GE-PLY-02-R0 ICV Policy_17.03.2024

Business Continuity Plan Rev.
ICV Policy
Document No: GE-PLY-02
Date Effective: 30 Mar 2024
Revision history
AAH
0 17/03/2024 Original issue JMJ AAF
Rev Issue date Description Author Reviewed Approved
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without the prior written consent of the Centralized Utility Company (CUC)
This document is classified as "Restricted" information, Please share this information on a "Need-to-Know" basis.
ICV Policy Rev. 0
Contents
1.0 Introduction.......................................................................................................................................3
1.1 Purpose..........................................................................................................................................
1.2 Scope.............................................................................................................................................
1.3 Control...........................................................................................................................................
2.0 Definitions of Abbreviations.............................................................................................................4
3.0 References.........................................................................................................................................4
4.0 ICV Policy.........................................................................................................................................5
5.0 ICV Strategy......................................................................................................................................6
5.1 Defining the ICV Scope................................................................................................................
5.2 ICV Planning.................................................................................................................................
5.3 Specifying and Communicating ICV Requirements.....................................................................
5.4 Tender Evaluation.........................................................................................................................
5.5 Supplier ICV performance management.......................................................................................
5.6 Development of local suppliers.....................................................................................................
5.7 Update of ICV Requirements........................................................................................................
5.8 Communication and Reports.........................................................................................................
6.0 ICV Process for Externally Provided Products / Services..............................................................11
6.1 General........................................................................................................................................
6.2 Select ICV Elements...................................................................................................................
6.3 Tendering....................................................................................................................................
6.4 Evaluation....................................................................................................................................
6.5 Contract Award...........................................................................................................................
6.6 Reporting, Monitoring and Validation........................................................................................
6.7 Close out......................................................................................................................................
6.8 Reporting and Monitoring ICV...................................................................................................
6.9 Guidelines for SMEs (Riyada card holders)...............................................................................
Doc. No. GE-PLY-02-R0 Page 2 of 14

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ICV Policy Rev. 0
1.0 Introduction
Marafiq, Oman, is a centralized utilities company providing services such as electricity, water, and industrial
gases to meet customer requirements mainly operating in Duqm. Marafiq takes pride in meeting all legal
requirements and ministerial decrees including in-country value (ICV) requirements.
Marafiq is proud to support local suppliers, contractors and manufacturers, including SMEs, as a
contribution to the Omani economy and society, enabling local industries and ensuring that a large
proportion of goods and services purchased will bring the desired benefits to the Omani society and
economy.
1.1 Purpose
The purpose of this policy is to describe Marafiq’s commitment to ICV, including the principles and
minimum expectations for the retention of maximum value in country benefitting business development,
contributing to human capability enhancement, and stimulating growth in the Omani economy.
1.2 Scope
This policy is applied to all Marafiq’s business locations and includes subsidiary companies such as DPC.
This policy shall apply to the procurement of goods and services to satisfy OPEX and CAPEX related to
Marafiq’s requirements.
This policy provides a framework for:
 Implementing ICV policy, audit visibility and transparency;

 Defining a consistent practice and standards that shall serve as a guide to secure ICV mandatory
requirements in all Marafiq tenders;
 Achieving internal control in the processing and recording of ICV requirements in procurement
transactions;
 Acting as a tool to address ICV related issues;
 Ensuring implementation of supplier ICV commitment is consistently monitored.
1.3 Control
This policy is owned by the General Manager Sustainability and Value Creation.
All suggestions for revisions to this policy should be forwarded to the document owner.
The document owner is responsible for collecting and reviewing any suggestions for changes to this policy
and any updates to regulations and all new government requirements and legislations related to ICV for
revision to this policy.
The original document and any subsequent changes shall be agreed with and approved by the Managing
Director.
2.0 Definitions of Abbreviations

In Country Value (ICV) – ICV is the is economic value added from local operations and commercial value
retained in the country that benefits business development, contributes to human capability development, and
stimulates productivity in Omani economy.

