LOCATION & IDENTITY
A sense of place
Located in Wahat Al Jabal Al Sharqi, Al Hamra, the concept targets local visitors, families and tourists seeking hospitality connected to its surroundings.
All projectsSabaj — Eastern Mountain
HOSPITALITY ROOTED IN PLACE
A destination with the spirit of the mountain.
SABAG brings coffee, food and terrace seating to Eastern Mountain Oasis in Al Hamra. Following the site award, contract signing and handover, the project is preparing for structural drawings and initial construction. Explore the asset, its progress and its funding needs.
CURRENT PHASE FUNDING30,000 OMRFrom investors and partners for initial construction
PROJECT SITE PHOTOGRAPH
COFFEE · FOOD · PLACE
Wahat Al Jabal Al Sharqi · Al Hamra- Built area in the drawings
- 215 m²
- 195 m² ground + 20 m² upper floor
- Home of the project
- Al Hamra
- Wahat Al Jabal Al Sharqi, Oman
- The proposed experience
- Coffee & food
- Indoor dining, terrace and takeaway
Areas from the drawings dated 12 August 2026; they do not represent the land area or total outdoor seating area.
Where is the project today?Progress and the next stepWhat does this phase need?Funding and its purposeExplore the referencesConnected files and details
01 / OPPORTUNITY
An integrated experience. A distinctive place.
SABAG combines its setting with a varied hospitality offering: a place to visit for coffee, a meal or time on the terrace.
VARIETY OF EXPERIENCE
More reasons to visit
Specialty coffee, breakfast and meals, with indoor and terrace seating. These varied uses shape the visitor experience and guide menu and concept development.
DESIGNED FOR SERVICE
Connected service channels
The drawings combine on-site seating, takeaway and drive-through service, supported by a kitchen, coffee bar and service facilities.
A closer look at the place
Project photographs archived since August 2026. Capture dates are undocumented; these images do not establish current construction progress.
THE SABAG IDENTITY
A name shaped by stone. An experience shaped by place.
The SABAG identity draws on the depth and sheen of its namesake stone, alongside the quiet of the mountain and the warmth of hospitality.
- Dark depth
- Light clarity
- Blue presence
BEHIND THE NAME
Why “Sabag”?
The name evokes the dark colour and glassy sheen of the stone depicted in the identity document. In the brand story, this visual depth becomes an expression of calm, distinction and a memorable presence.
The mountain gives the name its setting
At the Eastern Mountain Oasis, that inspiration meets an open landscape, coffee and food. This connection to place shapes the experience the brand aims to offer its guests.
Letters become a symbol
The identity document explores the Arabic letters س، ب، ج and their visual relationship to SABAG. The name and logo retain the forms shown in the original document.
Explore the symbol construction
From the logo to the guest experienceThis direction informs the development of menus, packaging, signage and digital channels, bringing the café’s touchpoints into a consistent visual language.
IDENTITY DEVELOPMENT & OWNERSHIP
Hospitality Technologies
Hospitality Technologies is responsible for developing and funding the visual identity. Ownership of the SABAG identity and brand belongs to the hospitality company.
Operator responsibilitiesTHE INVESTOR’S PARTICIPATION
The SABAG asset and fit-out
Investor participation concerns the project assets under the partner agreements. Site usufruct rights remain with Technological Leadership Sustainable LLC (TLS), separately from brand ownership.
Asset and investor rightsUse of the brandThe operating agreement is to govern the scope and duration of brand use, including arrangements at the end of the operating relationship. Asset participation does not automatically confer ownership of the brand or the hospitality company.
THE 3D DESIGN
Imagine the place through its design.
32 views explore the café architecture, terraces among the rocks, arrival details and evening atmosphere.
Building & setting Page 3 of 32
The café within the mountain landscape
3 / 32
These are design visualisations from the shared file, not photographs of completed works or evidence of final approval.
Choose a perspective to explore
Shared design file · Received 14 September 2026
Keep every project perspective in one file.
