reach 75 by the end of next year, prized for its sleek environments, meticulous service standards, and brand consistency.

That phase of Jetex’s evolution is largely complete. Today, Mardini’s focus has shifted. The emphasis is no longer on how Jetex looks, or even how large it becomes, but on how efficiently the entire system works and where time is still being lost.

“People don’t fly private just to be in the air,” Mardini says, speaking at Jetex’s flagship VIP terminal at Dubai’s Al Maktoum International Airport. “They do it to save time. If you land and then lose another hour or two on the ground, the experience breaks.”

That observation has become a key principle behind Jetex’s next chapter. After years spent building scale, brand credibility, and global reach, the company is repositioning itself as a connective platform, designed to remove friction from every stage of private travel, from arrival and transfer to fuel, infrastructure, and what comes next.

Solving the last mile

The most visible expression of that shift is Jetex’s growing focus on the so-called “last mile”, the point at which private aviation’s promise of time-saving often begins to unravel.

For many clients, the contradiction is familiar. A private jet shaves hours off a journey, immigration takes minutes — but then a ground transfer consumes another one or two hours in traffic. For travellers paying a premium to compress time, the inefficiency is hard to ignore.

It is this gap that has pushed Jetex to focus increasingly on the eVTOL (electric vertical take-off and landing) sector. Through partnerships with Archer and Joby Aviation, Jetex is positioning itself as an infrastructure and services partner for air taxi operations. This is not a pure technology play, but a practical extension of private aviation.

“The vertiport industry is expected to grow into a market worth more than $200bn over the next 10 to 15 years,” Mardini says. “For us, eVTOL is not a novelty. It’s about solving the biggest inefficiency in private travel.”

Jetex’s ambition is to integrate eVTOL aircraft directly into its terminal operations, allowing passengers to transition from jet to air taxi with minimal friction.

“Connecting the traditional jet with eVTOL aircraft will be a major milestone for us,” Mardini says. “And it’s one we will achieve.”

Jetex has already signed agreements with Archer and Joby to support their growth in the UAE, with plans to extend this capability across its global network. Dubai is expected to be among the earliest deployment sites.

“Our clients want to complete their journey,” Mardini adds. “They want to land, finish their procedures, and move on immediately. That’s what we’re building.”

This emphasis on continuity also explains Jetex’s move beyond the airport itself. In 2026, the company plans to operate its first lifestyle premises, incorporating a café, a hotel, and a private members’ club.

Rather than viewing the airport as the endpoint, Jetex increasingly sees it as one node in a broader ecosystem that serves the same clientele beyond aviation alone.

“Our clients already trust us with their time, their privacy, and their travel,” Mardini says. “That trust allows us to extend the experience into other parts of their lives.”

Global footprint to connected flow

This focus on efficiency helps explain why Jetex’s next phase of expansion looks different from its last.

With the network set to reach 75 locations, spanning the Middle East, Europe, Africa, Asia, and Latin America, the numbers suggest continued rapid growth.

“This footprint gives us something very powerful,” Mardini says. “It allows us to deliver the same service, the same experience, everywhere. That consistency is what enables us to connect the entire journey.”

Before Covid-19, Jetex’s typical private aviation client was an ultra-high-net-worth individual from traditional sectors such as oil and gas, or a government official, often aged between 50 and 80. Private aviation was largely about access and discretion.

Since the pandemic, that profile has shifted markedly.

Today, the average Jetex passenger is between 25 and 55, with growing representation from technology, crypto, fashion, entertainment, and creative industries. Many migrated from first and business class on commercial airlines during Covid-19 and never returned, drawn by speed, privacy, and control.

“These clients are extremely time-sensitive,” Mardini says. “They are globally mobile, digitally fluent, and they expect the experience on the ground to work as seamlessly as it does in the air.”

Scaling with sustainability

Efficiency is not only about movement. It is also about fuel, infrastructure, and systems working together.

At the recent Dubai Airshow, Jetex supplied sustainable aviation fuel (SAF) and sold out its entire allocated volume. Demand was strong enough that additional supply was requested but unavailable.

“We were very happy to bring SAF fuel to the Dubai Airshow,” Mardini says. “The fact that it sold out tells you demand is increasing.”

Jetex has been the exclusive ground handler for the Dubai Airshow since 2016, and this marked the second time it introduced SAF at the event. While cost, availability, and certification challenges remain, Mardini believes client pressure is accelerating adoption.

“Many of our corporate clients have their own net-zero commitments,” he says. “They expect us to provide fuel options that help them meet those goals.”

Geographically, Saudi Arabia represents one of Jetex’s most strategically important growth markets. The company has been appointed exclusive fixed-base operator at Red Sea International Airport, the gateway to one of the kingdom’s most ambitious luxury tourism developments.

“That means we’ll be there from the very first flight,” Mardini says. “We’ll be shaping the experience for every VIP and private passenger who arrives.”

Beyond the Red Sea, Jetex is actively evaluating opportunities in Riyadh, Jeddah, and NEOM. Operationally, the Saudi facilities will mirror Jetex’s Dubai flagship, with lounges, concierge services, crew rest areas, and on-site customs clearance.

“Our model is to replicate the same feel everywhere,” Mardini says. “If you land in the Red Sea or Riyadh, it must feel like Jetex Dubai.”

Elsewhere, Jetex is expanding across Asia, Africa, and Latin America. Markets such as Indonesia, Thailand, and Vietnam remain at an early stage of private aviation development. Southeast Asia’s business jet market is forecast to grow at a compound annual rate of 15.5 per cent between 2025 and 2030, according to Mordor Intelligence.