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CAPEX - Capital expenditures are those that impact the future of the business. A capital expenditure is
incurred when a business spends money either to buy fixed assets or to add to the value of an existing fixed
asset with a useful life extending beyond the taxable year.
ICV Plan - A detailed plan to meet ICV requirements for a set period. The ICV Plan defines what In
Country Value is to be procured and when it is to be procured.
National Local Content Policy (2024-2030) - The policy adopted by Oman’s Council of Ministers' as a
road map and a compass to provide more job opportunities for citizens, localising industries, developing and
adopting entrepreneurs, encouraging small and medium enterprises (SMEs), and reducing foreign purchases.
OIA - Oman Investment Authority established as an independent legal entity by a Royal Decree No.
61/2020.
OPEX - Operating expenses are ongoing costs for running a product, business, or system.
SME - Small and medium enterprises, whose personnel numbers fall below certain limits as defined by the
ministry as below:
Classification Number of Employees Annual Turnover (OMR)

Micro 1-10 Less than 150,000
Small 11 to 50 150,000 to 1,250,000
Medium 51 to 150 1,250,000 to 5,000,000
3.0 References
This manual makes references to following documents.
Sl. No. Doc. No. Document Title

01 OIA Publication In-Country Value Guidelines for Oman Investment Authority Entities
dated 17.02.2022
02 ISO 31000: 2018 Risk management – principles and guidelines

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4.0 ICV Policy

Marafiq aspires to be the leading integrated utilities developer and operator of choice by meeting
requirements of its customers and key stake holders such as Ministries and the OIA.
It is our policy to implement and sustain a best-in-class ICV management system in conformance with OIA
guidelines and the ministerial decisions of government of Oman.
Marafiq ICV mission is to support business development, human capability development, and productivity
stimulation in Omani economy through the retention of maximum value in country.
Marafiq top management is committed to:
 Understanding the ICV needs and expectations of our Customers, OIA and related ministerial
requirements for the utilities sector,
 Assigning responsibilities for implementation of ICV and establishing and implementing ICV processes
and procedures to ensure ICV requirements are being achieved as per requirements,
 Establishing and maintaining ICV Plan on yearly basis,
 Extending our ICV commitment to all significant external providers of products and services,
 Implementing ICV strategy and procedures and maintaining ICV through systematic verifications,
monitoring and communication,
 Promoting ICV and improving awareness level of our staff and our external providers through training,
engagements and communications,
 Reviewing performance of ICV management system periodically and responding to changes to the
internal and external changes to our business context for mitigating any gaps and improving ICV
performance,
 Reporting ICV performance to the board of directors and to the ministries including OIA as required.
Compliance with this Policy is the responsibility of all company personnel. The General Manager
Sustainability and Value Creation is the ICV Manager who is responsible for leading and driving ICV within
Marafiq and its external providers. The ICV Manager responsibilities include by not be limited to:
 Planning the future ICV requirements,

 Assessing the ICV requirements for all tenders,
 Tender Evaluation,
 Auditing the ICV performance of contracted suppliers,
 Supplier ICV Performance Management,
 Supporting the development of local suppliers,
 Updating the ICV requirements,
 Promoting ICV requirements through engagements and communication,
 Reporting ICV performance.

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5.0 ICV Strategy

Marafiq uses the following strategies to implement ICV policy:
5.1 Defining the ICV Scope

Marafiq shall define the scope of its ICV based on OIA guidelines and its internal requirements. In essence,
the scope of ICV shall cover the following:
a) Procurement of materials and contracting of services;

b) The employment and development of Omani National workforce;
c) ICV potential opportunity for local business development by improving the capacity, capability and
knowledge transferred to NRS and SMEs;
d) Sourcing of procurement of materials and contracting of services through SMEs Riyada card holders.
Marafiq has chosen preference to source products and services from local providers based in Oman,
predominantly in the Special Economic Zone at Duqm (SEZAD). The following sectors will be considered:
 Engineering;
 Construction;
 Logistics;
 Manpower;
 Transportation and heavy equipment supply;
 Catering and real estate;
 Light and medium industrial workshops;
 Telecommunications Sector;
 Electricity & Water Sector;
 Spare Parts & Automotive Services;
 Banking and Insurance;
 Quarries and Crushers;
 Hotels & Business Tourism;
 Retail;
 Fuel;
 Entertainment service, etc.
 Environmental consultancy services
 Waste disposal services
Products and services available from the above sectors will be compiled with the details of the respective
external providers for use as data base for contracting and procurement when required.
5.2 ICV Planning
ICV planning is the process of assessing the ICV requirements of Marafiq to determine its ICV strategy to
the future.
The process involves creating a Master Demand Plan to provide a high-level breakdown of expected spend,
based on historical spend and budget assumptions.
By planning ICV requirements in advance, Marafiq is able to carry out more integrated decision making for
all procurement operations.

