Progress Qatar 2011-2012

2011-2012

HH The Emir Sheikh Hamad bin Khalifa Al-Thani

HH The Deputy Emir Sheikh Tamim bin Hamad Al-Thani

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P.O. Box 3272; Doha-QatarTel: (+974) 44672139, 44550983, 44671173, 44667584

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Website: www.omsqatar.com

2011 mArKED QATAr’S 40TH yEAr OF inDEPEnDEnCE. AnD in THESE FOur SHOrT DECADES, QATAr’S SuSTAinED grOWTH HAS BEEn rEmArKABLE.

in the last decade especially, Qatar has progressed by leaps and bounds to become a regional pow-erhouse. From real estate developments that have caught the world’s fancy to luxury boutique souks, and from museums of historic islamic art and modern Arab creativity to a sporting calendar that boasts some of the biggest events in the region, Qatar has emerged as a primary business and tourism des-tination, bringing with it a wealth of opportunities.

With increasing numbers of tourists, bigger events and attractions, and the FiFA World Cup scheduled for 2022, Qatar offers a multitude of appealing prospects for investors and business people with an eye on investing in the region.

Although Qatar already boasts the highest gDP per capita in the world, the future still holds a lot in store for Qatar, and with 2022 just a short decade away, the nation will undergo a massive devel-opment boom while building a vibrant tourism industry to ensure that tourists will keep coming back for more.

Qatar’s real gross domestic product (gDP) growth was projected at 15 percent in 2011, propelled by further expansion of national hydrocarbon capacity. That growth will slow to 5.1 percent in 2012, according to the imF.

Qatar, having successfully completed its programme of hydrocarbon investments in 2011, will see its hydrocarbon output come to an area of stability. The Qatar economic outlook for 2011-2012 projects that nominal gDP will grow by 32.3 percent in 2011, buoyed by expanding volumes and higher prices for hydrocarbon outputs. But as prices are expected to stay more or less flat and volume growth to be small, nominal gDP growth should slow alongside real gDP growth in 2012.

2011 has had some major economic developments unfold – from the QiA procuring an additional 10 percent in Qatari banks, to the closure of islamic Banking windows, to Qatar being ranked as the most Competitive Arab State (standing at 14 amongst 142 countries worldwide) by the World Eco-nomic Forum, amongst many other historic moments of 2011.

The vision the country has exhibited for its own growth, it now hopes to extend to the region. it is not merely about successfully resolving diplomatic challenges in the region, but also about being actively involved in the development goals of the Arab world. The most notable in this arena are Silatech, which engages with the Arab youth, and rOTA which is involved in charitable causes across the region.

in this issue of Progress Qatar, we track the events of this past year...

Publisher & editor-in-Chief yOuSuF JASSEm AL DArWiSH Chief exeCutive SAnDEEP SEHgAL exeCutive viCe President ALPAnA rOy viCe President rAvi rAmAn

Managing editor vAni SArASWATHi dePuty editor SinDHu nAir editorial Coordinator CASSEy OLivEirA CorresPondents rOry COEn EzDHAr iBrAHim ProjeCt Coordinator mEgHnA DEy

art direCtor vEnKAT rEDDy asst direCtor – ProduCtion SuJiTH HEEnATigALA assistant art direCtor HAnAn ABu SAiAm senior graPhiC designers AyuSH inDrAJiTH SAmPATH gunATHiLAKA m D graPhiC designer mAHESHWAr rEDDy PhotograPhy rOBErT F ALTAmirAnO Managers – Marketing mOHAmmED SAmi zuLFiKAr JiFFry senior Media Consultant CHATurKA KArAnDAnA Media Consultant HASSAn rEKKAB aCCountant PrATAP CHAnDrAn

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Foreword

OVERVIEW12 40 Years Of IndependenceQatar is heading for another year of fast growth underpinned by a final size-able increase in LNG production. But from 2012 onwards, growth is set to slow as output from the hydrocarbon sector plateaus. The non-hydrocarbon sec-tor will be targeted to provide the bulk of future growth through the recently unveiled National Development Strategy 2011-16.

EcOnOmy26 OIl tO GasTo meet the rising domestic and international demand for natural gas, Qatar’s gas production is expected to continue increasing. There is a forecast that it will rise to around 120m t/y in 2012 from 86m t/y in 2010 to meet the re-quirements of major projects that are due for completion, an increase of 18 percent per year. This will be a key driver of real GDP growth in 2011-12.

34 dIversIfYInG assetsQatar’s sovereign wealth fund had made investments worth a whopping QR76.84 billion ($21.66 billion) in various avenues across the world, last year.

38 BankInG sectOr GrOwInG fIrmlYQatar has risen in the annual business environment rankings compiled by the World Bank. The benchmark Doing Business report last year ranked Qatar 36th in the world and third in the region – its best ever result.

48 prOvIdInG wOrld-class fInancIal servIcesIn 2011, Qatar Financial Center has continued to build on the foundations laid over the last six years. The QFC Regulatory Authority has introduced The Cap-tive Insurance Business Rules 2011 and Insurance Mediation Business Rules 2011 for captive insurers, captive managers and insurance intermediaries to encourage Qatar’s development as a regional centre for captive insurance.

26 50 56

12

contents

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contentsInfRastRuctuRE58 Infrastructural develOpmentsAshghal, Public Works Authority, has pledged to increase spending to im-prove the quality and safety of roads in the country with an estimated $20bn allocated for road projects over the next five years.

62 IntrOducInG the raIlwaYsThe Qatar Rail Network, set to be completed by the end of 2020 will be a ‘world benchmark’ in rail technology; QRail, the operator of the Gulf State’s planned QR130bn ($36bn) rail network, will award the first construction contract in July next year.

Ict and tElEcOmmunIcatIOns84 sustaInaBle shared InfrastructureVodafone said customer numbers in Qatar rose by 63 percent in the past year to a total of 756,767 - this compared with Qtel’s mobile subscriber base of more than 1.2mn subscribers in 2010.

sOcIal dEVElOpmEnt117 a knOwledGe-Based ecOnOmYQatar aims to build a modern world-class educational system that provides students with a first-rate education, comparable to that offered anywhere in the world. The system will provide citizens with excellent training and opportu-nities to develop to their full potential.

tOuRIsm and lEIsuRE152 dIversIfIed GrOwth In hOspItalItYQatar’s natural gas reserves have turned it into an economic powerhouse and the world’s richest country per capita, and driven its bold ambitions to attract visitors. And with such a boom, about $20 billion is going to be pumped into tourism till 2022.

38

12 Surging FOrWArD22 A SuSTAinABLE STrATEgy

OVERVIEW

qatar and the world social development tourism, retail & sportsprivate sector & diversificationeconomy infrastructure ict

2011-2012

overview

2011-2012

economy infrastructure ict qatar and the world social development tourism, retail & sportsprivate sector & diversificationoverview

The country’s economic growth has been stunning. Qatar’s nominal GDP was estimated to be QR468 billion ($128.6 billion) for 2010, growing from 17 percent to 18.6 percent in 2011.

Qatar is heading for another year of fast growth by the end of 2011,

underpinned by a final sizeable increase in LNG production, bring-

ing total capacity to the targeted 77 million tonnes per year. From

2012 onwards, growth is set to slow as output from the hydrocar-

bon sector plateaus. The non-hydrocarbon sector will be targeted

to provide the bulk of future growth through the recently unveiled National De-

velopment Strategy 2011-16. This will help achieve Qatar’s long term goals under

the National Vision 2030 and supply the investment needed to host the 2022

World Cup.

There is an expectation of real GDP expanding by 15 percent in 2011 and 6 per-

cent in 2012, following estimated growth of 17 percent in 2010. The real hydrocar-

bon sector output rises by 18 percent in 2011, and 3 percent in 2012.

Growth will be led by the gas sector, where output is expected to increase by 30

percent by the end of 2011. This will be followed by a 4 percent increase in output

in 2012 after which the moratorium on new gas projects takes effect and is due to

last until at least 2014. Meanwhile, oil production is likely to remain stable over the

coming two years at 0.8 million barrels per day.

This year Qatar saw some of its biggest projects launched, namely the Barzan

Gas Project, Pearl-GTL plant, becoming the top producer of LNG in the world, and

celebrating the achievement of reaching 77 million tonnes per annum of liquefied

natural gas production capacity.

Qatar has the world’s third largest reserves of natural gas, mainly in the offshore

North Field which holds an estimated 894 trillion cubic feet of gas. Production of

raw liquid hydrocarbons, crude oil, condensates and natural gas liquids was 1.57

million barrels per day in 2010 and is forecast to grow to 1.90 million in 2012.

Growth in the non-oil sector will largely benefit from the government’s National

Development Strategy that plans to spend QR455 billion ($125 billion) over the

next five years. Some QR236.6 billion ($65 billion) of this is from direct government

spending and the rest from government related entities. It will be used to upgrade

and expand the country’s infrastructure, with the education, health, financial, hous-

ing, and transportation sectors set to be among the main beneficiaries. Real non-oil

GDP growth of 11 percent in 2011 and 10 percent in 2012 is expected, compared

Surging Forward


2011-2012

overview

to an average of 21 percent per year

between 2001 and 2009.

In 2009 and 2010, Qatar experienced

deflation of 4 percent and 2.4 percent,

respectively, largely due to falling hous-

ing rents. However, by the fourth quar-

ter of 2010, the consumer price index

(CPI) had started heading north again,

boosted primarily by increasing food

prices and transportation costs, and

some easing in the downward pressure

on housing rents.

There is an expected inflation at an

average of 6.5 percent in 2012.

Buoyed by rising oil prices and in-

creased revenue from rising LNG pro-

duction, Qatar is expected to record

sizeable budget surpluses of 14 per-

cent of GDP by 2011 end and 12 per-

cent in 2012.

Almost half of the planned develop-

ment spending will not figure in the

budget. Rising public expenditures will

prompt more issuance of sovereign

bonds, but Qatar’s overall sovereign

debt remains at manageable levels.

Meanwhile, the current account sur-

plus is expected to improve this year and

next as export prices and volumes pick

up. Qatar has risen in the annual busi-

ness environment rankings compiled

by the World Bank. The benchmark Do-ing Business report ranked Qatar 36th

in the world and third in the region,

its best ever result. Qatar gained two

places through improved performance,

particularly in the area of Getting Credit,

formerly its weakest category.

Qatar gained 40 places in Getting

Credit as a result of the development

of its national Credit Bureau, which is

helping banks assess loan requests

more rapidly and accurately. The Bu-

reau covered 32 percent of the adult

population as of June 2011, according

to the data used in the World Bank’s as-

sessment.

National Vision 2030The State of Qatar is enjoying a period

of unparalleled prosperity, with excep-

tional economic progress being evi-

dent in the rising standard of living of its

people. Major advances in economic,

human and social development con-

tinue to occur.

Qatar has also progressed politically.

Qatar’s Permanent Constitution was

ratified in 2004 and came into effect

in June 2005. The Constitution defines

the roles of the three state powers and

the rights and duties of Qatari citizens.

Under the wise leadership of HH the

Emir, Sheikh Hamad bin Khalifa Al-Thani,

the country continues to implement

important initiatives that will propel Qa-

tar to fully developed nationhood, and

strengthen its role in the international

community.

Qatar is at a crossroads. The coun-

try’s abundant wealth creates both

previously undreamt of opportunities

and formidable challenges. It is now

imperative for Qatar to choose the best

development path that is compatible

with the views of its leadership and the

aspirations of its people.

The National Vision defines broad fu-

ture trends and reflects the aspirations,

objectives and culture of the Qatari

people. By shedding light on the future,

the Vision illuminates the fundamental

choices that are available to Qatari so-

ciety. Simultaneously, it inspires Qatari

people to develop a set of common

goals related to their future.

Qatar’s National Vision defines long-

term outcomes for the country as a

whole rather than the processes for

reaching these outcomes. It provides a

framework within which national strat-

egies and implementation plans can be

developed.

The National Vision aims at trans-

forming Qatar into an advanced coun-

try by 2030, capable of sustaining its

own development and providing for a

high standard of living for its people, for

generations to come.

Qatar’s National Vision rests on four

pillars:

Human Development – develop-

ment of its people to enable them

to sustain a prosperous society.

Social Development – develop-

ment of a just and caring society

based on high moral standards,

and capable of playing a significant

role in the global partnership for

development.

Economic Development – devel-

opment of a competitive and diver-

sified economy capable of meeting

the needs of, and securing a high

standard of living for its people,

both for the present and for the

future.

Environmental Development –

management of the environment

such that there is harmony be-

tween economic growth, social

development and environmental

protection.

Human DevelopmentThe future economic success of Qatar

will increasingly depend on the ability

of the Qatari people to deal with a new

international order that is knowledge-

based and extremely competitive. To

meet the challenge, Qatar is establish-

ing advanced educational and health

Qatar forecast summary: (percentage y/y) 2011 2012

Real GDP 14.8 6.2

Non-oil sector 11.0 10.0

Inflation 4.0 6.5

Budget balance (percentage of GDP) 13.6 11.5

THE QATARI GoVERNMENT’S STRATEGy

IS To UTILISE ITS WEALTH To GENERATE MoRE

WEALTH By DIVERSIFyING THE ECoNoMIC BASE oF

THE CoUNTRy BEyoND HyDRoCARBoNS.

2011-2012


Qatar advances in World Bank’s doing Business index

Qatar has risen in the annual busi-ness environment rankings compiled by the World Bank. The benchmark Doing Business report ranked Qatar 36th in the world and third in the region – its best ever result.

A number of other countries in the MENA region have also improved their performance, notably Morocco. Overall, 13 MENA countries advanced in the index and only five fell, an en-couraging sign that the business en-vironment in the region is improving.

The World Bank’s assessment looks at dozens of indicators related to the ease of doing business spread across ten categories, ranging from starting

a business through to resolving insol-vencies. The indicators relate to ob-jectively measurable factors such as the number, speed and cost of official procedures required in each area.

As well as changes in countries’ performance, the rankings are af-fected by regular refinements in the World Bank’s methodology, designed to make the rankings better reflect the issues that are relevant to busi-nesses.

For example, the latest report mod-ified the methodology for assessing the Registering Property category. This change boosted Qatar by 21 places to 37th in this area. In addition, a new category was added to reflect the ease and cost for companies of securing electricity supplies. Qatar ranks 18th in the world in this area on account of electricity subsidies.

Under the improved methodology, Qatar would have ranked 38th last year, rather than 50th. This means that most of Qatar’s improvement in ranking this year was a result of the new methodology.

It also gained two places through improved performance, particularly in the area of Getting Credit, formerly its weakest category. Qatar gained 40 places in Getting Credit as a result of the development of its national Credit Bureau, which is helping banks as-sess loan requests more rapidly and

accurately. The Bureau covered 32 percent of the adult population as of June 2011, according to the data used in the World Bank’s assessment.

Qatar’s strongest category remains Paying Taxes. It ranks second in the world given its simple tax system and low rates – there are no personal taxes and foreign companies pay a flat 10 percent tax on locally sourced profits.

It also performs well in Dealing with Construction Permits, a critical area given the ongoing construction boom that is rapidly transforming Qa-tar’s industrial base, infrastructure and residential sector.

