Khimji Ramdas, an established business group with a presence in Oman spanning 156 years and seven Sultans, is considering the possibility of a partial public listing in the future to ensure the company’s long-term sustainability. Speaking in a recent interview, Nailesh Khimji, a fifth-generation family member, emphasized that any decision to list would not be driven by the need to raise capital, as the company is nearly debt-free and primarily funds its growth internally.

The group’s potential move toward public listing is intended to secure continuity and permanence, especially as future family generations may or may not be involved in the business. Khimji Ramdas has evolved significantly since its origins as a trading enterprise operating on barter systems between Oman, India, and Africa. Today, it comprises more than 40 businesses grouped into four key clusters: consumer, infrastructure, luxury and lifestyle, and projects and logistics. Supply chain management remains a unifying element across its operations, with the company handling the movement of goods from ports and airports through to consumers.

Rather than diversifying into unrelated sectors, Khimji said the group focuses on leveraging its existing expertise to expand into new markets. This has included regional growth initiatives in Saudi Arabia, the United Arab Emirates, and India, often prompted by international partners seeking to replicate the company’s business model beyond Oman.

The transformation of Khimji Ramdas from a strictly family-run entity to a professionally managed, family-owned business has been ongoing since around 1999. Non-family executives now oversee the four main business clusters, while family members retain oversight roles at the board level. Khimji highlighted that this governance structure enhances accountability and helps prevent business disputes among family members, as managers are expected to evaluate proposals based strictly on commercial viability, even if this means rejecting ideas from family directors.

Ethics and organizational culture are key pillars underpinning the company’s longevity. Khimji stressed that business decisions should be made responsibly to avoid burdening future generations with negative repercussions. This ethos extends to employees, many of whom have remained with the company through multiple generations and advanced into senior roles, reflecting a family-like corporate culture.

Looking at Oman’s business climate, Khimji welcomed reforms aimed at streamlining commercial dispute resolution and noted the growing importance of arbitration and alternative dispute mechanisms that meet international business standards. Regarding entrepreneurship and financing, he urged banks to develop capabilities for assessing the viability of investment projects independently, rather than relying heavily on entrepreneurs’ credit histories or guarantees, especially for young graduates launching ventures in emerging sectors.

While Khimji Ramdas prefers to avoid entering venture capital or unrelated industries, the group actively supports Oman Vision 2040 through its infrastructure, projects, and logistics businesses. Current activities include involvement in port expansion, dredging, and port services.

Reflecting on the company’s historical evolution, Khimji noted that despite dramatic shifts in how commerce is conducted in Oman, adaptability remains vital. Successive generations of family leaders have been educated abroad to broaden their perspectives while maintaining strong ties to Omani culture, positioning the company to navigate future challenges.