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Master Plan of the Oman Bus Network
Master Plan of the Oman Bus Network
Ineco offers consultancy services for the new Transport Master Plan of Oman, Mwasalat

28 existing buses + 40 new ones (in 2015)

45 long-haul buses

2 urban lines and more than 1,200,000 passengers in 2014

5 urban lines put into operation throughout 2016

8 lines out of Muscat, 2 international lines and over 250,000 passengers in 2014


  • Master Plan of the Oman Bus Network

Ineco, along with its partner Grupo Ruiz, were appointed by Mwasalat (formerly Oman National Transport Company) to carry out consultancy services for the Development of the Long-Term Transport Master Plan of the Omani public operated company, as part of a series of initiatives that are currently underway and that will have an influence on the public transport sector of the country with a timeframe of the year 2040.

The need to improve the bus services in Oman was recognised as an important aspect for economic growth and development. For this reason, Mwasalat wishes to become a world class bus transport operator, provide an efficient bus service that is modern and competitive on a national and international level and one which puts the customer first, and contribute to economic growth, quality of life and environmental sustainability in the Sultanate of Oman.

The objective of this plan is to help in the establishing of a strategy for the development of efficient integrated bus services in Oman.


Data Sheet
Location: Oman
Client: Mwasalat (formerly Oman National Transport Company)
Execution period: 2015-2016
Market: Urban transport

Master Plan for Oman

As the basis of the Master Plan, an assessment of the starting situation was carried out, in which the socioeconomic situation in the country was analysed, along with the state of the transport regulation of road travellers and the current bus transport market in the country. Additionally, a benchmarking of companies was carried out internationally to identify the best practices applicable to Mwasalat.

These analyses allowed areas for improvement to be identified both in the company and in the existing services, which gave way to the establishing of future strategies on which to base specific actions for improvement.

The next step was the development of actions that respond to the need of Mwasalat to improve the regular services in existence and plan the new ones that should enter into service in the capital of the sultanate in the very short term, as well as the design of the future functioning of Mwasalat and its agents involved as a whole. As such, we studied the potential areas for improvement of the current services of the company, we analysed the viability of new or improved services, considering an estimation in the demand of passengers and the associated operation and investment costs and a global strategy is developed to attract passengers and users, for example, of private vehicles.

Once the future functioning of Mwasalat was planned, we defined the implementation of the strategy developed, establishing three time periods: short term (2016-2018); medium term (2019-2025) and long term (2026-2040).

Ineco has also supported Mwasalat with the requests of land reserves and the budget that they must present before the Ministries of Housing and Finance with the aim of being able to make the measures proposed in the framework of the master plan viable.