Qatar still ranks just below average in four areas, which means that there is plenty of room for future improve-ments in its ranking. Nonetheless, it is already ahead of some European countries such as Spain and Luxem-bourg.

Meanwhile, Saudi Arabia continues to lead the region in 12th place, as a result of concerted efforts over recent years to improve its performance on many of the indicators upon which the index is based.

On the other hand, Morocco is the most improved country in the world, rising 20 places to 94th, leaping ahead of four other MENA countries to make it the highest-ranking non-GCC country, aside from Tunisia.

chanGe In rank sInce last Year

-4

QATAR’S STRoNGEST CATEGoRy REMAINS PAyING TAxES. IT RANKS SECoND IN THE WoRLD GIVEN ITS SIMPLE TAx SySTEM AND LoW RATES – THERE ARE No PERSoNAL TAxES AND FoREIGN CoMPANIES PAy A FLAT 10 PERCENT TAx oN LoCALLy SoURCED PRoFITS.

SOURCE: QNB Capital


2011-2012

overview

systems, as well as increasing the effec-

tive participation of Qataris in the labour

force. In addition, Qatar will continue to

augment its labour force by attracting

qualified expatriate workers in all fields.

Qatar aims to build a modern world-

class educational system that provides

students with a first-rate education,

comparable to that offered anywhere in

the world. The system will provide citi-

zens with excellent training and oppor-

tunities to develop to their full potential,

preparing them for success in a chang-

ing world with increasingly complex

technical requirements. The system will

also encourage analytical and critical

thinking, as well as creativity and inno-

vation. It will promote social cohesion

and respect for Qatari society’s values

and heritage, and will advocate for con-

structive interaction with other nations.

Social DevelopmentQatar aspires to advance and develop

the social dimensions of its society by

nurturing Qatari citizens capable of

dealing effectively and flexibly with the

requirements of the age they live in,

and by preserving a strong and coher-

ent family that enjoys support, care and

social protection.

Women will assume a significant role

in all spheres of life, especially through

participating in economic and political

decision-making.

Qatar will seek to build a safe, secure

and stable society based on effective

institutions. The country will promote

tolerance, benevolence, constructive

dialogue and openness toward other

cultures in the context of its Arab and

Islamic identity. Moreover, it will provide

its citizens with their basic needs and

guarantee them equal opportunities.

Economic DevelopmentSustaining prosperity over the long

term requires wise management of ex-

haustible resources to ensure that fu-

ture generations inherit ample means

to meet their aspirations. This manage-

ment must secure optimum utilisation

of these resources and create a balance

between reserves and production, and

between economic diversification and

the depletion of non-renewable hydro-

carbon resources.

Qatar’s bountiful hydrocarbon re-

sources can be leveraged to make sus-

tainable development a reality for its

people. Converting these natural assets

into financial wealth provides a means

to invest in world-class infrastructure;

build efficient delivery mechanisms for

QATAR’S NATIoNAL VISIoN DEFINES LoNG-TERM oUTCoMES FoR

THE CoUNTRy AS A WHoLE RATHER THAN

THE PRoCESSES FoR REACHING THESE

oUTCoMES. IT PRoVIDES A FRAMEWoRK WITHIN

WHICH NATIoNAL STRATEGIES AND

IMPLEMENTATIoN PLANS CAN BE DEVELoPED.

The Pearl GTL project which went live this year explores new options in clean fuel


2011-2012

overview

public services; create a highly skilled

and productive labour force; and sup-

port the development of entrepre-

neurship and innovation capabilities.

If attained, these achievements would

in turn provide a broader platform for

the diversification of Qatar’s economy

and its positioning as a regional hub for

knowledge and for high value industrial

and service activities.

Environmental DevelopmentThe environmental pillar will be increas-

ingly important as Qatar is forced to

deal with local environmental issues,

such as the impact of diminishing wa-

ter and hydrocarbon resources, and the

effects of pollution and environmental

degradation, as well as international

environmental issues such as the po-

tential impact of global warming on

water levels around Qatar and thereby

on coastal urban development. Assess-

ing the severity of risks and dealing

with anticipated changes will require

mobilising capacities and coordinating

efforts to tackle problems that arise.

Protection and preservation steps

are going to be taken through:

An environmentally aware popula-

tion that values the preservation of

the natural heritage of Qatar and its

neighbouring states.

An agile and comprehensive legal

system that protects all elements

of the environment, responding

quickly to challenges as they arise.

Effective and sophisticated envi-

ronmental institutions that build

and strengthen public awareness

about environmental protection,

and encourage the use of environ-

mentally sound technologies.

BeginningsQatar has been inhabited for millennia.

The Al Khalifa family of Bahrain domi-

nated the area until 1868 when, at the

request of Qatari nobles, the British ne-

gotiated the termination of the Bahraini

claim, except for the payment of tribute.

The tribute ended when the ottoman

Empire occupied Qatar in 1872.

When the ottomans left at the begin-

ning of World War I, the British recogn-

ised Sheikh Abdullah bin Jassim Al Thani

as ruler. The Al Thani family had lived in

Qatar for 200 years. The 1916 treaty be-

tween the United Kingdom and Sheikh

Abdullah was similar to those entered

into by the British with other Gulf prin-

cipalities. Under it, the ruler agreed not

to dispose of any of his territory except

to the United Kingdom and not to enter

into relationships with any other foreign

government without British consent. In

return, the British promised to protect

Qatar from all aggression by sea and to

lend their good offices in case of a land

attack. A 1934 treaty granted more ex-

tensive British protection.

In 1935, a 75-year oil concession

was granted to the Qatar Petroleum

Company, a subsidiary of the Iraq Pe-

troleum Company, which was owned

by Anglo-Dutch, French, and US inter-

ests. High-quality oil was discovered in

1940 at Dukhan, on the western side of

the Qatari peninsula. However, the start

of World War II delayed exploitation of

Qatar’s oil resources, and oil exports did

not begin until 1949.

During the 1950s and 1960s gradu-

ally increasing oil revenues brought

prosperity, rapid immigration, substan-

tial social progress, and the beginnings

of Qatar’s modern history. When the

United Kingdom announced a policy

in 1968 (reaffirmed in March 1971) of

ending the treaty relationships with the

Gulf sheikdoms, Qatar joined the other

eight states then under British protec-

tion (the seven sheikhdoms – present

United Arab Emirates – and Bahrain)

in a plan to form a union of Arab emir-

ates. By mid-1971, as the termination

date of the British treaty relationship

AT THE CURRENT PRoDUCTIoN PACE, oIL

RESERVES ARE ExPECTED To LAST MoRE THAN

40 yEARS. MoREoVER, QATAR’S PRoVEN

RESERVES oF GAS ARE THE THIRD-LARGEST IN

THE WoRLD, ExCEEDING 900 TRILLIoN CUBIC FEET

(14 PERCENT oF THE WoRLD’S ToTAL PRoVEN

GAS RESERVES).

The Emir, HH Sheikh Hamad bin Khalifa Al-Thani waves to cheering spectators during the National Day celebration on De ember 18, 2011

2011-2012


(end of 1971) approached, the nine

still had not agreed on terms of union.

Accordingly, Qatar declared indepen-

dence as a separate entity and became

the fully independent State of Qatar on

September 3, 1971.

The Emir, HH Sheikh Hamad bin

Khalifa Al-Thani announced his inten-

tion for Qatar to move toward democ-

racy and has permitted a freer and more

open press and municipal elections as

a precursor to expected parliamentary

elections. Qatari citizens approved a

new constitution by public referendum

in April 2003, which came into force in

June 2005.

Historical inhabitantsEvidence of early habitation in Qatar

that can be traced as far back as the

4th century BC appeared in many arte-

facts such as inscriptions, rock carvings,

flint spearheads and examples of pot-

tery which were all uncovered by Dan-

ish (1965), British (1973) and French

(1976) expeditions. Researchers knew

of Al Wasil hills since 1957 as an impor-

tant site of Stone Age archaeology.

About 200 archaeological sites of

the prehistoric age were discovered

during the eight years of the Danish

expedition. Several sites of various pe-

riods in the Stone Age were discovered

to the east of Umm Bab. other sites

were found in the southernmost bor-

der near Soudanthil. An important site

for the manufacture of flint tools, which

probably goes back to the Mesolithic

Stone Age, was discovered at Umm Tag

(south-west of Dukhan); and new sites

were discovered to the south-east of

Mesaieed. The archaeological surveys

revealed that the Ubaid civilization,

which flourished in southern Iraq and

the northern parts of the Arabian Gulf,

had also reached Qatar.

In the 5th century BC, Greek histori-

an Herodotus referred to the seafaring

Canaanites as the original inhabitants

of Qatar. Further, geographer Ptolemy

showed in his map of the Arab world

‘gatara’ – believed to refer to the Qatari

town of Zubarah, which has acquired

the fame of being one of the most im-

portant trading ports in the Gulf region

at the time.

Economyoil formed the cornerstone of Qatar’s

economy well into the 1990s and still

accounts for about 62 percent of to-

tal government revenue. In 1973, oil

production and revenues increased

sizeably, moving Qatar out of the rank

of the world’s poorest countries and

providing it with one of the highest per

capita incomes. In 2007, Qatar’s per

capita income of nearly QR2,43,880

($67,000 ) was the fifth highest in the

world. Today, Qatar continues to be the

largest LNG exporter in the world. In

2010, the country accounted for 25.5

percent of overall global LNG exports.

Qatar’s economy suffered a down-

turn in the mid-1990s. Lower organiza-

tion of Petroleum Exporting Countries

(oPEC) oil production quotas, a fall in

oil prices, and the generally unpromis-

ing outlook on international markets

reduced oil earnings. In turn, the Qa-

tari Government cut spending plans

to match lower income. The resulting

recessionary local business climate

caused many firms to lay off expatriate

staff. With the economy recovering in

the late 1990s, expatriate populations

have grown again.

In 2007, oil production was around

835,000 barrels a day (bpd), At the cur-

rent production pace, oil reserves are

expected to last more than 40 years.

Moreover, Qatar’s proven reserves of

gas are the third-largest in the world,

exceeding 900 trillion cubic feet (14

percent of the world’s total proven gas

reserves). Qatar shares with Iran the

largest single non-associated gas field

in the world, the North Field. Qatar is

the world’s largest producer of liquefied

natural gas (LNG), with a capacity 77

million metric tons per annum.

The 1991 completion of the QR5.45

-billion ($1.5-billion) Phase one of the

North Field gas development project

strongly boosted the economy. In

1996, Qatar began exporting liquefied

natural gas to Japan. Further phases of

North Field gas development costing

billions of dollars went through various

stages of planning and development,

and Qatar concluded agreements with

the UAE to export gas via pipelines, and

to Spain, Turkey, Italy, the US, France,

South Korea, India, China, Taiwan, and

the UK by ship.

Qatar’s natural gas liquefaction facili-

ties and related industries are located

in Ras Laffan Industrial City, site of the

world’s largest LNG exports of more

than 31 million metric tons per year.

Qatar’s heavy industrial base, located

in Mesaieed, includes a refinery with a

140,000 bpd capacity, a fertilizer plant

for urea and ammonia, a steel plant, and

a petrochemical plant, and several new

petrochemical plants will be built in the

coming years. All these industries use

gas for fuel.

Most are joint ventures between US,

European, and Japanese firms and the

state-owned Qatar Petroleum (QP).

The country’s economic growth has

been stunning. Qatar’s nominal GDP

was estimated to be QR468 billion

($128.6 billion) for 2010, growing from

16 percent to 18.6 percent in 2011.

Qatar pursues a vigorous programme

of Qatarisation under which all joint

venture industries and government de-

partments strive to move Qatari nation-

als into positions of greater authority.

Growing numbers of foreign-educated

Qataris are returning home to assume

key positions formerly occupied by ex-

patriates in order to control the influx of

expatriate workers.

Qatar has tightened the adminis-

tration of its foreign manpower pro-

grammes over the past several years.

Security is the principal basis for Qatar’s

strict entry and immigration rules and

regulations

GRoWING NUMBERS oF FoREIGN-EDUCATED QATARIS ARE RETURNING HoME To ASSUME KEy PoSITIoNS FoRMERLy oCCUPIED By ExPATRIATES.


2011-2012

overview

The National Development Strategy 2011-2016, Qatar’s first, is the culmination of extensive stakeholder consultations, dialogues and analyses. The positive and unprecedented engagement of multiple sectoral and intersectoral stakeholders reflects a genuine desire for reform that is in the best interest of the country.

The Strategy builds on situational analyses, diagnostics, regional and

international benchmarking and detailed strategies for each of 14 sec-

tors. The situational analyses identify priority areas using baseline anal-

yses of Qatar’s situation and benchmarking against best practices in

other countries, both in the region and around the world. The 14 sector

strategy reports identify the priority areas and the many transformation initiatives

to support each proposed programme and project, including core requirements,

responsibilities, timelines and key indicators.

Aligned to the Qatar National Vision (QNV) 2030 goals, the programmes and

projects identified in the National Development Strategy 2011-2016, including

outcomes and targets, are from the 14 sector strategies. Developed through an

extensive consultative process and taking into account the many cross-sectoral

links, the strategies provide profound and transparent analysis, benchmarking, di-

agnostics and priorities for each of the programmes and projects at a much more

detailed level than is possible in the Strategy.

The sector strategies provide indicative resource requirements for each pro-

gramme and project identifying the key stakeholders in the projects and the risks

and mitigation measures for successful implementation. Especially important, each

strategy contains a basic monitoring and evaluation framework, supported by se-

lected monitorable indicators, to enable adjustments during implementation.

Four development pillarsQatar’s National Development Strategy 2011-2016 is a plan of action aligned with

the National Vision 2030 programme. It presents new initiatives while building on

what already exists. For projects, policies and institutions already under way, it pro-

vides added impetus and focus.

a SuStainable Strategy

2011-2012


Sustaining economic prosperityTo embed sustainability in Qatar’s econ-

omy, progress is needed in three paral-

lel, mutually reinforcing directions. First,

the country will enlarge the value of the

productive base, which is necessary to

sustain prosperity in an economy with a

growing population and to expand the

potential for future generations. Sec-

ond, the government will guard against

economic instability and promote in-

creased efficiency. Third, the govern-

ment will work in partnership with the

private sector to diversify the economy

and foster a culture of discovery and

innovation.

The ‘productive base’ is the value

of all the country’s resources: its man-

made capital (plants and buildings,

machinery and infrastructure), human

capital, natural resources, technology

and institutions (defined broadly to in-

clude markets, systems, rules, organisa-

tions and social capital).

When the value of the productive

base grows, there are more opportuni-

ties for the average citizen, and when it

shrinks, there are fewer. To be sustain-

able, an economy with a growing popu-

lation must have an expanding produc-

tive base. Sustainability also requires

that depletion of any component of the

productive base be compensated by

investments of at least equal value in its

other components.

The pace at which the value of the

productive base expands depends on

how stability and efficiency influence

the volume of investment and the re-

turns on that investment and on how

economic discovery and diversification

expand opportunities.

Links run in the other direction too,

with the capabilities embedded in in-

stitutions and people (which are vital

parts of the productive base) determin-

ing the economy’s ability to navigate

a stable path, allocate resources effi-

ciently and diversify into new activities.