“These markets are fragmented,” Mardini says. “But that fragmentation creates opportunity for a global brand with standards.”

Behind Jetex’s polished lounges sits a centralised operating engine. From Dubai, a 24/7 global operations team coordinates flight planning, permits, fuel, catering, and ground handling across the network.

“From the moment a client calls, our system kicks in,” Mardini says. “We can arrange services anywhere in the world within hours.”

This is supported by proprietary technology that tracks flights, crew schedules, and fuel supply in real time.

“Technology doesn’t replace our people,” Mardini says. “It makes them faster and more accurate.”

Connecting what comes next

As Jetex accelerates its expansion, the challenge is no longer simply growth, but integration, ensuring complexity disappears entirely from the client’s point of view.

“If we can grow and still have our customers feel like we are their personal aviation team, then we’ve succeeded,” Mardini says.

The footprint is expanding. The infrastructure is evolving. The experience is being re-engineered.

Jetex’s next frontier is efficiency — and the ability to turn time itself into its most valuable offering.

• Read the full cover story in the latest January 2026 edition of Gulf Business Magazine.

Kaspersky has signed a Memorandum of Understanding (MoU) with Codebase Technologies, a UAE-based provider of digital banking platforms and fintech solutions operating across the Middle East, to explore joint opportunities in delivering secure, integrated digital banking and fintech offerings across the region.

The collaboration aims to combine Codebase Technologies’ Digibanc digital banking platform, implementation expertise and regional market presence with Kaspersky’s advanced cybersecurity technologies, supporting banks, financial institutions, fintech firms and regulated entities as they navigate increasingly complex cyber risk environments.

Strengthening security across digital banking platforms

Under the MoU, both parties will assess opportunities to enhance the security, resilience and regulatory compliance of digital banking and fintech environments. The partnership focuses on addressing key cybersecurity challenges associated with digital financial services, including the protection of critical systems, fraud prevention, safeguarding sensitive data, and securing customer-facing operations.

By aligning their respective capabilities, Kaspersky and Codebase Technologies aim to help organisations embed cybersecurity more deeply into their digital banking infrastructure, ensuring protection is integrated from the platform level rather than treated as a standalone layer.

Rashed Al-Momani, general manager at Kaspersky Middle East, said: “Financial institutions are operating in an increasingly complex threat landscape, where cybersecurity must be an integral part of digital banking platforms from the outset. Through this collaboration with Codebase Technologies, we aim to explore how our cybersecurity expertise can complement advanced digital banking solutions such as Digibanc to help organizations better protect their operations and customers.”

Tamer Al Mauge, managing director – MENA at Codebase Technologies, commented: “Cybersecurity is a critical pillar of modern digital banking and fintech services. By working with Kaspersky, we plan to assess opportunities to enhance our Digibanc platform with advanced security capabilities that address regulatory, risk management, and operational requirements across our target markets.”

The MoU establishes a structured framework for collaboration, enabling both companies to combine technical expertise and market insights to support financial institutions across the Middle East. The partnership reflects the growing need for security-by-design approaches as banks and fintechs accelerate digital transformation amid heightened regulatory scrutiny and evolving cyber threats.

Read: Kaspersky warns of ChatGPT-themed macOS malware campaign

Oil prices edged up on Thursday, after US President Donald Trump ratcheted down tension with Europe over his demand for Greenland, while disruptions in supply from two large fields in Kazakhstan and a better demand outlook for 2026 lent support.

Brent crude was up 9 cents, or 0.14 per cent, at $65.33 a barrel by 0320 GMT. West Texas Intermediate for March rose 13 cents, or 0.21 per cent, to $60.75 a barrel.

Read more-GCC energy investment outlook remains resilient in 2026

The contracts climbed more than 0.4 per cent on Wednesday, following the previous day’s rise of 1.5 per cent, after OPEC+ producer Kazakhstan halted output at its Tengiz and Korolev oilfields because of issues regarding power distribution.

Also on Wednesday, Trump suggested a deal was in sight over the Danish territory, while ruling out use of force to end a dispute that had risked the worst rupture in transatlantic relations in decades.

A pact on Greenland would reduce downside risks from a US–Europe trade war and is supportive of the global economy and demand for oil, said Mingyu Gao, chief researcher for energy and chemicals at China Futures Co Ltd.

“At the same time, the United States has not ruled out possible military involvement in Iran, which is also supporting oil prices,” Gao said.

Against the backdrop of the Greenland framework and the receding prospect of action in Iran, oil prices should hold around the level of $60, said Tony Sycamore, an analyst with online broker IG.

Also aiding the market was a revised higher growth forecast for global oil demand in 2026 in the International Energy Agency’s latest monthly oil market report, suggesting a slightly narrower market surplus this year.

US crude and gasoline stocks rose while distillate inventories fell last week, market sources said on Wednesday, citing figures from the American Petroleum Institute.

Crude stocks rose by 3.04 million barrels in the week ended on January 16, according to the API, said the sources, who spoke on condition of anonymity.

Gasoline inventories rose by 6.21 million barrels, while distillate inventories fell by 33,000 barrels, the sources said.

Eight analysts polled by Reuters forecast an average rise of about 1.1 million barrels in crude inventories for the week to January 16.

“High crude inventories are limiting further gains in oil prices in an oversupplied market,” said Yang An, an analyst at Haitong Futures.