PDF · 32 pages · 127.3 MB02 / THE ASSET
What does the investment support?
Technological Leadership Sustainable LLC (TLS) holds the site investment and use rights, having won the competition and signed the contract. Investment supports the development and equipment of the SABAG asset; partner agreements define participation rights.
Explore the project through its plans
Site context, ground-floor layout and rooftop uses — design references dated 12 August 2026.
Source: TheHome drawings · 12 August 2026
Site plan
The proposed building within the wider oasis
- The proposed coffee shop is highlighted in yellow.
- Roads, parking and paths explain the access context.
- Surrounding facilities do not establish ownership of the full site.
Drawings are design references, not evidence of regulatory approval or completed construction. The site plan shows the wider setting and does not establish SABAG ownership of that whole area.
Ground floor
195 m² built area- Dining and seating area
- Kitchen and coffee bar
- Storage and restrooms
- Service lift and takeaway
Upper floor & rooftop
20 m² built area- Coffee bar and services
- Administration space
- Outdoor rooftop seating
A functional summary of the drawings, not a scale architectural plan.
Asset ownership and operating management
FOCUS OF THIS PAGE
SABAG asset owners
TLS holds the site investment and use rights. Investors participate in funding, developing and equipping the asset and monitoring its performance. Partner agreements document their interests and distribution rights.
CONTRACTED OPERATIONS
Hospitality Technologies and Operations
Develops the hospitality experience and manages the café for 25% of revenue under the updated presentation basis. The proposed scope covers management, menu, people, quality, marketing and financial controls. The operator and its branches remain separate from the SABAG asset; obligations are documented in the operating agreement. Hospitality Technologies funds and develops the visual identity and owns the SABAG identity and brand.
The site contract has been signed, the guarantee paid and cheques submitted. Al Hamra Municipality handed over the site in September 2026. TLS holds the site-use rights; separate agreements govern partner interests and distributions.
THE ASSET’S CONTRACTUAL BASIS
Investment and site-use rights held by TLS
Technological Leadership Sustainable LLC won the site competition after submitting its feasibility study, then signed the investment contract, paid the guarantee and submitted the cheques. The site was received from Al Hamra Municipality in September 2026. TLS holds the site investment and use rights within the contract’s scope.
- Contract term
- 15years
- Contract site area
- 196m²
- Rent-free period
- 18months
- Total consideration over the term
- 16,560OMR
Period stated in the contract copy: 1 August 2026 – 31 July 2041. The contract’s 196 m² is site area; drawings show 215 m² of total built floor area across ground and upper levels.
Investment scope
Develop and operate a restaurant and café within the allocated site. Outdoor seating requires coordination with the Governorate and approved drawings.
Clause 2Construction and opening
Complete construction within 10 months of contract commencement and operate upon completion, with the required permits and standards.
Clauses 6 and 7TLS and partner rights
TLS is the named contracting investor. Assignment or transfer requires prior written consent; investor participation does not automatically transfer the site rights.
Clause 7Operator relationship
If the completed project or part is leased to a third party, leases must be documented with the municipality. TLS remains responsible to the Governorate.
Clause 10Project financing
Financing secured by the contract is restricted to one financing entity and this project only. This applies when structuring the TLS loan.
Clause 6Renewal and compliance
Renewal is not automatic. A written request is required three months before expiry; the Governorate may decline renewal or convert to a market-rent lease. Breaches may lead to termination.
Clauses 7 and 8Site consideration and guarantee
| Period | Instalment | Period or annual total |
|---|---|---|
| Aug 2026 – Jan 2028 | Rent-free | 0 |
| Feb and May 2028 | 240 per instalment | 480 |
| Aug 2028 – Jul 2031 | 240 quarterly | 960 annually |
| Aug 2031 – Jul 2036 | 300 quarterly | 1,200 annually |
| Aug 2036 – Jul 2041 | 360 quarterly | 1,440 annually |
| Total consideration over 15 years | 16,560 | |
Instalments fall in February, May, August and November. Project management confirms guarantee payment and cheque submission; contractual guarantee-renewal requirements remain applicable. Site consideration is distinct from project development cost and funding.