Mutually reinforcing relationships also

exist between economic structure and

economic efficiency and stability.

Promoting human developmentQatar will continue to invest in its peo-

ple so that all can participate fully in the

country’s social, economic and politi-

cal life and function effectively within a

competitive knowledge-based inter-

national order. It is putting in place ad-

vanced health and education systems

that meet the highest global standards.

It is also supporting the productive par-

ticipation of Qatari men and women

in the labour force, while attracting

qualified expatriate workers in all fields,

with a growing emphasis on the higher

skilled.

The first UN report on Human Devel-

opment called for moving beyond such

narrow measures of progress as gross

national income per person, then the

main yardstick for development. While

accepting the importance of income as

an indicator, the human development

index added measures of life expectan-

cy, to capture improvements in health,

and measures of school enrolment, to

capture improvements in knowledge

– creating a new composite indicator

of progress in health, education and

income.

How does Qatar fare on the global

human development index? With a

score of 0.803, it ranked 38th in the

world in 2010, in the group of countries

with ‘very high’ human development.

Its gross national income is among the

world’s highest. Its life expectancy at

birth is 76 years, approaching the 81

years of Norway. Its expected level of

schooling, however, is 12.7 years, well

below the 15-20 years of other very

high human development countries.

The National Development Strategy

2011-2016 identifies the challenges in

health, education and productive work.

Under the leadership of the Supreme

Council of Health, Qatar will develop

an integrated healthcare system that

is managed to world-class standards,

is accessible to the entire population

and offers services through public and

private institutions. A national health

policy will set and monitor standards

for the social, economic, technical and

administrative aspects of healthcare

and for effective and affordable ser-

vices in accord with the principle of

cost-sharing partnerships. Preventive

and curative care will take into account

the differing needs of men, women and

children. High-quality research will fo-

cus on public health, biomedicine and

clinical effectiveness.

Also, under the leadership of the

Supreme Education Council, Qatar will

build a modern, world-class educa-

tion and training system that provides

a first-rate education comparable to

that offered in the best schools, uni-

versities and technical colleges in the

world. That system will incorporate

programmes that encourage analyti-

cal thinking, creativity, innovation and

entrepreneurship, while promoting

social cohesion and respect for Qatari

values. The system will provide oppor-

tunities for students to develop their full

potential and prepare them for success

in a world with ever-greater technical

requirements.

Finally, under the leadership of the

Ministry of Labour, Qatar will expand

the capabilities of the labour force, pre-

paring it to move from a hydrocarbon

economy to a diversified knowledge

economy led by the private sector.

Qatar will encourage satisfying and

remunerative employment in high val-

ue-added sectors, aligning economic

objectives with the social priority of

preserving national identity. Labour

market reforms will foster a productive

labour force and encourage more Qa-

taris to work in the private sector. For

the foreseeable future, however, Qatar

will not have enough citizens to meet

the expanding requirements of a rap-

idly growing, diversifying and techno-

NATIoNAL DEVELoPMENT STRATEGy 2011-2016 IS A PLAN oF ACTIoN ALIGNED WITH THE NATIoNAL VISIoN 2030 PRoGRAMME. IT PRESENTS NEW INITIATIVES WHILE BUILDING oN WHAT ALREADy ExISTS. FoR PRoJECTS, PoLICIES AND INSTITUTIoNS ALREADy UNDER WAy, IT PRoVIDES ADDED IMPETUS AND FoCUS.


2011-2012

overview

logically advanced economy. To coun-

ter this shortfall, Qatar must attract and

retain expatriates with the right mix

of skills.

Integrated approach to social developmentMany countries link social policies to so-

cial services, such as education, health-

care, law enforcement and assistance

to the needy. Qatar does the same – but

the government extends the definition

of social policy beyond the provision of

basic amenities and services. As stated

in QNV 2030, the country promotes so-

cial tolerance, benevolence, construc-

tive dialogue and openness towards

other cultures. Most important, it seeks

to ensure justice and equality for all

men, women and children of current

and future generations. By broaden-

ing the traditional parameters of social

policy, Qatar is able to enhance the gov-

ernment’s role in fostering a caring and

cohesive society.

Qatar’s social policy, therefore, may

be defined as the activities of gov-

ernment and civil organisations that

together promote social and human

development in a welfare society that

is economically and environmentally

sustainable. This definition underscores

the interrelated links of the QNV 2030

pillars while ensuring that all elements

of the national vision are aligned and

moving towards common goals, both

across all pillars of society and within

each pillar.

Qatar’s social development pillar

encompasses a wide range of stake-

holders in an expansive manner - from

childhood to old age, from early educa-

tion to retirement, from private family

life to international relations. It encom-

passes the government’s responsibility

to its citizens and citizens’ responsibility

to their families and communities.

The modern era in Qatar is a pe-

riod of incredible growth and opportu-

nity but also of unprecedented social

change. The government will need ef-

fective measures to promote tolerance

and maintain compassionate values as

the country’s population grows and di-

versifies, as a new generation ages in a

more open society and as private and

international interests invest in Qatar’s

future.

An integrated social development

policy must always take into account

the well-being of Qatar and its citizens.

By building a safe, secure and stable so-

ciety through strong and effective gov-

ernment and family institutions, Qatar

will achieve the QNV 2030 outcomes

of effective social care and protection,

sound social structure and interna-

tional cooperation. The National De-

velopment Strategy 2011-2016 will lay

the foundation for these goals without

compromising Qatar’s cultural identity.

Protecting the environ-ment for the futureQatar’s natural resource endowment

creates a unique mix of benefits and

stresses. Significant wealth in hydrocar-

bons has generated one of the world’s

highest per capita incomes, but ex-

treme scarcity in water and arable land

has created equally unusual vulnerabili-

ties and deficits.

The government’s first National De-

velopment Strategy sets out a plan for

2011-2016 that balances economic

growth and environmental protection.

The overarching goal is a sustainable

framework that assures future genera-

tions’ prosperity but with a quality of life

unconstrained by shortages or inher-

ited ecological damage.


2011-2016 calls for continued diversi-

fication and an expanded productive

base, along with forward-looking man-

agement of environmental challeng-

es. As in any fast-growing economy,

economic activity introduces certain

stresses into the surrounding environ-

mental and social systems. A surging

economy and rapid urbanisation have

gone hand in hand with a fourfold in-

crease in population since 1990. The

increasingly affluent and growing

population, 1.7 million in mid-2010,

has raised demands on scarce water re-

sources, heightened land-use pressure,

increased automobile traffic and gen-

erated tons of household and industrial

waste each day.


2011-2016 for the first time explicitly

aligns the growth of national prosper-

ity to the realities of environmental

constraints. The strategy for improved

environmental management draws

on extensive consultations carried out

throughout society, including inter-

views with individuals from govern-

ment, industry, non-governmental or-

ganisations and academia.

By establishing a programme of

strengthened environmental manage-

ment across economic and natural re-

source sectors, the government strat-

egy sets out a framework for continued

economic growth that avoids penalis-

ing future generations.

Advancing specific actions to con-

serve water, manage waste and dis-

charge, improve air quality and protect

biodiversity, the strategy adheres to the

foundational concept of intergenera-

tional justice.

While investing in sources of future

prosperity, the government will adopt

and adapt the most effective policies

and technologies for protecting envi-

ronmental assets and reducing pollu-

tion. To ensure continuing progress in

environmental management, the gov-

ernment will take steps to mobilise all

citizens.

Public awareness-building will edu-

cate the population on the need for

sustainable development. The govern-

ment also recognises the imperative

of cultivating a sense of environmen-

tal responsibility within industry, while

building a legal system and effective

institutions that support environmental

protection over time

NATIoNAL DEVELoPMENT STRATEGy 2011-2016

CALLS FoR CoNTINUED DIVERSIFICATIoN

AND AN ExPANDED PRoDUCTIVE BASE,

ALoNG WITH FoRWARD-LooKING MANAGEMENT

oF ENVIRoNMENTAL CHALLENGES.

26 OiL TO gAS34 DivErSiFying ASSETS38 ASSET grOWTH FOr LOCAL BAnK45 POSiTivE BOurSE PErFOrmAnCES48 PrOviDing WOrLD-CLASS FinAnCiAL SErviCES50 AT A gLAnCE: Q COmPAniES

EcOnOmy

qatar and the world social development tourism, retail & sportsprivate sector & diversificationoverview infrastructure ict

2011-2012

economy

2011-2012

overview infrastructure ict qatar and the world social development tourism, retail & sportsprivate sector & diversificationeconomy

“The outlook for gas is very promising; it is the fastest growing source of energy. The Middle East in particular has a bigger appetite for energy because it is enjoying high growth,” HE Dr Mohamed bin Saleh Al Sada, the Minister of Energy and Industry.

Q atar’s economy is driven by revenues from natural gas and oil re-

sources. oil and Gas was the largest component in nominal GDP,

accounting for 52 percent in 2010. It includes crude oil and raw

gas production. Qatar possesses the third largest natural gas re-

serves in the world as well as the world’s largest single non-as-

sociated field, the North Field. oil and gas have made Qatar the second highest

per capita income country, following Liechtenstein, and the world’s second fastest

growing, following Macau. Proven oil reserves of 15 billion barrels should enable

continued output at current levels for 37 years. Qatar’s proved reserves of natural

gas exceed 25 trillion cubic meters, about 14 percent of the world total and third

largest in the world.

outlook summary for 2011-2012Qatar has the world’s third largest reserves of natural gas, mainly in the offshore

North Field which holds an estimated 894 trillion cubic feet of gas. Qatar also has

around 26 billion barrels of oil and condensates reserves. Production of raw liquid

hydrocarbons, crude oil, condensates and natural gas liquids was 1.57 million bar-

rels per day in 2010 and is forecast to grow to 1.90 million in 2012. Gas production

was 11.3 million cubic feet per day (cfpd) in 2010 and is forecast to grow to 15.9

million cfpd in 2012. This includes 77.1 million tonnes per year (tpy) of liquefied

natural gas. An increasing volume of raw hydrocarbons is processed into refined fu-

els, gas-to-liquids, petrochemicals and fertilisers. Gas also provides power for other

industries such as aluminium smelting and desalination. Raw gas production has

been rising strongly and is forecast to grow at a rate of 18 percent in 2011-12.

Forecasts for the oil and gas sector state that it will grow by 30 percent in 2011 and

by 13 percent in 2012 due to output changes to meet demand arising from the

recent completion of projects in the gas sector.

To meet the rising domestic and international demand for natural gas, Qatar’s

gas production is expected to continue increasing. There is a forecast that it will rise

to around 120 million tpy in 2012 from 86 million tpy in 2010 to meet the require-

ments of major projects that are due for completion, an increase of 18 percent per

year. This will be a key driver of real GDP growth in 2011-12.

oil to gaS


2011-2012

economy

Barzan Gas ProjectIn a clear boost to local industries and

utilities, Qatar formally launched the

qr37.49 billion ($10.3 billion) Barzan

project, a QP-ExxonMobil joint ven-

ture that will provide 1.4 billion cubic

feet a day of lean gas. The project will

be completed in two phases. Train 1

will produce the first gas in 2014 and

train 2 in 2015.

Besides 1.4 billion cubic feet a day

of lean sales gas, which is mainly meth-

ane, Barzan’s Ras Laffan facility will also

produce about 29,000 barrels per day

(bpd) of both field and plant conden-

sates, 1,900 tonnes per day (tpd) of eth-

ane, 860 tpd of propane and 680 tpd of

butane, HE the Minister of Energy and

Industry, Dr Mohammed bin Saleh Al

Sada has said.

Barzan gas from the North Field will

supply clean natural gas to fuel the de-

velopment of many new projects such

as the New Doha International Airport,

New Doha Seaport, sport facilities for

the 2022 FIFA World Cup and numerous

power and water desalination plants.

The project will be managed and

operated by RasGas. When the two

new trains are in operation (by 2015),

RasGas will become one of the largest

single gas processors in the world.

At that time, RasGas will have the

capacity to produce about 11 billion

standard cubic feet a day of gas, which

is the equivalent of almost 2 million bar-

rels of oil.

The project will include drilling and

development of some 30 wells, 10 at

each of the three unmanned wellhead

platforms weighing 3,000 tonnes each

and the construction of a world scale

sulphur recovery facility, that will pro-

duce about 4,000 tonnes of sulphur

a day.

Record 8.3 million tonnes LNG supply to South KoreaRasGas will supply a record 8.3 million

tonnes of liquefied natural gas to South

Korea this year, which will account for

a quarter of the total anticipated LNG

BARZAN GAS FRoM THE NoRTH FIELD

WILL SUPPLy CLEAN NATURAL GAS To FUEL THE DEVELoPMENT oF

MANy NEW PRoJECTS SUCH AS THE NEW DoHA INTERNATIoNAL AIRPoRT,

NEW DoHA SEAPoRT, SPoRT FACILITIES FoR THE 2022 FIFA WoRLD CUP AND NUMERoUS

PoWER AND WATER DESALINATIoN PLANTS.

emIr calls fOr transparencY at wpcAfter almost 80 years, the WPC finally arrived in the region which has been shouldering the burden of global energy for much of that time. From December 4-8 last, the fresh and lavish Qatar National Convention Centre (QNCC) hosted some heated debate and analysis of the industry, and it gave global and regional oil companies an oppor-tunity to promote their latest innovations and offerings.

The Emir, HH Sheikh Hamad Bin Khalifa Al-Thani, wel-comed delegates to the congress at the opening session and expressed his pride and fortitude at bringing such a prestigious industry event to his country. However, he quickly got on to more specific concerns which he felt needed to be addressed at this pivotal period in the evo-lution of energy.

He stressed that Qatar and its regional counterparts would continue to invest in the production of energy, but there needed to be honesty and transparency from both the producers and the importers of oil to facilitate a healthy relationship. Whilst all entities are trying desper-

ately to curb the world’s over-reliance on hydrocarbon energy – such as oil and gas – some of the developed nations who import oil from the Middle East might not be as transparent with their progress into this arena as they could be.

“The negative impact of producing fossil-fuel energy on the environment – particularly air quality due to the rise in harmful emissions and climate change as a result of the worsening problem of global warming – are facts that leave no room for argument,” the Emir said.

The 20th World Petroleum Congress had over 5,500 delegates participating, including leaders and firms from around the globe. Delegates from around the globe at-tended plenary sessions discussing topics such as “Multi-Sectoral Cooperation and a Sustainable Energy Industry”, “Producer-Consumer Dialogue: Expectations and Deliv-erables” and “Peak Oil: Ahead of Us or Behind Us?”

Delegates and visitors from 107 countries have walked through the doors at the Qatar National Convention Cen-tre during the Congress and Exhibition which is set to register 20,000 visitors.

QP and ExxonMobil sign partnership to develop Barzan Gas project in January 2011

2011-2012


demand in the country. Currently, Ras-

Gas is the largest single supplier of LNG

to South Korea delivering more than 7

million tonnes of LNG a year on a long-

term basis. “In addition to our current

long-term commitments, RasGas has

delivered more than 1 million tonnes

per year of incremental spot cargoes

for the past several years,” the Minister

of Energy and Industry HE Dr Moham-

med bin Saleh Al Sada said, who took

over his new post from HE Abdullah

Al Attiyah.