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The ICV Manager is responsible for collaborating with People, Culture and Technology, Contracting &
Procurement and other related functions to prepare an ICV Plan providing details of what In Country Value
is to be procured and when it is to be procured.
The following ICV elements, as applicable, shall be considered:
# Category Minimum Comments/Key Performance Indicators

requirements
1 Nationalization per x% Headcount of Omani Nationals utilized in the following
job category categories (Senior Management, Professional, Supervisory
and Skilled/Semi-Skilled) as a percentage of total headcount
for the same categories (including Contractors and Third-
Party Sub-Contractor).
2 Sourcing of Made- 20% Expenditure on Made-in-Oman Goods and services used in

in-Oman Goods execution of works sourced as % of total contract value
and services (including Contractors and Third-Party Sub-Contractor).
3 Sourcing from x% Expenditure on non-Made-in-Oman Goods used in the

Nationally execution of the Contract, sourced from Nationally
Registered Registered Suppliers as a percentage of total Contract value.
Suppliers
4 Local sourcing of 10% Expenditure on goods and service used in the execution of the
SMEs Contract, sourced from SMEs (Riyada card holder), as a
percentage of total contract value.
The SMEs value is part of any of the following:
 Made-in-Oman Goods and Services sourced from
Nationally Registered Supplier
 Non-Made in Oman Goods sourced from Nationally
Registered Supplier
5 Others x% Any additional mandatory requirements identified during the

strategy (transfer of knowledge, training SMEs, scholarships,
transfer of technology etc.)
ICV Planning requires keeping the End User requirements in mind.

Once the ICV requirements are determined based on nature and type of the products and services, the
appropriate ICV requirements and evaluation criteria are described in the tender strategy and included in
ICV Plan.
5.3 Specifying and Communicating ICV Requirements

The ICV Manager shall ensure that the ICV requirements are formally communicated internally and
externally for compliance.
Internal communication can be less formal such as e-mails to the relevant functions such as People, Culture
and Technology and Contracting & Procurement.
ICV requirements are communicated to tenderers through tender specifications. All agreed tender
specifications shall be part of contract specifications.
The ICV requirements specified to the tenderer can vary based on the type of the organization, the size of the
organization and the contract value.

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5.4 Tender Evaluation

The Tender ICV Evaluation is performed as defined in the tendering strategy document.
The steps of this process include the following:
 Verify the completeness of all ICV-related supporting documents.

 Evaluate the bids versus the ICV requirements.
 Calculate and communicate the ICV index for all suppliers.
5.5 Supplier ICV performance management

The performance of suppliers regarding the ICV requirements shall be monitored by the End User. The ICV
Manager shall support this evaluation.
Suppliers of goods and services with contract/PO value greater than 1 million USD (OMR 400,000) will be
audited at least yearly to confirm they comply with the provisions of the In-Country Value mission
statement.
The following elements can be considered when undertaking supplier ICV performance evaluation:
 Fixed Assets which are being constructed (such as buildings, offices) by vendors for their employees
 Level of localisation (Omani nationals) across various functional skills and seniority levels
 Level of sub-contracting at a local level.
 Purchases done by the supplier in-country for consumption.
 Number of social causes like training programs for schools and universities undertaken by the supplier.
Other suppliers may be evaluated if a performance complaint is raised. Supplier performance evaluation may
be carried out at any time in any one of the following instances:
 If a supplier does not meet required ICV performance standards.

 Any other fundamental breach, as confirmed by the ICV Manager.
When a supplier does not perform regarding the ICV requirements, the ICV Manager shall investigate the
reasons for this non-performance:
 If the supplier cannot meet the requirements because of the Omani local market, Marafiq will work with
the supplier to support the development of local sub-contractors.
 If the supplier can meet the requirements but does not perform, then the supplier shall be informed of the
potential consequences such as application of penalties and blacklisting of the Supplier from future
enquiries.
5.6 Development of local suppliers (SMEs)

The ICV Manager has the responsibility to identify opportunities for the development of local suppliers.
Once these opportunities are identified, Marafiq plans and supports the development for the local suppliers.
The development of SMEs follows the following steps:
SMEs
SMEs database SMEs Support and Award Performance
Monitoring
 Development of SMEs list linked  Transparent tendering process at web site.  KPIs on detailed ICV plan
to the Marafiq value chain. Feed  ICV content for all tenders. (progress curve)
stock supply, O&M requirements,  Rewarding good ICV
 ICV evaluation and confirmation of commitment
spare parts, consumables, performers