Rights references and summary notes
The Governorate’s letter of 12 July 2026 confirms contracting with TLS. The 14 September 2026 management update confirms contract signing, guarantee payment, cheque submission and site handover. Term, area and payment highlights were prepared from the available review copy, clauses 2–10 and annex 2, and require reconciliation with the signed version. Site-use rights do not imply ownership of the land itself.
CAFÉ OPERATING MODEL
Professional operations. Measurable responsibilities.
Hospitality Technologies and Operations manages SABAG from opening readiness through daily service, within an approved budget and authority framework, with reporting that lets asset owners monitor performance.
Proposed scope for the operating agreementServices provided by the operator
Menu and guest experience
Develop and price the menu, standardise recipes and portions, and organise service around the SABAG identity.
Deliverables: costed recipes, approved menu, preparation and service standards, and an opening-readiness plan.
People and daily operations
Recruitment and selection, training, shift planning, branch-manager supervision and team performance management.
Deliverables: staffing structure, role descriptions, training records and daily opening/closing checklists.
Quality and food safety
Hygiene, food storage and temperatures, separation, allergens and coordination with the relevant authorities.
Deliverables: safety and inspection logs, preventive-maintenance follow-up, corrective actions and incident reporting.
Procurement and inventory
Supplier selection within delegated authority, price comparisons, receiving controls, stock management, waste and recipe-cost tracking.
Deliverables: purchasing and stock records, variance and expiry tracking, and invoices reconciled to deliveries.
Marketing and guest relations
Manage content, promotions and digital channels, coordinate bookings and events, and respond to guest feedback.
Deliverables: a monthly marketing plan, complaint-resolution records and campaign sales-effectiveness reporting.
Financial controls and reporting
Manage POS records and daily reconciliation, prepare budgets, and track expenses, cash flow and liquidity requirements.
Deliverables: sales, expense, inventory and cash reports, with variance explanations and corrective actions.
Who pays each cost?
Managing a task and funding its cost are separate responsibilities. This proposed allocation prevents duplicate charges and the transfer of other branches’ expenses to SABAG.
| Cost category | Proposed funding source | Responsibility boundaries |
|---|---|---|
| Management and central services | Included in the 25% fee | Central management and supervision, HR and procurement administration, internal training, reporting and routine content marketing. No additional central charge for these services. |
| Identity and brand development | Hospitality Technologies | Hospitality Technologies funds and develops the identity and logo, and owns the SABAG identity and brand. Identity development is not charged to the asset development budget. |
| Direct café team | Café operating budget | Branch manager, barista, kitchen and service payroll, benefits and direct hiring costs. Managed by the operator; the agreement identifies the legal employer and its statutory obligations. |
| Supplies and daily expenses | Café operating budget | Ingredients, packaging, utilities, cleaning, pest control, routine maintenance and payment/delivery commissions, supported by records and within budget. |
| Campaigns, systems and specialists | Separately pre-approved budget | Paid advertising, branch-specific software subscriptions, and external inspections, training or advisers; no extra commitment or charge without written approval. |
| Development, construction and fit-out | Asset development budget | Construction, capital equipment and initial asset-specific consultancy under their approved contracts and budgets. The operator coordinates technical input; these contracts are not assumed covered by the fee. |
| Usufruct, finance and insurance | Asset and obligations budget | Usufruct obligations, debt service, asset renewal and insurance as allocated in the relevant agreements. Usufruct rights remain with TLS. |
The projection retains study expenses until they are reconciled line by line with this scope. Any verified overlap is removed when the budget is approved; no savings are assumed in advance.
How is the revenue fee calculated?
Calculation base
25% × recorded SABAG sales after discounts and refunds, excluding VAT and sums collected for third parties. Calculated before payroll, ingredients, utilities and payment/delivery commissions.