Qatar, through Nakilat and its LNG

joint ventures, took delivery of the last

of 54 LNG tankers and four LPG ships

built by South Korean shipyards in

2010, valued at over QR49.14 billion

($13.5billion).

Achieving 77mtpa LNG production capacityQatar, and Rasgas, celebrated achieving

77 million tonnes per annum (Mtpa) of

liquefied natural gas (LNG) production

capacity, reconfirming the country’s

position as the world’s leading producer

of LNG with the largest production ca-

pacity by far. This momentous feat rea-

lises the vision of His Highness the Emir

Sheikh Hamad bin Khalifa Al Thani who

set the target for the end of 2010.

The 77 Mtpa Celebration Event, which

was the State’s highest profile energy in-

dustry event last year, was held at Ras

Laffan Industrial City.

RasGas made its first sale of LNG to

Kogas, which is the largest single buyer

of LNG in the world. RasGas produces

about 37mn tonnes of LNG a year, one

of the largest outputs in the world.

Largest LNG producerIn February 2011, Qatargas reached a

milestone of being the world s largest

Liquefied Natural Gas (LNG) producer,

following production from its newly

completed mega Train 7 at the Qatargas

4 (QG4) project in Ras Laffan Industrial

City. The achievement is a significant

milestone for Qatar, where all 14 LNG

trains are now producing LNG, meeting

the energy needs of tens of millions of

people around the world. This accom-

plishment also supports the vision of

His Highness the Emir Sheikh Hamad

bin Khalifa Al Thani, that Qatar’s energy

resources would fuel the country’s long

term development.

Qatargas Train 7, the last of the four

mega trains constructed by Qatargas,

has the capacity to produce 7.8 million

tonnes per annum (mtpa) of LNG, mak-

ing it, alongside similar trains in Ras Laf-

fan, the largest in the world. Qatargas

now has an overall production capacity

of 42 mtpa of LNG from a total of seven

trains. The QG4 project opens new mar-

kets for LNG. In addition to the base

destination in the United States, sale

agreements have already been signed

with China and Dubai. Although all vol-

umes will be sold on a long-term basis,

Qatargas continues to seek other new

markets to optimise its portfolio through

diversifications.

The QG4 project is now operated

by Qatargas on behalf of the project s

shareholders, Qatar Petroleum (70 per-

cent) and Shell (30 percent).

The Qatargas 4 project and its mega

Train 7 were built in parallel with the iden-

tical Qatargas 3 project and its Train 6, by

a single team. The two projects (which

have different shareholders) share off-

shore, storage, and other infrastructure

and are also operated together, leading

to greater synergies and efficiency.

The upstream infrastructure for the

Qatargas 4 project consists of three un-

manned platforms, up to 33 wells and

two subsea pipelines, all of which are

complete and are shared with the Qatar-

gas 3 project.

Qatargas Train 7 produces 1.4 billion

standard cubic feet of gas per day, de-

livering 7.8 million tonnes per annum of

LNG and 70,000 barrels per day of con-

densate and LPG. The LNG that Qatargas

Train 7 is producing will be transported

to market via a fleet of eight ships each

with a capacity in the range of 210,000

wOrld prOven Gas reserves (2010)tOtal = 6,609 trIllIOn cuBIc feet

oTHERS2,036 (31%)

US273 (4%)

QATAR894 (14%)

RUSSIA1,581 (24%)

SAUDI ARABIA283 (4%)

IRAN1,046 (16%)

UAE213 (3%)

TURKMENISTAN284 (4%)

QATARGAS TRAIN 7, THE LAST oF THE FoUR MEGA TRAINS CoNSTRUCTED By QATARGAS, HAS THE CAPACITy To PRoDUCE 7.8 MILLIoN ToNNES PER ANNUM (MTPA) oF LNG, MAKING IT, ALoNGSIDE SIMILAR TRAINS IN RAS LAFFAN, THE LARGEST IN THE WoRLD.


2011-2012

economy

266,000 cubic metres, operated by

Qatar Gas Transport Company, known

as Nakilat.

Third-largest Gas ReservesQatar has the third largest gas reserves

in the world, with 25.4 trillion cubic me-

tres at the end of 2009, or 13.5 percent

of the total, behind only Russia with 23.7

percent and Iran with 15.8 percent. It

has less crude oil to offer, however, hold-

ing only 2 percent of global oil reserves,

and consequently the gas industry is

at the forefront of Qatar’s economic

development.

And Qatar’s importance is likely to

increase after the Japanese earthquake

in March again raised questions about

nuclear power’s long-term viability.

Qatar was quick to offer Japan the liq-

uefied natural gas needed to help miti-

gate its nuclear disaster. Japan will need

an additional five billion cubic metres in

2011, 10 billion cubic metres in 2012

and four billion cubic metres a year from

2013, to meet its energy needs

Qatar, which is boosting its produc-

tion capacity over the next year, is in an

excellent position to provide most of this

additional supply.

Qatar’s heavyweight position in the

global gas market stems from its huge

investment in LNG production and

transportation, whereby natural gas is

converted to liquid by cooling it so that

it can be transported using seaborne

cargoes to all points of the compass, so

removing reliance on localised pipeline

feeds. Tens of billions of dollars have

been invested over 15 years in Qatar’s

gas production sector, as well as at re-

ceiving terminals around the world.

Qatar has also expanded its fleet to

transport LNG.

While Qatar’s gas production levels

were low in global terms in 2009 – at

89.3 billion cubic metres accounting

for only 3 percent of the world’s pro-

duction – its contribution to global LNG

production is growing, reaching 26 per-

cent in 2010. Rapid expansion of shale

gas production – gas trapped in rocks

thousands of meters underground – in

the US is unlikely to ruffle Qatari feath-

ers. Buyers are lining up to buy its LNG,

mostly in Asia and Europe.

First Pearl-GTL gasoil shipmentAccording to the Minister of Energy

and Industry, Dr Mohammed bin Saleh

Al-Sada, “The Pearl GTL project will play

an important role in enhancing our di-

versification of North Field gas utilisa-

tion and will support the optimisation

of Qatar’s competitive position in the

world markets by supplying high quality

GTL products.”

The Pearl gas-to-liquids (GTL) plant,

located in Ras Laffan Industrial City, sold

its first commercial shipment of GTL

Gasoil in March.

The sale marks the start of produc-

tion of GTL products when the State of

Qatar and Shell, the operator of the Pearl

GTL plant, begin to receive revenue from

enerGY cItYEnergy City Qatar (ECQ) is the world’s next major energy hub, the Middle East’s home for major players in the hydrocarbon value chain. It is the first ever integrated energy hub in the GCC and MENA regions. The purpose of ECQ is to enhance the Gulf region’s ability to capture critical revenue streams from hydrocarbons and act as a nucleus for the core elements of Middle East ever growing oil and gas industry.

It is anticipated that the occupiers will be organisations primarily con-nected to the energy business, although it is likely that those companies involved in a secondary or tertiary role will also favour the location. ECQ is located midway between the Dafna business/residential district and the Lusail development district on the east coast of Qatar, approximately 20km north of Doha International Airport. The site is connected to the wider Lusail development via the Al Khor expressway.

With surging requirements causing record growth rates and no sign of demand slackening, the Middle East holds a central role in the world econ-omy. Holding over 60 percent of the world’s proven oil reserves and over 40 percent of the world’s natural gas reserves, the Middle East’s long term crucial position in fuelling world growth is clear. Yet thus far the region does not have a centre for the management of above ground resources such as Singapore, Houston, Calgary, Stavanger and Aberdeen.

It is logical and advantageous, that a hydrocarbon focused centre should be located in the Gulf, a safe secure, synergistic, state-of-the-art location for regional operations and global hydrocarbon development.

ECQ was launched in March 2006 with an estimated project value of $2.6 billion. It is divided into 2 phases. The first phase, ECQ 1 will house corporate offices and other business related infrastructure whilst the second phase, ECQ 2 will provide residential facilities to corporate members utilising the ECQ1 facilities. ECQ 2 however, has been sold to a private entity.

ECQ 1 will consist of 92 corporate buildings, able to house approximate-ly 20,000 people. The land plot extends to a total area of approximately 721,584 sq m and the site topography is generally flat.

All buildings have to adhere to the building guidelines defined by ECQ. Structures will be constructed at the highest standards complying with US Green Building Council LEED Certification requirements for energy efficiency.

PEARL GTL IS ExPECTED To PRoDUCE 1.6 BILLIoN

CUBIC FEET oF GAS PER DAy FRoM THE

NoRTH FIELD, WHICH WILL BE PRoCESSED To DELIVER AN ExPECTED 120,000 BARRELS PER DAy oF CoNDENSATE,

LPG AND ETHANE AND AN ExPECTED 140,000

BARRELS PER DAy oF GAS-To-LIQUIDS.

2011-2012


the project. over the coming months,

production will ramp up from the first

production unit (‘train’) of the Pearl GTL

project. The second train is expected

to start up before the end of 2011. The

plant is expected to reach full produc-

tion capacity by the middle of 2012

and is the largest energy project ever

launched in the State of Qatar.

once fully operational, Pearl GTL is

expected to produce 1.6 billion cubic

feet of gas per day from the North Field,

which will be processed to deliver an

expected 120,000 barrels per day of

condensate, LPG and ethane and an ex-

pected 140,000 barrels per day of gas-

to-liquids (GTL) products using Shell’s

unique technological and project man-

agement capabilities.

Pearl GTL is expected to produce a

number of high-quality GTL products

for sale in oil product markets around

the world: GTL Kerosene for blending

into a clean burning aviation fuel; GTL

Gasoil, a clean-burning diesel-type auto-

motive fuel; GTL Base oils for premium

lubricants; GTL Normal Paraffin for de-

tergents; and GTL Naphtha, a high-par-

affin feedstock for the petrochemical

industry.

gtl naphthaQatar International Petroleum Market-

ing Company Ltd (Tasweeq) also sold

its first cargo of GTL Naphtha, a high

quality product from the world’s larg-

est gas-to-liquids (GTL) plant, Pearl GTL,

located in Qatar. The State of Qatar has

appointed its state-owned marketing

company Tasweeq to be the sole mar-

keter of GTL Naphtha, the latest addi-

tion to Tasweeq’s Regulated products.

GTL Naphtha is a premium feedstock

for the petrochemical industry. It has a

high paraffinic content of more than 90

percent and contains virtually no sul-

phur, which is highly valued by steam

cracker operators due to its high yields

of olefins (ethylene and propylene).

30 percent LPG supplies to ME from QatarQatar is set to substantially improve its

share in the Middle East liquefied petro-

leum gas (LPG) export markets and its

supply is expected to remain substan-

tial through 2020.

“We expect Qatar’s share of total Mid-

dle East exports to dramatically grow

from 6 percent in 2005 to around 30

percent in 2012,” said ExxonMobil Qatar

Acting President Bart Cahir. Although it

may decline to around 25 percent after

2015, he said Qatar’s share of Middle

East exports will still remain ‘substantial’

through 2020.

“With this information in mind, and

from witnessing the development of

the energy industry over the past sev-

eral years, it is an understatement to

say that this is an exciting time to be

doing business in this region, especially

Qatar,” Cahir added.

Asserting Middle East supplies are ex-

pected to play a significant role in glob-

al LPG trade in the coming years, Cahir

said Qatar, specifically, will contribute to

the region’s growing presence in the in-

dustry. In addition to increasing in sup-

ply, the regional demand for LPG is also

expected to grow, he said. The demand

is expected to grow at a rate twice that

of all other energy sources over the

next two decades, primarily because of HE Abdullah bin Hamad Al-Attiyah, Deputy PM, presents Rex Tillson, Chairman & CEO, ExxonMobil with Excellence Awards at the 20TH WPC

QATAR IS SET To SUBSTANTIALLy IMPRoVE ITS SHARE IN THE MIDDLE EAST LIQUEFIED PETRoLEUM GAS (LPG) ExPoRT MARKETS AND ITS SUPPLy IS ExPECTED To REMAIN SUBSTANTIAL THRoUGH 2020.


2011-2012

economy

pearl GtlQatar is already the largest exporter of one of the cleanest forms of energy, Liquefied Natural Gas, so what does having the largest Gas to Liquid (GTL) plant mean to the country?

It is about monetising and making the most of the abun-dant supply of gas that the country is blessed with. An in-teresting fact is GTL offers the full upside of accessing the oil markets (with its escalating costs) and is also a very stra-tegic diversification process for the country. But everything depends on the size of the source as well as the capability to manage and build the huge plants needed. Qatar has the source and Shell has proved its competence in handling a project of this size.

In an exclusive interview Andy Brown, Executive Vice President Shell Qatar and Managing Director of Pearl GTL says, “Pearl GTL demonstrates that GTL technology can be applied in a world-scale project to form the foundation for a safe, reliable and economically attractive business. This is particularly important given that the world’s oil reserves are dwindling while the its reserves of gas provide for hundreds of years of continued production.”

“Pearl GTL is one of the main projects for Shell here and it is very important. We have invested around $18-19 billion (QR65.52-69.16 billion) in the project. It is the largest project

ever launched in Qatar and certainly the largest investment by Shell in a single project in its global portfolio.

“Pearl GTL will represent 8 percent of Shell’s global upstream production, once we are at full capacity by mid 2012. It is also a large generator of revenues and shows our capability to deliver the latest technology and deliver one of the largest projects in the world.”

Technology breakthroughsPearl GTL is immense, not just because of the size of investments but because of the technology used.

“We use proprietary Shell and other cutting-edge technologies that we have brought in especially for the project. Shell has technology for the whole process

of converting gas to liquid fuels and other products.It also has technology for the three GTL processes; conversion of natural gas to syngas through the Shell Gasification process; conversion of syngas to long-chained waxy hydrocarbon molecules through Heavy Paraffin Synthesis; conversion of long-chained waxy hydrocarbons into finished GTL products through Heavy Paraffin Conversion. Other projects have technologies for one of the processes, but Shell has the technology for all the different stages of production.

“The proprietary Shell Middle Distillate Synthesis (SMDS) process is at the heart of the two-train Pearl GTL plant. It is underpinned by more 3,500 patents and, above all, is proven on a commercial scale for more than 10 years of op-erational experience at Shell’s first GTL plant in Bintulu, Malaysia, with a capacity of 14,700 barrels a day.

“From the start of phase one, we have proof that the technology works. We have high-quality on-spec products; we have started shipping gas oil that is diesel fuel, naphtha which is petro-chemical feed oil and also base oil used for lubricants.”

Pearl GTL has also stretched the boundaries in other areas, says Brown.“We have built both the world’s largest oxygen plant and industrial processing

scheme (with zero liquid discharge). “

Products and outlookGTL technology provides an alternative route of natural gas monetisation, of-fering full upside to higher oil prices, but some of the GTL products are also attractive feedstock to other business in the petroleum industry.

GTL products represent a pioneering innovation to increase the supply of high-demand liquid hydrocarbons. When fully operational, Pearl GTL will pro-duce 140,000 barrels a day of high quality GTL products and 120,000 barrels of oil equivalent a day natural gas liquids.

