When he embarked on an ambitious mission in Oman, three decades ago, Robert MacLean, former principal of National Hospitality Institute (NHI) – credited for doing the spadework for bolstering the Hospitality industry in Oman – instantly recognised a new prospect to create employability within the youth in Oman. “One of the great strengths of our industry is that it provides many life skills which go beyond the hospitality industry and has served many people who went on to flourish in banking, retail, telecommunications and many more sectors,” he tells Hubert Vaz in a free-wheeling chat. Excerpts

You’ve spent nearly 30 years championing hospitality education in Oman. When you first arrived, what was the landscape in hospitality in the sultanate like?

When we first arrived in Oman there was a strong understanding of hospitality as a career particularly amongst young Omanis. However, there were a few centres of excellence who really tried to train and educate their Omanis staff. These were Al Bustan Palace hotel and the Intercontinental hotel. Both had thriving training departments with a strong belief in what they were doing.

The great thing about the hospitality industry is that it has many different places where people can achieve at different levels and different speeds. I saw early on that the industry could be a great place to create employability within the youth in Oman.

What were the early conversations like when you began encouraging young Omanis to consider it as a respected and promising career?

The perception of hospitality overall was poor but that was often diluted by the need for jobs. The job titles were not really understood, and many had been historically filled by expatriates. However, there was also the attraction of eventual public sector i.e. army jobs. Like anywhere else in the world, if you show your students how the job can be done professionally and with pride, it can change the perception of the job. From the beginning the Institute trained to a high standard with good facilities and the beginning of a great team of committed professionals.

Could you take us back to a defining challenge or setback in those early years – something that tested your resolve?

There were many hurdles, like funding had not been finalised, so it was difficult to get decisions from the Ministry of Labour. Employers were skeptical that it would work and they were worried about cost and turnover of staff as they had limited control over Omanis than they did with expatriates.

Language was a big issue in the beginning as most of the Omanis attracted to the sector had very low levels of English.

What strategies did you adopt to shift long-held perceptions about hospitality work among students, families, and even industry leaders?

When changing mind sets it’s a lot do with trust and consistency. Employers were pleased by what they saw and the fact we were committed. This encouraged them to be part of the process not just the end user and it helped a lot. Consistency with the students is vital. They needed to understand that if we made a rule and explained it they were expected to follow it.

NHI’s growth has mirrored the evolution of Oman’s hospitality sector. What internal reforms or innovations did you introduce?

From the beginning we knew we needed industry experienced trainers. It was vital that the skills being taught came from a background of experience. We also signed up with competency-based awarding bodies so that the qualifications the students achieved were based on the ability to do the job, not just talk about it. The school was designed with Realistic Working Environments, like kitchens, restaurant, guest room, reception etc. All of this hands-on approach helped the students to understand the job they were training for.

Many of your former students are now working in reputable establishments around the world. What makes you proudest when you look at how far they’ve come?

I am immensely proud of seeing our students become successful and it doesn’t always have to be in a high position. However, those that have gone on to do great things make you extra proud and more than that it shows other students coming behind them that there are opportunities available to them. One of the great strengths of our industry is that it provides many life skills which go beyond the hospitality industry and has served many people who went on to flourish in banking, retail, telecommunications and many more sectors

What kept you pushing forward during the years when progress felt slow or resistance felt strong?

Having belief in what you are doing is wonderful tool when you are up against various hurdles. There was never any doubt what we were trying to do and the team we had understood that. Keeping in close touch with industry professionals was a great help as you were constantly benchmarking against the industry and what was happening. One of my greatest personal strengths was that I was from the industry originally, I knew what was expected of us, and that’s a big help when you are deciding what direction you need to go in.

In your view, what core values define an outstanding hospitality professional?

One of my predecessors pointed out in a training session once that there is only one letter difference between the word ‘servile ‘and the word ‘service’. He went on to explain the difference and noted that everybody serves someone else in some shape or form. However, that is perhaps an oversimplification of a very challenging subject which is worldwide.

Hospitality is a demanding field – long hours, high expectations, and constant service. How did you prepare your students to meet these realities?

We always tried to ensure the students understood the reality of the job. For example, all students had to be in full uniform whilst at the institute. This was seen as self-management and prepared them for the day they started work and had to manage themselves. Grooming – all males students had to shave every day – was a very contentious issue with new students but since most of the industry expected it, I had the duty to ensure students understood those expectations.

What were the initial inhibitions of young Omanis who ventured into Hospitality?

As in many countries, hospitality is not always seen in a good light especially when you have specific cultural clashes – serving alcohol, religious differences, and the need for language skills are just some. The others are more the perception of society who saw this as an industry designed for low paid expatriates from the sub-continent. Many young people are brought up in Oman with household staff from these regions and the jobs they do are seen as menial. We found that many of the early success stories had family links beyond Oman and were therefore perhaps exposed beyond Oman.

The Oman Hospitality Champions awards, which you initiated, have become a prestigious annual platform. What inspired you to create this programme?

I am very proud to be the founder and initiator of the annual Oman Hospitality Champions and what it has done to the Hospitality sector in Oman. I was inspired during my several, years as a judge at the Middle East Hospitality awards. We now have a hospitality community in Oman, and the companies have a point of motivation to ensure their people are rewarded and recognised.

In your experience, what distinguishes Oman’s young hospitality talent from the global pool?

I think everybody agrees that the unique feature of Oman is its warm friendly people and that has not changed in the 30 years I have been in Oman. This feature makes a huge difference in an industry where respect of the guest is paramount. Of course, the skills have to be taught to go with this and that will enable a professional with all the key elements to succeed in our industry.