Channels and exclusions
Includes café sales, takeaway and related services. Loans, investor contributions and asset disposals are excluded. Platform sales are reconciled to statements before commissions where SABAG is the seller of the service.
Recognition and settlement
Monthly settlement from reconciled POS and accounting records. Deposits and gift cards are excluded until revenue is recognised, with no double counting on redemption. Accruals and subsequent refunds are governed by the agreement.
Commercial basis
The project owner selected the rate for this presentation; it is not a recommended market benchmark or evidence of an executed contract. Fee taxation and commencement are to be confirmed; pre-opening work requires a separately approved budget.
How do asset owners monitor performance?
Daily
Channel sales, cash/card reconciliation, product availability, and safety and incident records.
Weekly
Order count and average transaction, waste and stock variances, labour hours, complaints and corrective actions.
Monthly
Sales and expenses against budget, the 25% fee reconciliation, cash flow and the next-month plan. Proposed delivery: within 10 business days of close.
Service, waste, ingredient and labour-cost targets are agreed before opening, based on the approved menu, capacity and budget. These are proposed reporting commitments, not achieved operating results.
Contract controls and asset protection
Clear accounts and authority
Separate project accounts and records, data access for authorised owners and audit rights. Approved budgets, purchasing and discount limits, with approval for overruns and material commitments.
No duplicate fees or hidden conflicts
No extra management, brand or incentive fee for included services. Related-party purchases, margins and supplier rebates must be disclosed and approved; other branches’ expenses are not allocated to SABAG.
Asset protection and continuity
Define safety, insurance and negligence responsibilities, breach remedies and termination. No borrowing, encumbrance or transfer of asset rights without the necessary owner and authority approvals.
Orderly handover
Inventory and transfer of assets, records, digital accounts and project data according to their access rights, with a transition plan. Ownership of the SABAG identity and brand remains with Hospitality Technologies; brand use, recipe rights and transition arrangements require a separate clause.
Professional references and scope methodology
The references inform management, control, safety and inventory responsibilities. Cost allocation and reporting deadlines are proposals for SABAG, to be aligned with Oman requirements in the agreement. They do not establish operator certification or validate a 25% market fee.
03 / INVESTMENT
Funding the next phase.
The current phase requires OMR 30,000, expected from investors and partners to start initial construction. The study’s total investment and the proposed overall funding structure are set out below.
CASH REQUIRED NOW
30,000 OMRTargeted from investors and partnersMOVING INTO INITIAL CONSTRUCTION
Funding to begin the construction phase
Following site handover, structural drawings and excavation are the next steps. This funding supports the initial construction works.
- Purpose
- Initial construction works
- Funding status
- To be secured
A cash requirement for the current phase; contributions are recorded upon receipt. Total study funding and the proposed funding structure follow below.
FEASIBILITY STUDY INDICATORSOriginal study · Before revised funding and operator fees
- Total study investment
- 199,940OMR
- Initial funding plus later additions
- Year 1 revenue
- 428,745OMR / year
- Study forecast from the start of operations
- Year 5 revenue
- 665,317OMR / year
- With increasing demand and utilisation
- Year 1 EBITDA margin
- 41.6%
- Before interest, tax, depreciation and amortisation
- Year 1 break-even sales
- 63,961OMR / year
- Under the study’s cost structure
- Project payback in the report
- 2.2years
- Original basis, before the new operator and funding model
Projected revenue trajectory
Forecasts for five years from the start of operations.
