EMPLOYEE ENGAGEMENT SURVEY
Board Presentation | Key Findings & Recommendations
MUSANDAM POWER COMPANY
Sultanate of Oman
March 2026 | 13 Employees | 100% Response Rate
Sultanate of Oman
March 2026 | 13 Employees | 100% Response Rate
CONFIDENTIAL
| Category | Score | Rating |
|---|---|---|
| Change Readiness | 4.08 | Strong |
| Communication | 3.60 | Moderate |
| Leadership | 3.52 | Moderate |
| Training | 3.38 | Moderate |
| Career Dev. | 3.33 | Moderate |
| Compensation | 2.85 | Concern |
| Relocation | 2.61 | Critical |
| Response | Count | % |
|---|---|---|
| Yes, definitely | 1 | 8% |
| Probably yes | 3 | 23% |
| Probably no | 5 | 38% |
| No, definitely not | 4 | 31% |
| Response | Count | % |
|---|---|---|
| Yes, definitely | 4 | 31% |
| Probably yes | 2 | 15% |
| Probably no | 6 | 46% |
| No, definitely not | 1 | 8% |
The Core Paradox: Employees love MPC (85% pride, 92% motivated, 4.46 adaptability) but 69% will not relocate and 54% may leave within 2 years. The barriers are practical, not attitudinal.
| Question | Score | Rating |
|---|---|---|
| Trust in fair treatment | 3.62 | Moderate |
| Role stability after relocation | 3.15 | Concern |
| Sufficient information received | 2.62 | Concern |
| Confident about housing | 2.54 | Concern |
| Positive impact on personal life | 2.31 | Critical |
| Family supportive of move | 2.31 | Critical |
| Confident about schooling/childcare | 2.15 | Alarm |
| Confident about spouse employment | 2.15 | Alarm |
| Scenario | Relocating | Condition |
|---|---|---|
| Worst Case | 1-3 (8-23%) | No intervention |
| Likely Case | 4-6 (31-46%) | Moderate support |
| Best Case | 8-10 (62-77%) | Full intervention |
| Support Requested | Priority |
|---|---|
| Housing assistance and allowance | High |
| School placement help for children | High |
| Hybrid / flexible work arrangements | High |
| Moving / relocation allowance | High |
| Clear relocation plan with timelines | High |
| City familiarisation visit | Medium |
| Spouse job search support | Medium |
| Rental car provision in Musandam | Medium |
| Strength | Score |
|---|---|
| Adaptability to change | 4.46 / 5.0 |
| Personal stress coping | 4.23 / 5.0 |
| Investment in skills development | 4.15 / 5.0 |
| Leaders act with integrity | 3.92 / 5.0 |
| Psychological safety to speak up | 3.85 / 5.0 |
| Pride in MPC | 85% |
| Motivation to perform | 92% |
Employees say should continue: Training and development, wellbeing focus, teamwork culture, healthcare benefits, safety culture, performance recognition.
| Gap | Score |
|---|---|
| Spouse employment confidence | 2.15 / 5.0 |
| Schooling/childcare confidence | 2.15 / 5.0 |
| Salary vs. sector | 2.31 / 5.0 |
| Career path visibility | 2.38 / 5.0 |
| Remuneration for responsibilities | 2.54 / 5.0 |
| Relocation information | 2.62 / 5.0 |
| Senior leadership vision | 2.62 / 5.0 |
Vision communication scored 2.62/5.0. Employees rate leaders positively on integrity (3.92) but say the company's future direction and relocation plan have not been clearly communicated. Multiple employees requested monthly or quarterly meetings with leadership.
Management conduct concern: 3 employees independently and without coordination raised concerns about specific management behaviour described as uncooperative, aggressive, and creating a difficult working environment. This requires confidential investigation by the CEO.
| Question | Score |
|---|---|
| Benefits package meets needs | 3.69 OK |
| Remuneration reflects responsibilities | 2.54 Gap |
| Salary competitive vs. sector | 2.31 Critical |
| Question | Score |
|---|---|
| Company invests in my skills | 4.15 Strong |
| Realistic career path | 2.38 Critical |
"Train and lose" risk: MPC builds skills (4.15) but offers no advancement path (2.38). Employees become attractive to competitors while seeing no future internally.
| Training Area | Demand |
|---|---|
| Leadership & Management Skills | 69% |
| Communication & Presentation | 38% |
| Customer / Stakeholder Management | 31% |
| Project Management | 31% |
| Conflict Resolution | 23% |
| Stress Management & Resilience | 23% |
| Certification | Target |
|---|---|
| CIPD | HR / Admin |
| AI & Cybersecurity (OT/ICS) | Technical / Ops |
| Financial Risk Management | Finance |
| Corporate Governance | Governance |
| Executive Leadership (university) | Senior Mgmt |
Preferred method: In-person classroom (69%)
77% willing to train outside working hours
Industry benchmarks place employee replacement cost at 50% to 200% of annual salary when accounting for:
| Recruitment and hiring costs |
| Onboarding and training (6-12 months to full productivity) |
| Institutional knowledge loss |
| Operational disruption during transition |
| Impact on remaining team morale |
If 9 of 13 employees leave (the worst-case scenario), replacement costs would likely exceed the total investment needed for a comprehensive relocation support and retention package.
A comprehensive retention package including relocation allowances, housing support, salary adjustments, hybrid work arrangements, and a training programme is a fraction of the replacement cost and preserves:
| Operational continuity and institutional knowledge |
| Team cohesion and culture |
| Client/stakeholder relationships |
| Employer brand in a small labour market |
Bottom line: It is significantly cheaper to retain this workforce than to replace it.
| # | Action | Owner |
|---|---|---|
| 1 | CEO Relocation Town Hall with timeline, process, benefits, Q&A | CEO |
| 2 | Distribute Relocation Information Pack | HR |
| 3 | Launch anonymous feedback channel | HR |
| 4 | Confidential review of management conduct concerns (3 independent reports) | CEO |
| # | Action | Owner |
|---|---|---|
| 5 | 1-on-1 relocation conversations with every employee | Managers |
| 6 | Design Relocation Benefits Package (housing, schools, allowances) | CEO + Fin |
| 7 | Develop hybrid/flexible work policy | CEO |
| 8 | Commission salary benchmarking study | HR |
| 9 | Create career progression frameworks | HR + Heads |
| 10 | Start monthly all-hands meetings | CEO |
| # | Action | Owner |
|---|---|---|
| 11 | Leadership Development Programme (in-person) | HR |
| 12 | Fund professional certifications (CIPD, AI/Cyber, FRM, Governance) | HR |
| 13 | City familiarisation visit for employees and families | Ops + HR |
| 14 | Succession planning and recruitment pipeline for at-risk roles | HR + Heads |
| 15 | Follow-up pulse survey at 3 months | TA + HR |
| KPI | Now | 6-Month |
|---|---|---|
| Relocation intent (likely) | 31% | 60%+ |
| 2-year retention | 46% | 70%+ |
| Compensation satisfaction | 2.85 | 3.50+ |
| Career path visibility | 2.38 | 3.50+ |
| Relocation info sufficiency | 2.62 | 4.00+ |
The window to act is narrow. Every week without clear communication pushes more employees toward exit. The investment in retention is far less than the cost of replacing two-thirds of the workforce. Talent Arabia is available to support MPC in implementing these recommendations.