“GTL fuel has a very high cetane number and hence burns regularly. It has virtually no aromatics, therefore doesn’t smell. As a cleaner burning fuel it re-sults in reduced local emissions (NOx, SOx and particulate matter), contribut-ing to improved local air quality and keeps the engine clean for a longer period. We will sell GTL fuel to a number of places but the majority to the European market. They will cement Qatar’s position as a source of high quality liquid products. Looking ahead to the future there is a robust market outlook for Pearl products."

andy Brown,Executive Vice President Shell Qatar and Managing Director of Pearl GTL

2011-2012


its flexibility as a fuel and as a feedstock

as well as its use to improve domestic

quality of life.

Qatar sees leap in LPG demandQatar, whose liquefied petroleum gas

(LPG) production is expected to reach

12 million tonnes by 2015, said the

demand for LPG is growing rapidly, es-

pecially triggered by China and India,

and due to the emergence of newer

markets.

“Demand for LPG in the residential

and commercial sector is growing rap-

idly, particularly in emerging economies

such as India and China, underpinned

by strong population growth, improved

living standards and sustained high

economic growth,” HE the Minister of

Energy and Industry Mohammed Saleh

Al Sada told the 24th World LPG confer-

ence, held for the first time in Qatar and

in the GCC region. In addition, he said,

the petrochemical industry was increas-

ing the need for LPG as feedstock.

“Rising demand and production are

driving forces for increased utilisation

and expansion of existing LPG facili-

ties, including terminals as well as the

construction of new ones,” the Minister

said.

LPG production in Qatar has expand-

ed rapidly during the past decade as a

result of LNG output expansion.

The Minister said that LPG produc-

tion in Qatar had reached 8 million

tonnes last year, rising to 10 million this

year and was expected to reach nearly

12 million by 2015.

However, he said there were several

key issues confronting the LPG indus-

try globally, such as the current outlook

for LPG demand growth in developing

markets, and he asked whether ex-

panding supply was adequate to sup-

port projected growth in regional and

global LPG demand.

He also pointed to delays in new

LPG projects, infrastructure constraints

for supply and distribution in develop-

ing markets and the trade barriers and

infrastructure constraints that exist in

each market.

Al Sada said that confronting these

challenges required a high level of com-

mitment and collaboration between

stakeholders to find viable solutions.

World LPG Association President

Ramon de Luis Serrano said that LPG

production globally had increased by 3

percent despite the crisis.

“There will be more demand for

clean energy due to the rising incomes

and need for healthier lives,” he said,

highlighting that various estimates sug-

gested that more than 2 million people

died due to toxic gases associated with

burning fossil fuel.

The LPG market in the Middle East

was expected to have a significant

impact on global trade in the com-

ing years, he said, adding that by this

year, the region would surpass North

America as the largest LPG producer in

the world.

Regional demand for LPG is also ex-

pected to grow with many opportuni-

ties expected to emerge in the coming

years, according to him.

Demand for clean fuelExpanding prosperity around the world

for a growing population will drive an

increase in global energy demand of

about 35 percent by 2030 compared

to 2005, and almost 100 percent in

the Middle East, even with significant

efficiency gains, and natural gas will

emerge as the second-largest energy

source behind oil. The growing use

of natural gas and other less carbon-

intensive energy supplies, combined

with greater energy efficiency in na-

tions around the world, will help miti-

gate the environmental impacts of

increased energy demand.

Efforts to ensure reliable, affordable

energy while also limiting greenhouse

gas emissions will lead to polices in

many countries that put a cost on car-

bon dioxide emissions.

As a result, abundant supplies of

natural gas will become increasingly

competitive as an economic source of

electric power as its use results in low-

er Co2 emissions than other energy

sources in generating electricity.

Demand for natural gas for power

generation is expected to rise by

about 85 percent from 2005 to 2030,

when natural gas will provide more

than a quarter of the world’s electric-

ity needs.

Natural gas demand is rising in ev-

ery region of the world. This is of great

pertinence in Qatar, given that Qatar

is the premier supplier of LNG to the

global marketplace

LPG PRoDUCTIoN IN QATAR HAS ExPANDED RAPIDLy DURING THE PAST DECADE AS A RESULT oF LNG oUTPUT ExPANSIoN.

Qatar celebrated its 77mtpa milestone achievement


2011-2012

economy

2011-2012


SoVEREIGN WEALTH FUND:

The asset management industry in the GCC and Qatar is set to grow significantly over the coming years, driven by an opportunity to generate emerging market returns in a comparatively low risk environment.

diverSiFying aSSetSA

ccording to an expert, “Since its inception in 2005, the Qatar Invest-

ment Authority (QIA) has made its mark globally through high profile

purchases and a diversified investment portfolio, funded by its esti-

mated QR310 billion ($80 billion) purse. From stakes in Hollywood’s

Miramax Films to banks, property, hotels and car manufacturers, the

QIA has made some canny financial moves.”

Considered one of the world’s most aggressive SWFs, this year it plans to in-

crease last year’s QR72 billion ($20 billion) overseas investments to QR127 billion

($35 billion) as it ventures into the American and British real estate markets and

commits QR1.5 billion ($429 million) in Spanish banks.

QR14.2 billion ($3.9 billion) was invested between mid-october 2010 and year

end, according to an annual review of QIA’s investment activities.

The sectors the QIA chose to stake sums in include real estate and agriculture.

It also acquired shopping centres, commercial complexes, hotels, tourist resorts,

banks as well as retail businesses and mining rights in several countries such as

Britain, Switzerland, Australia, Malaysia, Egypt, China, Greece, Russia, Brazil, America

and Germany.

To ensure high returns, the QIA prefers to invest over the long-term. The asset

management industry in the GCC and Qatar is set to grow significantly over the

coming years, driven by an opportunity to generate emerging market returns in a

comparatively low risk environment. The GCC has one of the world’s highest sav-

ings rates and Qatar has one of the highest rates within the region at 49 percent.

GCC Sovereign Wealth Funds (SWFs) have also grown their asset bases signifi-

cantly over the past few years, accounting for half of all foreign assets held by

the GCC, while Qatar’s SWF, the Qatar Investment Authority, had assets totalling

QR309.4 billion ($85 billion) as of the end of 2010. Qatar has also been highlight-

ed by the World Bank as having high inward foreign direct investment potential

and performance.

The QIA was founded by Qatar to strengthen the country’s economy by di-

versifying into new asset classes. It is a sovereign wealth fund that invests

domestically and internationally to curtail reliance on energy price volatil-

ity. According to its constitutive instrument, the QIA’s objectives are to devel-

op, invest, and manage the State's reserve funds and other property assigned

to it by the Government via the Supreme Council for Economic Affairs and


2011-2012

economy

Investments. The QIA’s prime objective

is to achieve revenue diversification for

Qatar over the next 10 to 15 years. As a

result of its stated strategy to minimise

risk from Qatar’s reliance on energy

prices, the fund predominantly invests

in international markets (US, Europe

and Asia) and within Qatar outside the

energy sector. Some of its asset alloca-

tion consists of:

Equities

Private Equity

Real Estate

Alternative Investments

Special Situations

Direct Investments (Qatar Holding,

LLC)

Qatar Holding strategic partner of European GoldfieldsQatar Holding LLC (QH), in its latest in-

vestment in october 2011, has agreed

to take a 9.9 percent equity holding in

European Goldfields Limited from Aktor

Construction International Limited and

Dimitrios Koutras.

Additional call options from the same

vendors, and warrants to be issued by

European Goldfields in conjunction with

a funding facility, will allow QH to further

increase its equity holding in the future,

and become a major shareholder if ex-

ercised. The funding facility and related

issuance of warrants, will be subject to

exclusivity and definitive documenta-

tion as well as regulatory and share-

holder approval.

The total capital commitment made

by QH amounts to QR2,821 million

($775 million), which includes funding

support for capital expenditure to devel-

op gold deposits in Greece. Subsequent

to successful closing of this transaction,

QH will become a significant sharehold-

er and key strategic partner of European

Goldfields.

European Goldfields is a developer

and producer of gold resources, with 10

million ounces of gold reserves located

within the European Union. The existing

resource portfolio includes an operating

mine in Greece, as well as three signifi-

cant deposits in Greece and Romania.

Taking into account all reserves and

deposits in place, European Goldfields

has total gold equivalent resources es-

timated at 24 million ounces. It is en-

visaged that this investment, together

with other assets in the resource and

commodities sector, will form part of

the portfolio to be managed by Qatar

Holding Gold and Resources, a wholly-

owned subsidiary of Qatar Holding.

Commenting on the transaction,

Ahmad Mohamed Al Sayed, Managing

Director and Chief Executive officer of

QH, said: “This transaction reflects an

outcome of the Memorandum of Un-

derstanding (MoU) between the State

of Qatar and the Hellenic Republic of

Greece, signed in New york during

2010. our latest investment helps to

further diversify our investment port-

folio in the commodities sector, with a

specific position in gold resources and

another long-term partner secured for

the future. We see the transaction as

one that will create significant value for

all shareholders.”

Martyn Konig, Executive Chairman

and President of European Goldfields,

added: “The funding facility from QH

represents not only a significant com-

mitment to the company, but also to

Greece. "

Accelerated European acquisition splurgeQIA has acquired the private banking

unit of Belgium’s KBC Group NV for

QR5.24 billion($1.44 billion) and is in

talks to acquire the Luxembourg arm of

stricken Dexia SA bank, as Qatar ramps

up its buying of distressed European

assets.

Analysts and bankers familiar with Qa-

tar’s investment plans say the gas-rich

state is considering further investments

in debt-laden European countries, and

is more willing to take risks than its

other wealthy neighbours during a year

of high oil prices and low growth in the

West.

KBC Group said it had agreed to sell

its Luxembourg-based private-banking

THE QIA’S PRIME oBJECTIVE IS To

ACHIEVE REVENUE DIVERSIFICATIoN FoR

QATAR oVER THE NExT 10 To 15 yEARS. AS A

RESULT oF ITS STATED STRATEGy To MINIMISE

RISK FRoM QATAR’S RELIANCE oN ENERGy

PRICES, THE FUND PREDoMINANTLy INVESTS

IN INTERNATIoNAL MARKETS.

majOr Investment BY QIa In 2010

$21.6bn

AUSTRALIA0.412

USA0.663

GREECE5.0

MALAySIA5.0

UK2.3

UK0.38

CHINA2.8

SWITZERLAND0.395

BRAZIL2.7

SAUDI ARABIA0.674

GERMANy0.534

RUSSIA0.5

EGyPT0.25

2011-2012


unit to Precision Capital, a Luxembourg

company backed by the Qatari royal

family – the Al Thanis are also looking

at the Luxembourg division of Dexia,

Luxembourg Finance Minister Luc Frie-

den said, stressing that his government

would keep a minority stake in the unit.

“When there are very few buyers in

the market and lots of assets for sale,

Qataris are doing the tough bargaining,”

said a person familiar with the wealth

fund’s plans.

Purchasing British real estateIn August 2011, UK developer Delancey

Estates Plc, and a unit of Qatar’s SWF,

agreed to pay QR3,297 million ($906

million) for the athlete’s village in Lon-

don’s olympic Park. The deal include

the purchase by closely-held Delancey

and Qatari Diar Real Estate Investment

Co. of 1,439 homes from the olympic

Delivery Authority that can be resold or

rented out.

Qatari Diar also bought the Park

House development in London’s West

End from Land Securities for QR1,437

million ($395 million) in 2010. The de-

velopment has only just begun and has

no tenant but ticks the right boxes for

Qatari investment in being in the right

location – in this case, opposite Sel-

fridges – and being almost impossible

to replicate.

These characteristics are shared by

many of the sovereign investor’s other

prime developments, including the

Shard skyscraper and Chelsea Barracks,

which it acquired for a world-record land

price of QR5.75 billion ($1.58 billion)

(1 billion pounds). It also owns the US

Embassy building on Grosvenor Square,

another future prime development site.

Canary Wharf Group and Qatari Diar

won a QR1,783 million ($490 million)

deal to redevelop the Shell Centre in

London. The companies would each

contribute 150 million pounds to de-

velop a 5.25-acre office, residential

and retail scheme around a 27-storey

tower that contains Royal Dutch Shell’s

London headquarters and which the

oil major will still own. Shell would also

take a 210,000 square foot pre-let of

one of the new office buildings to be

constructed on the site, which is near

the London Eye tourism attraction on

the south bank of the River Thames.

The development, which is subject to

planning permission, would be Canary

Wharf Group’s fourth project away from

the financial district that carries its name

in east London.

Besides these, Qatar has at least two

hotel deals lined up at the Savoy and

Grosvenor House for future purchase.

Also in April 2011, Songbird Estates

(SBDE.L), majority owner of Canary

Wharf Group, disclosed that its two big-

gest shareholders, Qatar Holding and

Simon Glick had increased their stakes

in the company. QH acquired 28.5 mil-

lion ordinary shares, raising its stake by

3.7 percent to 27.7 percent ,

Songbird said in a statement to the

London stock exchange. GF Invest-

ments II, an investment vehicle for

Simon Glick and his family, bought

8.8 million shares, increasing its

stake by 1.1 percent to 25.1 percent

it said.

Energy projects in SpainIn March 2011, QH signed a strategic

agreement with Iberdrola, one of Spain’s

leading energy companies. Iberdrola

Chairman Ignacio Galan has said the

strategic agreement signed with QH

creates a powerful financial platform for

new capital-intensive energy projects in

future.

Speaking at the Iberdrola headquar-

ters in Madrid during the signing of the

strategic agreement with Qatar Holding,

Galan said QH “has become a strategic

partner and a principal shareholder with

a vocation of stability and permanence”.

QH Managing Director Ahmad M Al-

Sayed was present at the signing cere-

mony. He said following the integration

of ScottishPower and Energy East, the

latter now named Iberdrola’s USA, and

a strong presence in Mexico as well as

Brazil where it is acquiring distribution

company Elektro, the Group has forged

a leadership position in the Atlantic area.

Galan recalled that the Group has had a

presence in Qatar since 2004 through

an office of Iberdrola Engineering and

Construction, which managed the con-

struction of the 2,000MW Mesaieed

combined cycle plant, one of the largest

in the Middle East, at a cost of QR7.28

billion ($2 billion).

Buying French football teamThe most expensively assembled team

in French soccer history was bought by

the QIA in May 2011, holding a 70 per-

cent share of the French capital’s sole

First Division club for a reported QR155

million-QR207 million ($42.7 million-

$57 million). Paris Saint-Germain (PSG)

then spent QR448 million on new

players. PSG’s former owners, the Ameri-

can group Colony Capital, revealed back

in December 2010 that they were look-

ing for new investors and that search

reportedly led them to the QIA.

Colony Capital have had a control-

ling stake in PSG since 2006, but will

now pass overall ownership to the Qa-

tari group, though they will remain 30

percent shareholders.

A statement on PSG’s official website

read, “Colony Capital and a Qatari in-

vestment company have signed a letter

of intent whereby this company shall, if

the agreement is signed as contemplat-

ed, become the majority shareholder of

PSG, with 70 percent of the football club.

Colony would retain a 30 percent inter-

est. With this new partner, Colony Capi-

tal would fulfil its objective of ensuring

PSG’s growth and long-term prospects.