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Services, Products logistics & local procurement, SMEs subcontracts, fixed  Rewarding good SMEs.
packaging, waste handling, admin assets, support of institutions, Omanisation etc.  Flexible auditing.
support services, logistics etc.  Ring fencing tenders to SMEs, established
 Collection of data through clusters according to value chain above or mega
stakeholder engagement sessions projects requirement.
such as symposiums, F2F  10 % allocation of Marafiq procurement to
 SMEs registration as official SMEs located in Oman, of which minimum 25
supplier to Marafiq. % to SMEs located in Duqm.
 10% Price preference on Omani products.
 Ensure a mix of Skilled and non-skilled local
force is available.
The SMEs operating from Duqm will be prioritised as per the example provided below:
Assuming an EPC capital cost of 400 million USD, the minimum requirements are:
 20% is for goods and services from Oman which is 80 million USD.
 of which 10% is for goods and services from SMEs from Oman which is 8 million USD.
 of which 25% is for goods and services from SMEs located in Duqm which is 2 million USD.
Where local suppliers miss Marafiq ICV requirements, the ICV specialists shall identify development
opportunities, develop and implement recommendations to close the gap.
5.7 Update of ICV Requirements

When the Oman ministry or OIA revise or issue new laws, rules or guidelines related to In Country Value,
the ICV Manager shall ensure to collect these new requirements, review them and develop solutions for
Marafiq to comply with them.
Once the proposed solutions are approved by Marafiq management, the ICV Manager will ensure their
implementation with the concerned departments.
5.8 Communication and Reports

ICV achievements will be communicated through dashboards to all key stakeholders.
The ICV Manager will ensure preparation, communication and maintenance of the following periodic
management deliverables as applicable:
 Annual Budget Planning for ICV - Collaboration with Finance and end users;
 ICV Plan;
 Annual ICV performance of suppliers using KPI and customer feedback forms;
 Policy Review.

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6.0 ICV Process for Externally Provided Products / Services
6.1 General
ICV process for externally provided products or services contains six main stages, the application of which
may vary based on the individual contracting strategy due to the Contract’s nature and scope of work.
The ICV Manager, Business Line Manager, and Contracting and Procurement functions shall ensure that all
contract documentation includes appropriate ICV requirements.
The ICV process is illustrated below:
Select ICV Elements

Select ICV Elements as per Contract
Set ICV targets Define ICV evaluation criteria
Specifc ICV Strategy
Tendering
Embed ICV elements in invitation to tender
Evaluation
Evaluate ICV based on the approved
Perform Bid clarification Review commitment letter
tender strategy
Contract Awrd
Approve ICV Plan Approve detailed ICV Plan
Reporting, Monitoring & Validation

Report actual ICV at least Mitigate the perofrmance
Monitor ICV achievements Validate the reported values
quaterly gaps
Close-out
Extract Lessons Learned Issue final ICV report
Further details of the above process steps will be given in the following sections.

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6.2 Select ICV Elements
Setting a solid ICV strategy for each tender/purchase order enables better identification of ICV opportunities.
The ICV opportunities are explored across the applicable ICV elements.
ICV elements should be selected based on the nature of the scope of work and document as part of the
Tender Strategy. Examples of ICV elements listed below:
 Fixed Assets which have been constructed (like buildings, offices) by bidders for their employees;
 Localisation (Omani nationals) across various functional skills and seniority levels;
 Proof that the bidders encourage sub-contracting at a local level;
 Bidders who purchase in-country made goods for consumption;
 Bidders participating in social causes like imparting training programs for schools and universities to aid
contribution to research and development in the future.
The ICV Manager shall define ICV mandatory requirements, ICV evaluation criteria and weighting sets to
be part of the tender strategy.
The Business Unit Line Manager shall collaborate with the Contracting and Procurement to detail the scope
of work and define all the relevant data on workforce, commodity lists, categories etc. which are proposed to
be used in the tender to define the ICV opportunity.
6.3 Tendering
During bid preparation stage, the ICV Manager shall:

1. Ensure that ICV document is incorporated as part of the tender package. ICV documents shall include as
minimum:
a. Mandatory ICV Requirements
b. ICV Plan template
c. Set of ICV terms and conditions that include:
o Evidence of Omani origin for goods
o Submission of ICV reporting
o Marafiq’s right to verify and audit
o Non-conformance
o Reporting and monitoring templates.
2. Ensure that ICV Plan submitted by Bidder is:
a. Including priced and un-priced ICV Plan as a stand-alone document so that they can evaluated
separately by technical and commercial group. Within the Bidder base bid price, costs associated
with implementing the ICV Plan shall be itemized.
b. Have a concise overview of the level of ICV the Bidder proposes in the delivery of the Contract,
and any compelling programs in relation to ICV that the Bidder wishes to draw to Marafiq’s
attention.
c. Prior to awarding the Contract, if requested by the Marafiq, the Bidder shall provide additional
information clarifying, validating or updating the submitted ICV Plan.
d. The Bidder shall take note that the Marafiq shall convert the information submitted in the Bidder
ICV Plan into binding contractual commitments.

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e. The Bidder shall maintain a true and auditable set of records pertaining to the ICV Plan, including
the assumptions and calculations used to generate the figures.
f. The Marafiq shall have the right to verify and audit the information contained in the ICV Plan in
accordance with the standard ICV requirements contained in the “invitation to Bid”.
g. In case of any variations in the scope of work and/or Contract value, whether plus or minus, the
overall originally committed ICV value will be measured as a percentage of the Contract value after
variation.
h. The quality and comprehensiveness of the Bidders ICV Plan shall play a material factor in the
evaluation decision-making process to the award the Contract.
3. The Bidder shall adhere to the following when preparing the ICV Plan:
a. The ICV Plan will be an integral part of the Bid document.
b. A detailed breakdown of the Bidder proposed ICV levels will be included, following the form set
out in the ICV Plan template.
c. The ICV Plan shall constitute an elaboration of each of the ICV elements.
d. All costs associated with delivering the ICV Plan shall be deemed to be included within the
Bidder’s Bid price.
4. Ensure that the Bidder submit an ICV Commitment Letter and commits to the mandatory ICV
requirements.
5. Encourage the Bidder to submit an ICV Plan with a higher level of what is required in the mandatory
ICV requirements (if appropriate) as this will be considered in the bid evaluation.
6.4 Evaluation
The ICV evaluation is part of the bid evaluation process. The ICV Manager decides evaluation criteria for all
types of tenders.
The ICV bid documentation requirements will depend on the category of the contract as defined below:
Contract Value Thresholds Technical Evaluation Commercial

(OMR) Evaluation
Commitment letter ICV Plan
25,000 - 100,000 ✓ x x
More than 100,000 ✓ ✓ ✓
A Bidder will be automatically excluded if they fail to submit an ICV Commitment Letter and an ICV Plan
that fully complies with ICV minimum requirements as indicated in the above table.
The ICV Manager is responsible for conducting an unpriced ICV Plan evaluation of any Bid as part of the
technical evaluation and ICV scoring based on the approved evaluation criteria and weighting sets.
The Contracting and Procurement function is responsible to do commercial evaluation to verify compliance
for ICV targets as percentages of contract value.
6.5 Contract Award
Before contract award, the Contracting and Procurement function shall ensure that the approved ICV Plan is
reflected in the final Contract document.

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6.6 Reporting, Monitoring and Validation
Contractors shall report their ICV performance on a regular basis as stated in the contract document (at least
quarterly basis).
The ICV Manager constantly monitors the ICV performance that is achieved by the Contractor to ensure if
the process is in line with the contractual obligations.
The ICV Manager is responsible to validate, verify and audit the information reported by the Contractor and
shall provide feedback for improvement as required. In addition, a non-conformance report will be issued for
any serious ICV shortcoming through the Business Line Manager for corrective actions as applicable. If the
Contractor fails to carry out timely action as per the timeline agreed to achieve ICV requirements, it will be
deemed as a material breach of the Contract.
6.7 Close out
As part of close out project / contract, a review of performance will be conducted which will include the
ICV. Where applicable, lessons learned for ICV are captured based on positive or negative experiences that
can be useful for the future.
The ICV Manager is responsible to issue the final Contractor ICV performance report.
6.8 Reporting and Monitoring ICV
ICV Manager shall establish a system to facilitate monitoring and reporting of performance of both direct
and indirect ICV and to calculate the ICV retained value (ICV index).
a) Direct ICV includes Marafiq’s Omani staff compensation, training investment and value of direct goods
and services including SMEs sourced from national registered companies.
b) Indirect ICV includes Contractor’s Omani workforce compensation, training investment and value of
goods and services including SMEs sourced national registered companies.
Marafiq will develop a dashboard to:
a) Visualize and calculate ICV retained and aggregate all Contracts from reporting and monitoring system.
b) Track expenditure on goods and service used in the execution of the Contract, sourced from SMEs
(Riyada card holder), as a percentage of total contract value.
The SMEs value is part of any of the following:
a) Made-in-Oman goods sourced from Nationally Registered Supplier