After three decades of commitment, what do you consider your most significant accomplishment?

I think my most significant accomplishment has been to show hospitality as a place where young Omanis in particular really can change their lives without the prerequisite of position or money. It’s truly open to all who are willing to put the work in and are already seeing the older generation encouraging their children to join the industry.

What are your dreams or aspirations for Hospitality in Oman?

Actually, many of my dreams have come true on this subject. There are many examples where Omanis are leading the way in Hospitality, and we now have several hotel managers, and some general managers, who are Omani. Many heads of department are also now Omani. I have always said that the tourists who come to Oman do so to enjoy the culture which means interfacing with Omanis as they are the true essence of Oman.

Personal reflections

Looking back, in what ways do you feel this mission transformed you personally?

When you have the privilege of being in the teaching or training profession you have a duty towards your students, and in our case, to their future employers. This gave me a personal sense of direction with clear goals, and I found it incredibly rewarding when I saw students leave and start their working lives.

What were some pivotal moments that reshaped your own thinking or leadership style?

I remember when we first started with Investors in People, which is a UK set of standards on how to develop and retain your people. This was designed for the team, but we used many of the things learnt from it and used it in the training of students. To me it was always clear – if we are in the business of training people to work in other companies then we (our company) should be the best at training and developing their own people. This was the greatest development and allowed everything else to fall into place.

What have your students taught you?

I am constantly amazed at the resilience of many of our students. There are fantastic examples of many students who went way and beyond the needs of their course, either during training or during their time in their company. It goes back to the responsibility we have as educators to ensure that motivation is preserved.

You’ve dealt with cultural nuances, institutional hurdles, and shifting industry expectations. Which of these experiences contributed most to your personal growth as a leader?

I think consistency is very underrated. It was very clear to me in the early days that we had to give out consistent messages about behavior, appearance, grooming, etc as we knew our end employers will have expectations. We also knew that these rules might clash with some cultural norms, so we were sensitive and did our homework on what would be acceptable.

What were the mistakes, if any, that taught you the most?

I think sometimes we expected too much from students as we were under pressure from a growing 5-star mentality. However, many of the students flourished under pressure and went on to do well.

After dedicating three decades to nurturing hospitality talent, what values now define your life’s journey ahead?

I am incredibly proud of what my team and I achieved over 30 years. Some of the values which helped us through were respect and trust. I learnt that no matter where you are in the world many of the challenges are the same. We also earnt that very often students translated discipline to care. The fact that we cared about their progress and behaviour etc. was a novelty as many had come from backgrounds where nobody cared or bothered about them.

Industry stalwarts speak

Looking back on Oman’s hospitality industry, the transformation has been remarkable since the first days when I arrived. The biggest change has been the hotel landscape itself – from just a handful of properties to today’s vibrant mix of world-class resorts and global brands, establishing Muscat as a true leading tourism destination.

Chris K Franzen, Managing Director, Burgenstock Hotels AG, Switzerland

My journey has been deeply shaped by the country’s culture of authenticity, generosity, and pride. Over the years, I have seen hospitality evolve from a focus on facilities and formality to one driven by meaningful experiences, emotional connection, and genuine care. Today’s guests seek purpose, personalisation, and consistency — redefining what true luxury means in our industry.”

Maren Kuehl, General Manager, Anantara Al Jabal Al Akhdar Resort

I will never forget September 2005, arriving for the opening of the iconic Shangri-la Barr al Jissah. Coming from Australia, I instantly fell in love with the rich culture and natural hospitality of the Omanis. Since then, I returned twice for interim roles and now a 3rd time to lead Grand Millennium and open Studio M, Muscat.

Glenn Nobbs, General Manager Grand Millennium

I can confidently say that, in the past two years, Muscat is experiencing a surge in international leisure travels. During peak months of October till May we have seen a steady growth in not only, hotel room occupancy and average rates but also in footfall in our food and beverage operation. The year 2026 is promising to be a stellar year for Radisson Blu Muscat.

Michael Kasch, General Manager, Radisson Muscat

Oman’s hospitality industry has seen significant growth in the past two decades, driven by the Ministry of Heritage and Tourism’s vision and the active participation of Omani citizens. Key developments such as the new international airport, international hotel investments, expanded airline routes, relaxed visa policies, and the opening of new tourist attractions have all contributed to enhancing the visitor experience.

Herve Corvest, General Manager, Crowne Plaza Muscat

Tourism in Oman is undergoing significant transformation. The government’s Vision 2040 initiative aims to increase tourism’s GD contribution, investing heavily in luxury resorts, cultural heritage sites, and adventure tourism. The country balances modernisation with preservation, promoting varied authentic experiences, positioning itself as the Arabian Peninsula’s premier sustainable tourism destination.

Salah al Mamari, GM, Radisson Muscat

With over 35 years in the hospitality industry and nearly a decade working in Oman, I have witnessed a significant shift in hotel leadership. The traditional path through F & B has evolved toward Sales, Revenue, and Finance, reflecting a more strategic, target-driven approach. While technology and AI are reshaping decision-making, Barceló remains a standout.

David Faull, GM, Barceló Mussanah Resort

Oman’s hospitality landscape has evolved from a largely Muscat centric, corporate-driven market into a more diversified, experience led destination. Under Vision 2040, the government has strengthened infrastructure, air access, and global positioning, promoting Oman as a high value, nature and culture focused alternative in the region. Luxury resorts now sit firmly in the mainstream.

David Todd, VP, Minor Hotels Middle East