Year 1 selected: OMR 428,745 projected revenue. This selection also updates the asset-surplus model. Explore the effect of operator fees ↗
Funding, operating performance and study assumptions
Funding phases
- Initial funding
- 189,874
- Later additions
- 10,066
- Total (OMR)
- 199,940
Uses across the study period
- Capital expenditure
- 147,866
- Working capital
- 44,774
- Pre-opening
- 7,300
| Operating year | Revenue | EBITDA | Project net profit |
|---|---|---|---|
| 1 | 428,745 | 178,420 | 134,704 |
| 2 | 486,212 | 209,554 | 161,688 |
| 3 | 544,785 | 228,163 | 178,049 |
| 4 | 604,482 | 249,120 | 196,347 |
| 5 | 665,317 | 273,807 | 217,925 |
The original report assumes 400 m² indoors/outdoors, 139 seats and a 25-year lease horizon. The site contract copy specifies 196 m² and 15 years; drawings show 215 m² total built floor area. Capacity, areas, rent and forecast horizon require alignment with the contract. Report indicators do not extend site rights.
Indicators are sourced from Biza Advisory’s Sharqah Terrace (Shurfat Al-Sharq) report, pp. 5, 33, 43–48 and 54–55. Profit and payback refer to the original scenario; asset surplus after operator fees and financing is assessed separately.
Original study forecasts before revised funding and operator fees; distributions are not guaranteed. Areas, site-use term and rent require alignment with the contract; details and sources are above.
Proposed overall funding structure
50 / 50 funding assumptionTLS — loan-funded contribution
Through SME Development Authority loans, under the proposed assumption.
99,970 OMRAsset partners — contributions
Partner contributions to the asset’s development and equipment.
99,970 OMREach source provides 50% of the OMR 199,940 study total, including later additions. This funding assumption does not establish loan approval, received contributions, ownership or distribution percentages.
Funding by phase
| Phase | TLS via loan | Asset partners | Total |
|---|---|---|---|
| Initial funding | 94,937 | 94,937 | 189,874 |
| Later additions | 5,033 | 5,033 | 10,066 |
| Total | 99,970 | 99,970 | 199,940 |
Use of funds
- 01Construction and fit-out
- 02Kitchen and coffee equipment
- 03Furniture and seating
- 04Design and permits
- 05Pre-opening preparation
- 06Working capital and contingency
Funding and expenditure
Current funding requirement identified- Cash required now
- OMR 30,000
- Target funding source
- Investors and partners
- Contributions received
- Updated from the funding register
- Spend and commitments
- Updated from financial records
This is a phase-specific cash requirement for initial construction. Contributions are recorded upon receipt and expenditure tracked within project funding.
04 / RETURNS
What remains for the asset owners?
Asset surplus is calculated after operating costs and operator fees under the financial model. Debt service, other obligations and the owners’ agreement then determine distributable amounts.
- 01
Project revenue
Coffee, food, takeaway and other sales included in the agreement.
- 02
Operations and hospitality fees
One operator fee of 25% of eligible revenue. Direct expenses are paid from the café budget under the responsibility schedule.
- 03
Asset surplus and distributions
Surplus after fees, then debt service, tax, capital additions and reserves before distribution under the ownership agreement.
The hospitality fee basis
25% of café sales after discounts and refunds, excluding VAT and amounts collected for third parties, before operating expenses. There is no net-profit participation. The revenue base, monthly settlement and included scope are documented in the agreement.
What completes the owner-return calculation?
The loan schedule, financing cost, grace period and repayment responsibility, followed by TLS and partner rights and surplus-distribution percentages. The 50/50 funding assumption does not establish those rights.
What affects feasibility?
Demand and seasonality
Visitor volume, average spend and how they vary across the year.
Cost to complete
Construction and equipment scope, prices and required contingency.
Operational readiness
Permits, procurement, recruitment and the start of revenue generation.
05 / PROGRESS
From site award to initial construction.
Contracting, preliminary design and site handover have progressed. Structural drawings and excavation are next, while the hospitality experience is developed alongside the asset.
Project management update · 14 September 2026
LATEST COMPLETED MILESTONE
Site received from Al Hamra Municipality
The site was received this month, following contract signing, guarantee payment, cheque submission and submission of preliminary drawings.
View asset rights and contract highlights ↗NEXT PHASE
Structural drawings, then excavation
Begin structural drawings, followed by excavation and initial construction. This step is supported by a target of OMR 30,000 from investors and partners.
