Why Oman’s new performance-based allowance system matters

Something important just changed in Oman’s private sector — and it didn’t make much noise. But it should have. In June 2025, the Ministry of Labour issued Ministerial Decision No. 317/2025, introducing a new framework for annual allowances granted to Omani employees in the private sector. At first glance, it may appear to be a technical administrative update. In truth, it signals a quiet yet meaningful shift — one that could reshape workplace culture, redefine employee motivation, and nudge the private sector toward greater fairness and efficiency.
For years, private sector employees received a flat annual allowance of three per cent. It made no difference whether an individual went above and beyond or simply met the bare minimum. As long as they completed a full year of service, the increase was automatic. This approach, while administratively simple, sent the wrong message. It blurred the line between high performers and underperformers, discouraged ambition, and dulled the incentive to innovate or improve. For many Omanis, it reinforced the perception that the public sector — with its clearer paths to recognition — was a more appealing career choice.
The new system changes the equation. Allowances are now linked directly to performance evaluations, with rates ranging from five per cent for an “Excellent” rating to four per cent for “Very Good,” three per cent for “Good,” two per cent for “Acceptable,” and none at all for those assessed as “Poor.” Another notable improvement is the timeline. The allowance is now payable after six months of employment rather than twelve, creating a more responsive and motivating structure. This means employees no longer need to wait a full year to see their efforts recognised and rewarded.
Importantly, the reform introduces mechanisms for fairness and accountability. Employees have the right to appeal their performance assessments, and companies that fail to comply with the regulations face penalties of RO 50 per violation. This is not a symbolic gesture; it is a strong indication that the Ministry of Labour is serious about implementation, compliance, and protecting the rights of workers.
This reform is about more than financial reward. It is about restoring fairness, recognising individual contribution, and building a performance-driven culture. When rules are clear and consistently applied, trust grows. Motivation improves. Retention increases. The private sector becomes a place where ambition is not just tolerated, but rewarded. The new system sends a strong message to employers: performance matters. Those who invest in transparent evaluation systems, train their managers effectively, and build a culture of merit will be better equipped to retain talent and compete in the evolving economic landscape.
This policy also aligns closely with the national goals of Oman Vision 2040, which places human capital at the centre of development. The Vision calls for a dynamic, competitive private sector led by skilled Omanis who are recognised and empowered. A performance-based allowance system supports that goal by rewarding excellence and encouraging continuous improvement.
Of course, no reform can succeed by decree alone. Implementation will be the true test. Performance evaluations must be fair, consistent, and transparent. Employers need to ensure that the system uplifts rather than discourages — that it is used to support growth, not to punish. Managers must be trained to apply standards objectively. Employees, in turn, should be guided and motivated to achieve higher outcomes, not merely ranked in a system they do not trust.
If implemented well, this reform could mark the beginning of a new chapter in Oman’s private sector — one defined by recognition, accountability, and ambition. If poorly applied, however, it risks becoming another box-ticking exercise with little real effect. The responsibility now lies with all of us: policymakers, employers, and employees alike. Oman has taken a bold and necessary step toward building a smarter, more equitable labour market. Let us ensure this reform delivers not only on paper — but in practice, across workplaces, industries, and careers.