The partners will work together to build

on Colony Capital’s achievements over

the past five years of their ownership

of the club, to enhance its visibility and

pre-eminence.”

ANALySTS AND BANKERS FAMILIAR WITH QATAR’S INVESTMENT PLANS SAy THE GAS-RICH STATE IS CoNSIDERING FURTHER INVESTMENTS IN DEBT-LADEN EURoPEAN CoUNTRIES, AND IS MoRE WILLING To TAKE RISKS THAN ITS oTHER WEALTHy NEIGHBoURS DURING A yEAR oF HIGH oIL PRICES AND LoW GRoWTH IN THE WEST.


2011-2012

economy

2011-2012


BANKING

With GDP expected to grow at a Compound Annual Growth Rate of 8.6 percent for 2011-2014 (IMF data), there is an expectation that the banking sector will clock an average credit growth of 20-25 percent per annum.

With an expected GDP growth rate of 20 percent in 2011, Qatar

will be among the fastest growing economies in the world.

The economy has grown at a Compound Annual Growth Rate

(CAGR) of 19 percent in the last five years. A doubling of natural

gas production, timely intervention in the banking system, and

continuing large public investment in infrastructure have kept growth rates high

and resulted in the accumulation of large surpluses in the fiscal and external ac-

counts which have in turn led to a spurt in asset growth for local banks.

Winning the bid to host the 2022 FIFA World Cup has added to the sheen and

will ensure that the growth momentum, previously being driven by natural gas

capacity build-up will be replaced by infrastructure development and continue in

the medium term. Large investments valued at about QR364 billion ($100 billion )

between 2010 and 2015 are in various stages of planning, and implementation will

drive credit growth.

Credit growth to continue With GDP expected to grow at a CAGR of 8.6 percent for 2011-2014 (IMF data),

there is an expectation that the banking sector will clock an average credit growth

of 20-25 percent pa. There is a direct correlation between GDP growth and credit

offtake, which can be seen in the graph.

Following high domestic credit growth rates averaging over 50 percent a year

in the pre-crisis period (2004-08), the dampening of credit growth is to some ex-

tent natural. Nevertheless, the slowdown in domestic credit has not dampened the

non-hydrocarbon growth engines, which are mainly sustained by government and

aSSet growth For local bankS


2011-2012

economy

government-owned corporate invest-

ments. Credit to the public sector has

continued to increase.

New Islamic banking regulation The Central Bank’s directive, in February

2011, for local conventional commer-

cial banks to discontinue their Islamic

operations by the end of 2011 has

stifled competition in the segment and

has created an opportunity for Islamic

banks to acquire the assets of conven-

tional commercial banks' Islamic opera-

tions that they fail to convert to conven-

tional. Although, retail customers of the

Islamic divisions of conventional banks

are likely to move to Islamic banks, the

same cannot be said of the corporate

loans which the conventional banks

are likely to be able to convert depend-

ing upon their relationship with their

clients.

Looking ahead, we forecast above

average loan growth of a little over 20

percent for QIB and Masraf al Rayan

for the period 2010-2014 as they ben-

efit from the Islamic banking regulation

while QNB follows closely riding on

public sector spending. In comparison,

given CBQ’s private sector focus, loan

growth will relatively be moderate with

some pick up later as it competes for a

slice of public sector business.

Doha Bank is likely to suffer in the

short-term given its retail focus and the

recent central bank regulation that will

impede loan growth in the near-term.

At the same time both CBQ and Doha

will press hard to safeguard their Islamic

banking portfolios.

Capitalisation levels have been strengthened Capital adequacy has been consistently

above 10 percent over the last couple

of years, and has become even stron-

ger now with Qatar Investment Author-

ity’s (QIA) final capital injection into local

Qatari banks.

QIA injected QR1.6 billion in CBQ,

QR737 million in Doha Bank and QR1.9

billion in QIB thereby increasing QIA’s

ownership to 16.7 percent in these

banks. The result was a direct transfer of

value from QIA to the relevant banks.

At the same time, QNB conducted a

25 percent rights issue (QR12.7 billion)

in 2Q11 that we estimate will boost

the bank’s capital adequacy ratio (CAR)

from 15.3 percent in 2010 to around

22.5 percent by the end of 2011.

The rights issue is in preparation for

high growth going forward and expan-

sion outside Qatar as well.

Funding not an issue Qatar banks as such do not rely much

on wholesale funding with the highest

being in the case of CBQ at 19 percent

of total assets in 2010 followed by QIB

at 12 percent, QNB at 6 percent and

negligible for others.

Liabilities are infact heavily weighted

towards local deposits and inter-bank

borrowings. Bank deposits have been

generally supported by public sector

injections into the system and divert-

ing funds from international bank

accounts.

There is an expection that the local

banking system will continue to enjoy

strong public sector support as hydro-

carbon inflows translate into a direct

and indirect funding base.

Firm growthQatar has a buoyant and increasingly

diverse banking sector catering for the

needs of all kinds of customers. The in-

dustry is supervised by the QCB which

was established in 1993 as the succes-

sor to the Qatar Monetary Agency.

QCB acts as the government’s agent

to control the country’s monetary policy

and to monitor the commercial bank-

ing system. It regulates interest rates

on Qatari Riyals funds. other banks can

float interest rates within limits speci-

fied by QCB.

The bank also administers the coun-

try’s relations with international finan-

cial agencies, acts as a banker for the

government and issues currency notes

and coins. There are currently 15 com-

mercial banks operating in Qatar, of

which seven are Qatari, two are Arab,

and the rest are foreign.

The oldest and largest of the Qatari

banks is the Qatar National Bank, with

Total assets of Qatari banking sector reached

Qr547.7 billion in 2010

Qatar's credit Growth and Gdp Growth correlated60.0%

50.0%

40.0%

30.0%

20.0%

10.0%

0.0%

-10.0%

2005 2006 2007 2008 2009 2010

Credit Growth GDP Growth

2011-2012


its equity base controlled equally by

the government and by private sector

shareholders.

Qatar banks have a well structured

network of local and branches of for-

eign banks which provide a full range

of banking services. Since these banks

started releasing interim results in

1997, the indication has been that the

financial sector is generally healthy and

promoting confidence. These positive

trends in banking have been driven by

a buoyant economy.

Reduction in lending ratesQCB cut its key interest rates by 25-50

basis points, a move that could en-

hance credit off-take and lower cost of

borrowings.

The Central Bank cut its overnight

deposit rate from 1 to 0.75 percent, and

axed the overnight lending and repo

rate to 4.5 from 5 percent, a day after

the US Federal Reserve (Fed) decided to

keep rates low for another two years.

This is the third time in a year Qa-

tar has cut rates. In August 2010, the

Central Bank had cut its deposit rate

by 50 basis points but left other rates

unchanged.

The QCB deposit and lending rates

are announced on overnight trans-

actions between it and local banks

through the Qatar Money Market Rate

Standing Facility (QMR).

The QCB lending rate is used by

the Central Bank to convey signals to

the market, revealing adjustments to

its monetary policy stance. QCB repo

operations are conducted in domestic

government securities and take 204

weeks to mature. The banking regulator

sets the rate and duration of the repur-

chase agreements while the size and

time of the repurchase transactions are

initiated by commercial banks.

Given the fixed parity between the ri-

yal and the dollar, QCB short-term inter-

est rate policies have had to be subordi-

nated to the fixed exchange rate policy.

As such, QCB overnight interest rates

are closely related to its counterpart on

the dollar, the Fed funds rate – usually

with positive margin, said the Central

bank in its website.

“Rates in Qatar were too high, leading

to arbitrage opportunities as the riyal is

pegged to the dollar... The cuts we are

seeing this year are a normalisation,”

Marios Maratheftis, Chief Economist

for the Middle East and North Africa at

Standard Chartered told Bloomberg.

The US Fed said that it would hold inter-

est rates at record lows for at least two

years and had held on to the record-low

key lending rate since December 2008.

“They (QCB) are likely taking their cue

from the Fed statement... We are enter-

ing a period of expansionary monetary

policy where rates are coming down

because economic growth is in doubt

in many parts of the world, particu-

larly in the US and the eurozone,” Farah

Ahmed Hersi, senior economist at Mas-

raf Al Rayan told Reuters.

Market experts are of the view that

the reduction in key interest rates

should, in theory, enhance credit off

take, especially to the private sector

due to lower funding costs. However,

tighter credit profiling is not imparting

the required momentum when con-

sidering the overall economic growth

of the country, they admit. The total

credit extended by commercial banks

grew year-on-year by 9.47 percent with

domestic credit gaining 10.06 percent

and foreign credit by 1.58 percent

in May.

The growth in credit came despite

the QCB restrictions on personal bor-

rowings by both nationals and expatri-

ates. The banking regulator had capped

lending to expatriates at QR400,000

and limited the borrowing for nationals

to QR2 million. It has also capped per-

sonal loan rates at 6.5 percent, which

according to bank officials, has thinned

net margins.

“The cut to overnight deposit and

lending rates are part of the QCB’s ef-

forts to stem this inflow of capital and

add vigour to local lending,” Akber

Khan, a Director at Al Rayan Investment,

told Bloomberg. Banking sources said

the rate cut might seem to improve the

margins (with personal lending, which

is the third largest segment within

the banking industry’s credit portfo-

lio) in theory, but in practice it would

be a difficult situation because of the

competition.

“The space to manoeuvre is limited,”

an official told a local newspaper, “but it

(rate cut) has to be seen in totality with

the overall broad monetary policy of

the Central Bank, although inflation is

not a major cause of concern,” he said.

Qatar’s living costs, based on the

consumer price index, rose 1.8 percent

year-on-year in June, according to the

Qatar Statistics Authority.

MARKET ExPERTS ARE oF THE VIEW THAT THE REDUCTIoN IN KEy INTEREST RATES SHoULD, IN THEoRy, ENHANCE CREDIT oFF TAKE, ESPECIALLy To THE PRIVATE SECToR DUE To LoWER FUNDING CoSTS.

Banks eQuIpped tO handle crIsIsQatar’s banking sector is well positioned to deal with any unforeseen crises but rising inflation could become a ‘major concern’ in the future, a new re-port has said.

A sharp escalation in global commodity prices and rising domestic non-rent inflation pressures are seen as the main challenges to the economy, according to Qatar Central Bank (QCB).

In its latest financial stability report, it said the financial system in Qatar continued to expand “at a fast clip”, following a brief period of uncertainty in the aftermath of the global financial meltdown. “The macroeconomic fundamentals are robust, with high growth in real GDP driving economic activity across various sectors,” the report said.


2011-2012

economy

Closure of Islamicbanking windowThis year QCB announced that all Islam-

ic banking activities by conventional

commercial banks should be closed by

the year-end. Banking industry sources

say the suddenness with which the an-

nouncement was made caught them

off-guard and its motives were not

made clear.

There are about 16 Islamic bank-

ing windows of commercial banks in

the country with the largest lender,

half state-owned Qatar National Bank

(QNB), also having an Islamic banking

outlet in Sudan. It’s not clear what the

QCB’s directives are regarding this over-

seas branch of the QNB, say industry

sources.

Many believe if such key policy de-

cisions are taken ‘overnight and on an

ad-hoc basis’, they would spoil Qatar’s

top ranking as far as ‘Transparency in

Doing Business’ is concerned.

While the affected banks are left

wondering how to recover their invest-

ments in Islamic banking activities and

manage their long-term credit portfo-

lios, experts say the QCB must review

its decision.

“Qatar follows free market policy

and its thrust is on ending monopoly

and encouraging competition, but the

QCB’s decision is against those princi-

ples,” banking expert Abdullah Al Khater

told a local Arabic newspaper. He said

the move threatened to undermine the

interests of both the banks and their

customers. “We need to study the pos-

sible impact of the banking regulator’s

move and see what viable alternatives

we have so that we don’t lose our cus-

tomers,” said Abdulla Al Raisi, Deputy

Chief Executive of Commercialbank.

Incidentally, the QCB’s move comes

at a time Islamic banking is witnessing

record growth in the country. Islamic

banking is estimated to command a

market share of around 20 percent.

Some experts say a much better op-

tion would be to ask the affected banks

to declare their Islamic banking branch-

es separate entities altogether so that

the confusion between their conven-

tional and Islamic banking activities is

removed for ever.

There are four Islamic banks in the

country at the moment and the pace at

which Shariah-compliant banking has

been growing in the country surely de-

mands more banks in the arena.

Establishment of Qatar Credit BureauQCB announced that preparations are

under way to inaugurate Qatar Credit

Bureau as the establishment contract

has been awarded to Dun and Brad-

street, according to which the com-

pany will provide an integrated solution

to the Bureau comprising both the indi-

viduals and the corporate sector.

The Bureau will help to support the

sustainable growth of credit in Qatar, re-

lying on customer data and risk-based

methodologies; it will also provide the

Central Bank and the banking sector

with analytical data to support the im-

plementation of advanced techniques

in risk management as outlined in the

Basel II Accord.

Qatar Credit Bureau’s future vision

implies the progressive development

of the Bureau to become an economic

information centre, which draws upon

the analytical insights of all the funda-

mental economic sectors so as to pro-

mote the management of the economy

in the country.

The establishment of Qatar Credit

Bureau constitutes a major and distinc-

tive turn for the benefit of the national

economy and the banking sector.

Doha Bank mulling acquisi-tion in emerging marketDoha Bank QSC, Qatar’s fifth-largest

lender by market value, may make an

acquisition before the end of 2012 as

part of a broader plan to expand.

“It could be in Turkey, it could be

emerging markets, we are looking at

Total Loans and Advances for the Qatari banking sector reached


Banks performance Indicators (%)

2007 2008 2009 2010

Regulatory Tier 1 Capital / Total Assets 11.5 11.0 11.5 11.1

Regulatory Tier 1 Capital / TotalRisk Weighted Assets

12.2 15.1 15.0 15.0

Non-Performing Loans / Regulatory Capital

0.6 1.0 1.2 1.3

Non-Performing Loans / Total Loans 1.5 1.2 1.7 2.0

Loans Provision / Total Loans 1.4 1.0 1.4 1.7

Total Provision / Total Assets 1.1 1.1 1.3 1.3

Net Profit / Average Shareholders’ Equity

30.4 21.5 19.3 19.9

Net Profit / Average Total Assets 3.6 2.9 2.6 2.6

Liquid Assets / Total Assets 31.1 32.9 36.3 38.5

Liquid Assets / Liquid Liabilities 39.6 41.2 47.7 50.7

Total Loans to Customers Deposits 96.1 114.2 109.6 102.5

Total Loans / Total Assets 54.6 60.4 57.8 55.4

2011-2012


other options,” Chief Executive officer,

R Seetharaman said. “We are going

to grow, and it’s a goal in line with the

overall financial stability of Qatar.

Qatar, the world’s biggest exporter

of liquefied natural gas, forecasts its

economy may expand by about 16 per-

cent this year, helped by fuel exports.

Doha Bank reported a 10 percent jump

in third-quarter profit last month as fee

and commission income increased.

Qatar National Bank SAQ, the coun-

try’s largest lender, had a 31 percent

increase in the period.