View phase funding ↗Feasibility submission and site award
CompletedTechnological Leadership Sustainable LLC submitted a feasibility study, competed for the site and won the award.
Related details for this milestoneContract, guarantee and cheques
CompletedThe site contract was signed, the guarantee paid and the cheques submitted.
Related details for this milestonePreliminary drawings submitted
CompletedThe initial site drawings were submitted. Drawings and 3D design views are available to explore.
Related details for this milestoneMenu and concept development
Contracting in progressHospitality Technologies and Operations has begun contracting procedures with consultants from Saudi Arabia and Dubai to develop the menu and hospitality concept.
Related details for this milestoneBrand development appointment
ContractedA specialist company has been contracted to develop the project’s brand. Hospitality Technologies is responsible for identity development, its cost and ownership.
Related details for this milestoneSite handover
Completed · September 2026The site was received from Al Hamra Municipality during September 2026.
Related details for this milestoneStructural drawings and excavation
Next phasePrepare structural drawings and move towards excavation and initial construction, supported by the phase’s funding requirement.
Related details for this milestone
06 / OWNERS’ SPACE
Your investment, in one place.
A private space is being prepared for SABAG asset owners, bringing together contributions, documents, decisions and updates according to each owner’s access.
Your contribution and interest
Committed, paid and outstanding amounts, tied to the asset ownership register.
Decisions requiring your input
The decision, options, financial and timing impact, and supporting document.
Updates on the asset
Progress and budget, followed by performance and distributions once operating.
This public page does not contain individual investor data or private documents.
07 / REFERENCES
The documents behind the picture.
Explore the design, drawings and rights summary. Detailed contractual and financial records will be available through the owners’ space once private access is activated.
Results: 12
Asset rights and usufruct
TLS rights, contract term, area and obligations
Drawings and design
Areas and the arrangement of hospitality and service facilities
3D design
32 views of façades, terraces, entrances and lighting
Feasibility and funding
Asset budget and revenue, cost and funding assumptions
Operating agreement
25% revenue fee, service scope and cost allocation
Progress and owner reports
Dated progress, expenditure, commitments and decisions
SABAG identity and logo
Original file · name, symbol construction and identity colours · 4.4 MB
Site plan
Design reference · 12 August 2026
Ground-floor plan
Design reference · 12 August 2026
Rooftop & upper-floor plan
Design reference · 12 August 2026
3D design document
Original file · 32 pages · 127.3 MB
Terms and draft agreement
Proposed models for review before contracting (Arabic)
Investor questions
How much funding is required now?
OMR 30,000 is expected from investors and partners for initial construction. This is the current phase’s cash requirement; partner agreements and the funding register document contributions and rights.
Is investing in SABAG the same as investing in the hospitality company?
This overview concerns the SABAG asset. The hospitality company is a contracted operator that may run multiple branches. Its founders’ interests and capital do not represent investor interests in the SABAG asset.
Who develops and owns the SABAG identity?
Hospitality Technologies funds and develops the visual identity and owns the identity and brand. Investor participation concerns the project assets under the partner agreements; use of the brand is to be governed by the operating agreement.
What does an investor own, and how long do the project rights last?
The Governorate’s letter confirms the investment contract with TLS. The available contract copy specifies 15 years from 1 August 2026 to 31 July 2041 and a 196 m² site. Partner agreements establish investor interests and distributions; site-use rights do not mean ownership of the land itself.
How do study indicators differ from asset-owner returns?
Report indicators describe the original scenario. The updated view calculates asset surplus after hospitality fees under the operator-fee model; owner distributions require loan terms and a surplus-distribution agreement. 50/50 funding does not imply 50/50 ownership or distributions.
How will delays or cost increases be reported?
Owner reports will connect actual progress with the programme, budget and forecast cost to complete, identifying required decisions. These reports need verified delivery and financial data and the activation of private access.