b) Not Made in Oman goods
c) Services sourced from Nationally Registered Supplier
6.9 Guidelines for SMEs (Riyada card holders)
Marafiq will determine a list of ring-fenced services/products that could be procured exclusively from SMEs
based on analysis of its requirements and the operating location. This list will be updated on an annual basis
based on business needs and made public on the Marafiq website prior to bids floating.
Marafiq will provide SMEs structured feedback to improve their services during the Contract and after the
completion of the Contract.

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Marafiq will provide feedback for SMEs that are not awarded the Contract in order to increase their chances
of being successful in the future.
Marafiq will assist SMEs to identify their capability gap through assessments and provide advice for
improvement through engagements and, where possible, job specific training.
The ICV Manager will submit to OIA an annual SMEs participation report that consists of:I
a. Overview of SMEs development;

b. Targets versus actual performance;
c. Major challenges faced in developing SMEs;
d. Major achievements and success stories of SMEs development.


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Business Continuity Plan Rev.

Date Effective: 30 Mar 2024

Rev Issue date Description Author Reviewed Approved

Doc. No. GE-PLY-02-R0 Page 2 of 14

This policy provides a framework for:

 Implementing ICV policy, audit visibility and transparency;

2.0 Definitions of Abbreviations

Doc. No. GE-PLY-02-R0 Page 3 of 14

Classification Number of Employees Annual Turnover (OMR)

Sl. No. Doc. No. Document Title

Doc. No. GE-PLY-02-R0 Page 4 of 14

4.0 ICV Policy

Marafiq top management is committed to:

 Planning the future ICV requirements,

Doc. No. GE-PLY-02-R0 Page 5 of 14

5.0 ICV Strategy

5.1 Defining the ICV Scope

a) Procurement of materials and contracting of services;

Doc. No. GE-PLY-02-R0 Page 6 of 14

The following ICV elements, as applicable, shall be considered:

# Category Minimum Comments/Key Performance Indicators

2 Sourcing of Made- 20% Expenditure on Made-in-Oman Goods and services used in

3 Sourcing from x% Expenditure on non-Made-in-Oman Goods used in the

5 Others x% Any additional mandatory requirements identified during the

ICV Planning requires keeping the End User requirements in mind.

5.3 Specifying and Communicating ICV Requirements

Doc. No. GE-PLY-02-R0 Page 7 of 14

5.4 Tender Evaluation

The steps of this process include the following:

 Verify the completeness of all ICV-related supporting documents.

5.5 Supplier ICV performance management

 If a supplier does not meet required ICV performance standards.

5.6 Development of local suppliers (SMEs)

Doc. No. GE-PLY-02-R0 Page 8 of 14

5.7 Update of ICV Requirements

5.8 Communication and Reports

Doc. No. GE-PLY-02-R0 Page 9 of 14

6.0 ICV Process for Externally Provided Products / Services

The ICV process is illustrated below:

Select ICV Elements

Reporting, Monitoring & Validation

Extract Lessons Learned Issue final ICV report

Doc. No. GE-PLY-02-R0 Page 10 of 14

6.2 Select ICV Elements

During bid preparation stage, the ICV Manager shall:

Doc. No. GE-PLY-02-R0 Page 11 of 14

Contract Value Thresholds Technical Evaluation Commercial

6.5 Contract Award

Doc. No. GE-PLY-02-R0 Page 12 of 14

6.6 Reporting, Monitoring and Validation

6.7 Close out

6.8 Reporting and Monitoring ICV

Marafiq will develop a dashboard to:

The SMEs value is part of any of the following:

a) Made-in-Oman goods sourced from Nationally Registered Supplier

6.9 Guidelines for SMEs (Riyada card holders)

Doc. No. GE-PLY-02-R0 Page 13 of 14

a. Overview of SMEs development;

Doc. No. GE-PLY-02-R0 Page 14 of 14

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