Doha Bank intends to start op-

erations in Saudi Arabia and India, and

plans a non-deal investor roadshow for

December 2011. Seetharaman said:

“We are looking at options for senior

or subordinated debt. The company

would consider raising at least QR1,820

million ($500 million) in senior debt de-

pending on market opportunities.”

The bank, which obtained approval

to start operations in Abu Dhabi in oc-

tober 2011, also plans to start broker-

age operations in January 2012 and

an asset management business by the

end of next year, Seetharaman said.

Qatar’s market will likely get emerg-

ing market status at MSCI Inc. in De-

cember, he predicted. “If you look at the

long-term fundamentals of the country

and the overall growth prospects, we

should expose the Qatar Exchange to

the global market,” Seetharaman said.

MSCI, whose stock indexes are

tracked by investors with about QR10.92

trillion ($3 trillion) in assets, said in June

it had delayed its decision on whether

to raise the United Arab Emirates and

Qatar to emerging-market status until

December. Doha Bank shares have

dropped 2.2 percent this year com-

pared with a 9.4 percent decline in the

Bloomberg GCC 200 Index.

QCB in MoU with NBPHE Sheikh Abdullah bin Saud Al Thani,

Governor of QCB, and HE Marek Belka,

President of the National Bank of Po-

land (NBP), signed a Memorandum of

Understanding (MoU) between the two

central banks on March 28, 2011.

This MoU aims at strengthening the

bilateral cooperation between QCB

and NBP in the areas of exchange of

information relating to financial sys-

tem stability and development, as

well as financial market systems and

payment systems performance and

development.

QIB launches fundingfor micro-enterprisesQatar Islamic Bank (QIB), the largest

Islamic bank in Qatar and one of the

leading Islamic banks in the world, has

launched a new banking programme

for micro-enterprises.

The programme is part of the bank’s

keen commitment to provide innova-

tive finance solutions that cater to the

needs of smaller start-ups and to em-

power ambitious entrepreneurs to take

their business to new levels through

funding their fixed assets and work-

ing capital. QIB’s initiative is in line with

Qatar’s economic strategy to enhance

small enterprises with Enterprise Qatar

being at the forefront of empower-

ing this strategic segment that plays a

crucial role in the development of the

country and the creation of new job op-

portunities. QIB’s financing programme

aims at helping micro-enterprises and

small businesses to increase their pro-

ductivity and profitability while enabling

them to deal effectively and efficiently

with the banking sector.

QIB UK in finance deal for tech companyQIB’s subsidiary QIBUK, which oper-

ates out of the United Kingdom, has

joined forces with Unilever Ventures

Limited – the European venture capi-

tal arm of Unilever, the world’s second

largest FMCG company – in putting to-

gether a financing round to support the

commercialisation of a new technol-

ogy that has been developed by IoTA

QIB’S INITIATIVE IS IN LINE WITH QATAR’S ECoNoMIC STRATEGy To ENHANCE SMALL ENTERPRISES WITH ENTERPRISE QATAR BEING AT THE FoREFRoNT oF EMPoWERING THIS STRATEGIC SEGMENT THAT PLAyS A CRUCIAL RoLE IN THE DEVELoPMENT oF THE CoUNTRy AND THE CREATIoN oF NEW JoB oPPoRTUNITIES.

Barwa Bank acQuIres IBQ's IslamIc BankInG retaIl OperatIOnsQatar’s Barwa Bank has acquired the Islamic banking retail operations of International Bank of Qatar (IBQ). IBQ has said that the sale includes its Al Yusr retail loans and deposit account portfolios, the two Al Yusr branches including ATMs as well as the transfer of Al Yusr employees to Barwa Bank. This deal is regarded the first sale of an Islamic portfolio since QCB's edict banning conventional banks from offering Islamic banking services.

An agreement was signed by George Nasra, MD of IBQ and Steve Troop, CEO of Barwa Bank and the transaction received the approval of the QCB and the Shariah Boards of both banks.

Under the terms of the agreement, the sale includes the Al Yusr retail loans and deposit account portfolios, the two Al Yusr branches located at Al Sadd and Al Rayyan including ATMs and the transfer of Al Yusr employees to Barwa Bank. The private and corporate banking portfolios, however, are not part of this deal.

“While the ruling from the QCB necessitated the sale, we feel Barwa Bank will be able to offer our retail customers the best Islamic banking services in the market,” said Nasra.

“Under the terms of the agreement, Barwa Bank will take on existing Al Yusr employees, which we value a great deal and which can continue to provide an excellent service to Al Yusr customers making the transition as seamless as possible to our valued customers,” he added.


2011-2012

economy

NanoSolutions (INS).

INS is a high-tech science and ech-

nology company based in the industrial

city of Liverpool in England which has

developed ‘ContraSol’, described as a

“proprietary nanodispersion formation

technology”. The investment of QIBUK

and Unilever will help INS bring its new

product successfully to the market.

Akbar Ahsan, Head of Corporate Fi-

nance at QIBUK, said of the joint ven-

ture: “We are delighted to join Unilever

in supporting IoTA NanoSolutions in

their development and commercialisa-

tion of ContraSol.

QIB, Al-Futtaim, Aqar in QR6 billion JVQIB, Al-Futtaim, and Aqar Real Estate

Investment Company signed a QR

6 billion joint venture agreement to

construct a state-of-the-art enter-

tainment and retail complex in Doha,

slated to become a driving force be-

hind the country’s diverse economic

development.

The country’s largest multipurpose

complex is located on the northern

highway linking Doha International Air-

port with the proposed Bahrain Cause-

way and will include a full retail centre,

an entertainment park and two hotels.

Construction for the 433,000 sq m

project – the first of its kind in the coun-

try – began in early 2011. The first retail

phase is slated for completion in the

first quarter of 2012 and the remaining

two phases will be completed by 2015.

IKEA, ACE Toys “R” Us, Marks & Spencer,

Intersport – all part of the Al-Futtaim

group – have already confirmed as the

project’s premier anchor tenants.

The state-of-the-art complex’s futur-

istic design separates each individual

area into its own uniquely identifiable

space that will transport clientele from

the world of waterslides and roller

coasters into a retail area populated

with diverse international brands.

Ensuring a seamless integration of

this one-of-a-kind development has

been achieved through an expertly

designed infrastructure system, ac-

centuated by a 6-lane highway that will

increase the flow of traffic to this iconic

destination.

With its strategic positioning, the

mega complex is ideally equipped to

meet the retail and entertainment

needs of not only Qatar, but also

Bahrain and the neighbouring GCC

countries.

The project is owned and developed

by Bawabat Al-Shamal, the parent

company which is supplying the land

to construct. It comprises four primary

shareholders including Al-Futtaim Real

Estate Services, QIB, Aqar Real Estate

Investment Company and a private

company. This project is a result of the

partners’ recognition that Qatar has a

rapidly expanding population, strong

diversified financial standing and that

its local citizens possess a high level of

disposable income.

QCB allows mobile money transfersQCB permitted telecom network oper-

ators, namely, Qatar Telecom (Qtel) and

Vodafone Qatar to add mobile money

transfer and payment services in direct

collaboration with banks and exchange

houses licensed by QCB.

The mobile payment feature was

made available and can be used to pay

for services provided by public institu-

tions, companies and other enterprises.

The service will also enable consumers

to transfer funds through their telecom

operator locally, as well as abroad, in ac-

cordance with the stipulated limits

Total customer deposits for the Qatari

banking sector reached


2011-2012


“By adopting DvP, QE puts itself in line with international best practices related to settlement cycles," says Andre Went, CEo, QE.

The Qatari market ‘looks like a quality play’ among frontier markets and

its local stock market has proved relatively well insulated from global

jitters says experts in the financial sector.

And valuations look reasonable on an estimated 2012 p/e of eight.

A culture of dividend-paying has taken root, and the dividend yield

is expected to reach 5.4 percent next year. Corporate governance, meanwhile, is

decent if not quite up to Western standards. All in all, Qatar looks the best bet for

adventurous investors interested in the Middle East or North Africa. Qatar can play

it through the London-listed Qatar Investment Fund (QIF), which is currently on a

discount to net asset value of 16 percent.

The last week of october saw Qatar’s bourse top its Gulf peers. The Qatar Ex-

change (QE) was the best performer in the Gulf region that week, helped by sus-

tained buying support from domestic institutions. And 69 percent of its stocks

extended gains to investors during the week that saw the Eurozone come out with

a deal to help contain its sovereign debt contagion.

This year, the Qatari government announced salary increases of 60 percent

for government sector employees, up to 120 percent for defence personnel and

increases in pensions for retiring civil servants. Approximately 60 percent of em-

ployed Qataris are working for the government and this comes as a positive for the

financial sector and retail banking names such as Doha Bank. The financial sector is

already poised to benefit from the lending to upcoming government infrastructure

projects such as the QR131 billion ($36 billion) Qatar rail network. Qatar Railways

is set to award the first construction contract in July 2012 and this will also prove

beneficial to companies in the materials sector such as Industries Qatar.

Real estate and consumer sector names are also set to benefit from the salary

increases that have been announced along with the stock market as some of this

excess liquidity will likely result in higher volumes on the Qatar exchange.

The Qatar exchange announced new changes to the QE Index to be implement-

PoSitive bourSe PerFormanceS

QATAR ExCHANGE


2011-2012

economy

ed from october 2, 2011. The weight of

Qatar National Bank has been capped

at 15 percent while Industries Qatar will

see its weight increased to 11 percent.

Qatar National Cement will be excluded

from the index to be replaced by Salam

International Investment Co. with an in-

dex weighting of 0.63 percent.

QE adopts DVP Qatar Exchange (QE) (on May 16, 2011)

announced that it has completed the

launch of the full Delivery vs Payment

DvP* mechanism, the first phase of

which went live on April 11, 2011. This

is a major milestone for QE as they

were the first exchange in the region

to have implemented a full DvP system.

This development is part of the overall

strategy of QE to further enhance the

market and liquidity in Qatar. In addition

to DvP, QE will soon introduce govern-

ment bonds and sukuks and further

down the road, exchange-traded funds

(etfs) and derivative. These are but a

few of the developments that QE has

under its sleeve.

The DvP is also one of the major

requirements for QE to qualify as an

emerging market for MSCI, says Andre

Went, CEo, QE. Went, along with his

team, aims to transform QE into a suc-

cessful international marketplace. The

transformation process started after the

revolutionary deal in June 2009, when

Qatar Exchange entered into a strategic

partnership with NySE Euronext.

“By adopting DvP, QE puts itself in

line with international best practices

related to settlement cycles. The imple-

mentation will strengthen the confi-

dence of international investors that

Qatar is a safe and efficient market to

invest in. It is also a major pre-requisite

prior to the launch of other very impor-

tant business development initiatives in

the new products and post-trade areas.

In addition to that, the DvP is a major

requirement of MSCI for qualification as

an emerging market,” he says.

Under current rules, the Qatar Cen-

tral Bank carries out all cash settlement

services between local brokerage firms

and QE, for trades executed through

the electronic trading systems.

The new regime will give custodians

the ability to confirm or reject trades for

settlement, whereby cash and securi-

ties settlement obligations for rejected

trades will remain with the broker for

settlement. This ensures that custodi-

ans can have full control of securities

thus making it optional to operate dual

accounts.

However, investors will still have the

option to continue using dual accounts

if they wish. It was identified during

consultations with the customers that

some would like to keep dual accounts

since it helps towards the safekeeping

of their assets.

Qatar is being reviewed by index pro-

vider MSCI for a potential upgrade from

‘frontier market’ status to ‘emerging

market’. The main challenges to the re-

vised status highlighted by MSCI during

the 2010 review included lack of true

DvP, mandatory use of custody and

trading accounts and stringent foreign

ownership limits.

“These changes to Qatar Exchange’s

clearing and settlement process will en-

hance Qatar’s financial services industry

and help Qatar Exchange better serve

investors and attract more participants

when achieving the ultimate goal of

upgrading the classification of Qatar to

emerging market status in MSCI Index,”

Nasser Al Shaibi, CEo of regulator Qatar

Financial Markets Authority said.

The equity market reforms will con-

tinue during 2011 to enhance liquidity

in the market. Some of the topics being

considered are direct market access

through sponsored access, securities

lending and borrowing, margin trading

and covered short selling.

QE has been working on its strategy

to enhance the market infrastructure

over the last year.

Qatar connected to Global Trading NetworkQatar Exchange (QE), Qtel and NySE

Euronext (Nyx) have concluded a ma-

jor partnership agreement to enable

the extension of the Secure Financial

Transaction Infrastructure (SFTI) net-

work platform to Qatar, connecting

financial participants in the US and Eu-

THE ADDITIoN oF DoHA AS A NEW SFTI

DESTINATIoN CoMPLETES ANoTHER STEP IN THE

STRATEGIC PLAN To TRANSFoRM QATAR INTo A CENTRE FoR

INTERNATIoNAL FINANCE IN THE MIDDLE EAST.

2011-2012


rope to the Qatar markets.

The pioneering solution will see Qtel

providing global connectivity, a com-

plete disaster recovery solution, and

premium network services to support

the extension of SFTI to Qatar.

By connecting QE and its market par-

ticipants to SFTI, the important emerg-

ing marketplace of Qatar will join the

global trading community and liquidity

pools already connected to this high

performance financial network.

An unprecedented community of

major US and European financial insti-

tutions including brokers, investment

banks and investors are already con-

nected to SFTI via access centres in

Europe, Asia and the US, enabling them

to quickly and easily access trading

markets or offer their own value-added

services.

The addition of Doha as a new SFTI

destination completes another step in

the strategic plan to transform Qatar

into a centre for international finance in

the Middle East.

The comprehensive solution provid-

ed by Qtel ensures that the SFTI exten-

sion is supported by the highest levels

of connectivity, reliability and security.

Went, said, “The implementation is

another important step towards our

long-term goal of establishing Qatar

Exchange as a tier-one equity market.

The stability and security provided by

our world-class network solution will

enable the introduction of SFTI in 2011,

demonstrating the benefits of the stra-

tegic partnership between Qatar Hold-

ing and NySE Euronext.”

Khalid Abdulla Al Mansouri, Executive

Director, Business Solutions, Qtel, said,

“With the advanced technology solution

provided by Qtel, Qatar Exchange will

benefit from a robust world-class con-

nectivity with NySE Euronext’s global

network, ensuring that Qatar increases

its international profile by providing sig-

nificant benefits for investors.”

Stanley young, CEo, NySE Technolo-

gies said, “We are delighted to add the

Qatar Exchange as a trading destination

on our SFTI platform. Not only does the

network extension give us a strategic

presence in an important region, but

further develops our strategy to facili-

tate cross-region trading and bring fi-

nancial communities together. This ex-

tension is underpinned by world-class

international connections delivering

the level of reliability that the financial

community requires in 2011.”

Following the successful migration

of QE and its market participants to

NySE Euronex’s state-of-the art Univer-

sal Trading Platform in early September,

2010, connecting to the global SFTI

network is the next step in the overall

QE development roadmap. The SFTI

network was first developed in 2002 in

the US, and was subsequently extend-

ed to Europe in 2008 and Asia in 2010.

The market solutions provided by NySE

Technologies will help QE to extend its

international membership reach and

launch new products, and underline

the value of the partnership between

NySE Euronext and Qatar Holdings to

develop the leading market place in

the region.

QE Cyprus bourse in MoUQE and the Cyprus Stock Exchange

(CSE) signed a memorandum of under-

standing (MoU) which has formalised

cooperation between the two markets.

The MoU will help establish and

implement a procedure of mutual co-

operation and agreement between the

two Exchanges, primarily for facilitating

the execution of functions assigned to

them, the exchange of information, the

proper dissemination of information

and the promotion of the integrity of

the markets. It provides a framework of

cooperation for an improved channel

of communication between the two ex-

changes, increasing mutual recognition

and the exchange of legal and technical

information.

The MoU clearly fits in a range of

agreements that have been signed be-

tween the State of Qatar and the repub-

lic of Cyprus and it signals the willing-

ness of the two countries to cooperate

and develop this relation further

wOrld-class InternatIOnal exchanGe platfOrmThe primary aim of Qatar Exchange is to support Qatar’s economy by giving investors a platform through which they can trade fairly and efficiently. The Exchange is part of a comprehensive national strategy that aims to estab-lish Qatar as a world-class international market and reinforce the Country’s position as a regional financial centre by introducing new trading products, technology and international investors and issuers to Doha.

Its mission is to: Develop a successful regional and international exchange with strong domestic roots.

Help develop Qatar into the region’s primary financial centre. Offer a diversified range of investment and trading opportunities for in-vestors and members.

Provide domestic and international investors with access to listed com-panies from Qatar and abroad.

Be an important domestic and regional capital market for issuers to raise capital and for investors to trade securities and derivative prod-ucts.

Be a challenging and rewarding place to work. FoLLoWING THE SUCCESSFUL MIGRATIoN oF QE AND ITS MARKET PARTICIPANTS To NySE EURoNEx’S STATE-oF-THE ART UNIVERSAL TRADING PLATFoRM IN EARLy SEPTEMBER, 2010, CoNNECTING To THE GLoBAL SFTI NETWoRK IS THE NExT STEP IN THE oVERALL QE DEVELoPMENT RoADMAP.


2011-2012

economy

QFC offers local and foreign firms a legal system based on English common law, one of the region’s most robust regulatory regimes along with one of the most business-friendly tax environments in the world.

The Qatar Financial Centre (QFC) made good progress in 2011. Estab-

lished by the Government of Qatar in 2005 with a mandate to support

the development of a world-class financial services sector in the State

of Qatar, QFC has a growing reputation as an international financial

centre. This year has seen important enhancements to the regulatory

regime, the launch of a major new research initiative - the Reinsurance Barometer

– and growing awareness among financial sector firms of the QFC’s strategy and

what Qatar offers them in the region and globally.

In 2011, QFC has continued to build on the foundations laid over the last six

years. The QFC environment is designed to help local, regional and international

financial sector firms realising their potential by using the QFC as a platform to

capitalise on the regional opportunities. Whilst continuing to welcome all types

of financial services firms, in 2010, the QFC Authority – the QFC’s commercial

arm – honed its strategy to focus on hubs in reinsurance, captive insurance and

asset management.

The evolution of the regulatory system continued during 2011. The QFC Regu-

latory Authority (QFCRA) – the QFC’s regulatory arm, has introduced The Captive

Insurance Business Rules (CAPI) 2011 and Insurance Mediation Business Rules

(IMEB) 2011 in July for captive insurers, captive managers and insurance intermedi-

aries to encourage Qatar’s development as a regional centre for captive insurance.

Readjust and reclassifyA dedicated rulebook for captive insurance management and insurance mediation

aims to re-classify activities conducted by insurance intermediaries and captive

managers along lines that more clearly differentiate these activities by their risk

profile.

Providing world-claSS Financial ServiceS

QATAR FINANCIAL CENTER:

2011-2012


Enhancements were also made to

the process for approving individuals to

conduct business in the QFC environ-

ment, reducing application and annual

fees to advance the captive insurance

hub strategy. Foreign captive insurers

can now move their domicile to Qatar,

upon meeting certain requirements.

Broad consultation has been under

taken with global captive insurance

managers to ensure that the new

framework meets international stan-

dards and provides a strong founda-

tion for the successful development

of a captive and reinsurance market

in Qatar. The implementation of the

new rules comes at a time when many

companies from Qatar and the region

are increasingly focusing on more ef-

fective and efficient risk management

and exploring how to use captives as a

risk management mechanism to better

control risks and insurance costs.

Reinsurance Barometer projectThe launch of the Reinsurance Barom-

eter underlined the QFC’s commitment

to serving the reinsurance industry by

helping to deepen understanding of

the business as well as providing a high-

ly attractive place for firms to operate in.

The Barometer is a major research proj-

ect based on extensive interviews with

industry professionals and is published

twice a year. It is the only regular report

monitoring reinsurance trends in the

region.

Regional hub for asset managementMore work has also gone into pro-

moting Qatar as a regional hub for as-

set management. At the beginning

of 2011 new QFCRA rules governing

QFC’s Collective Investment Schemes

regime (CoLL) & the Private Placement

Schemes (PRIV) came into force. The

revised rules follow international best

practice and aim to accelerate the de-

velopment of the retail and institutional

asset management industry in the

country. They allow authorised firms,

for example, to operate foreign funds

and for funds to be sold to domestic

retail customers.

In June 2011 the QFCRA announced

the successful implementation of its

e-submission platform, which requires

authorised firms at the QFC to submit

their regulatory filings electronically,

significantly improving the efficiency of

the QFC’s regulatory controls and data

collection, and eliminating a significant

administrative burden on QFC licensed

firms.

Low tax regimeLast year, the QFC Authority also in-

troduced a highly attractive low tax re-

gime. The salient features of the regime

include: 10 percent corporation tax on

locally sourced profits, self-assessment

regime and an advance transaction rul-

ing scheme, tax incentives for the re-

insurance, captive insurance and asset

management industries;, zero personal

income tax; no restrictions on dealing in

any currency; and access to an exten-

sive network of double taxation treaties

negotiated with other countries.

The new 10 percent corporation tax

compares very favourably with many

other financial centres which often

have higher rates of tax or other charg-

es (or fees) and taxes on turnover rather

than profits, with the result that Qatar

now offers one of the friendliest tax re-

gimes in the world. overall, the regime

offers clarity of law along with ease and

transparency of administration, while

ensuring that firms operate in a well-

recognised tax efficient environment.

Vital agreementsSeveral significant Memoranda of Un-

derstanding (MoUs) have also been

signed by the QFC Authority and QFCRA

this year with their overseas counter-

parts in China, India, Japan and Turkey.

In August, the QFCRA and the Bank-

ing Regulation & Supervision Agency

of Turkey signed an MoU to promote

stronger cross-border regulatory over-

sight and supervisory information shar-

ing. In the same month the QFCRA and

the Reserve Bank of India signed an

MoU to promote greater co-operation

and supervisory information sharing.

Then in September the QFC Authority

signed an MoU with Pudong New Area

Financial Services Bureau to foster,

pursue and develop their common in-

terests to benefit both financial centres

as well as the financial and business

communities of the State of Qatar and

Shanghai Pudong.

More recently in october, the QFCRA

signed a Letter of Exchange with the

Japan Financial Services Agency (JFSA),

which will be a strong foundation for fu-

ture collaboration between the QFCRA

and the JFSA.

These agreements were evidence of

Qatar’s increased standing as an inter-

national financial centre.

Growing financial centreSeveral rankings and awards have also

signalled the progress Qatar has made.

The World Economic Forum Competi-

tiveness Report ranked Qatar as the

world’s 14th most business-friendly

country in 2011-12, up three places

from 2010 and the highest ranking in

the MENA region.

In addition, Qatar has won the award

for the Best Financial Centre in the Mid-

dle East from Global Investor, and was

placed thirtieth in the world and the

highest in the Middle East in the Global

Financial Centre Index drawn up by the

Z/yen Group, an international business

consulting company.

The advances made in 2011 are

symptomatic of Qatar’s growth as a fi-

nancial centre. As we go into 2012, the

QFC’s strategy of focusing on the three

hubs of asset management, reinsur-

ance and captive insurance is paying

dividends in expanding business and

a growing reputation globally as well

as regionally.

By shashank srIvastavaACTING CEo AND CHIEF STRATEGIC DEVELoPMENT oFFICER, QFCA


2011-2012

economy

This year, Qatar Petroleum and Shell announced the first flow of dedicated offshore gas into the Pearl GTL plant located in Ras Laffan Industrial City.

With the 2022 FIFA World Cup coming to Qatar, an unprecedent-

ed wave of investment in Qatar’s social and industrial infrastruc-

ture is bound to take place. This will encompass all sectors of

Qatar’s economy and is expected to involve about $100 billion

in the period 2011-15 alone.

We look at state-owned businesses and how they progress towards making this

massive growth a success.

Qatar IndustriesIndustries Qatar (IQ) QSC is one of Qatar’s most dynamic and progressive compa-

nies – employing over 3,000 people and with offices all over the world, IQ is also

one of Qatar’s biggest companies. IQ’s operations range from the metal industry

to petrochemicals, and its products are sold in markets as diverse as Australia, India

and the United States of America. The group operates a number of world-class

production facilities in Qatar and the United Arab Emirates.

This year’s first half results indicate that revenue has significantly increased, by

46.8 percent, to QR8.2 billion compared to QR5.6 billion in H1 2010. Net profit and

EPS for the current period were at par with those of last year, at QR4.2 billion and

QR7.58 respectively.

The companies under IQ are: QAPCo, QAFCo, Qatar Steel, QAFAC and Fereej.

QAPCo was established with the aim of utilising the associated and non-associated

ethane gas from petroleum production. QAPCo is one of the leading producers of

ethylene and variable-grade low-density polyethylene (LDPE) in the Middle East,

with sulphur being its by-product. The LDPE is marketed in over 75 countries, with

the main markets being the Middle East, Far East, Africa and the Indian subcontinent.

A substantial part of the ethylene produced is used in the LDPE production process,

with the remainder being supplied to QAPCo’s associate, QVC, to meet its feed require-

ments. In 2009, QAPCo commenced production of linear low-density polyethylene

(LLDPE).

QAFCo was founded in 1969 as a joint venture between the Government of Qa-

tar and a number of foreign shareholders. The country’s first large-scale venture in

the petrochemical sector, QAFCo was established with a view to diversifying the

economy and utilising the nation’s enormous gas reserve. After successfully imple-

menting several expansion projects over the past three decades, the Company has

at a glanceQ CoMPANIES

2011-2012


evolved into a world-class fertiliser pro-

ducer. QAFCo is now owned 75 percent

by Industries Qatar (IQ) and 25 percent

by yara Netherland.

With a sizeable annual production

capacity of two million metric tons (MT)

of ammonia and three million MT of

urea from four ammonia and four urea

plants, QAFCo is now the world’s largest

single-site producer of urea. The QAF-

Co-5 expansion project, will raise QAF-

Co’s annual production capacity to 3.8

million MT of ammonia and 4.3 million

MT of urea, and will make QAFCo the

world’s largest single-site producer of

both ammonia and urea. The QAFCo-6

project, which is expected to be taken

over by QAFCo in 2012, will increase

the Company’s annual production ca-

pacity of urea to 5.6 million MT. Conse-

quently the project will strengthen the

Company’s position as a key player in

the global fertiliser market.

Currently, QAFCo exports ammo-

nia and urea to more than 35 nations

across the globe, with its primary mar-

kets being the countries of Southeast

Asia, North America, Australasia and

Southern Africa.

Recently, QAFCo signed a urea

agreement with Coromandel Interna-

tional Limited, the largest phosphatic

fertiliser manufacturer in the private

sector in India. This agreement is a

milestone, since QAFCo has become

the first company to have a direct con-

tract with Indian end-user, Coroman-

del, who have been given permission

for direct urea imports. A QAFCo offi-

cial expressed optimism that a future

policy of decanalisation will allow more

private Indian companies to import di-

rectly. This contract is a step forward in

QAFCo’s marketing strategy, as soon

QAFCo will be the largest producer of

ammonia and urea upon completion of

QAFCo-5 this year (2011) and QAFCo-6

by next year (2012).

Qatar Steel QSC (QS) was the first

integrated steel-producing company

in the GCC region and is Qatar’s sole

steel producer. originally incorporated

in 1974 as a joint venture between the

State of Qatar, Kobe Steel and Tokyo

Boeki, QS was subsequently wholly-

acquired by IQ in 2003. QS is engaged

in the manufacture and sale of steel

bars, billets and reinforcing bars, which

are sold primarily in the local and GCC

markets.

Incorporated in 1991 as a joint

venture, Qatar Fuel Additives Com-

pany Limited QSC (QAFAC) is currently

owned by IQ (50 percent), oPIC Middle

East Corporation (20 percent), Interna-

tional octane Limited (15 percent) and

LCy Middle East Corporation (15 per-

cent). The company was established as

part of Qatar’s strategic plan to diversify

its petrochemical base and expand its

downstream industries. It is recognised

as a producer and exporter of high-

quality methanol and methyl-tertiary-

butyl-ether (MTBE). The primary mar-

kets for the company are the Far East,

Europe and the Gulf region.

Fereej Real Estate Company QSC

(Fereej), a Qatari Shareholding Compa-

ny incorporated in the State of Qatar in

July 2008, is a joint venture between IQ

(34 percent), Al Koot Insurance and Re-

insurance Company QSC (33 percent),

and by Qatar Real Estate Investment

Company QSC (33 percent).

Mawashi: Qatar Company for Meat and Livestock TradingThe company was founded with the

aim of meeting Qatar’s market needs

in meat and livestock. The company

transports livestock, fodder and meat

products to facilitate trade; manages

the automatic and national slaugh-

terhouses; and uses the latest tech-

h1 2011

financial position results of Operation

H1 2011Change v yE

2010H1 2011

Change v H1 2010

Total Assets (in QRm)

33,180 +1,272Revenue(In QRm)

8,165 +2,604

Growth % +4.0% Growth % +46.8%

Cash & Short Term Deposits(in QRm)

4,338 -953Gross Profit

(In QRm)4,503 +1,756

Growth % -18.0% Margin % 55.1%

Shareholders' Equity (in QRm)

23,063 +1,399Net Profit(In QRm)

4,171 +1,537

Growth % +6.5% Margin % 51.1%

Qatar Industries h1 financial results summary

QAFCo SIGNED A UREA AGREEMENT WITH CoRoMANDEL INTERNATIoNAL LIMITED, THE LARGEST PHoSPHATIC FERTILISER MANUFACTURER IN THE PRIVATE SECToR IN INDIA. THIS AGREEMENT IS A MILESToNE, SINCE QAFCo HAS BECoME THE FIRST CoMPANy To HAVE A DIRECT CoNTRACT WITH INDIAN END-USER.


2011-2012

economy

nology in processing its products ac-

cording to international standards and

specifications.

Mawashi is implementing the sec-

ond phase of its investment project

in Sudan, by establishing a project for

producing green and dry fodder and

vegetables, on an area of 42 million sq

m in Khartoum district, Sudan. The sec-

ond phase of the project plan was an-

nounced in September 2011.

The project is part of an integrated

system of interrelated investments that

will be announced later, where this farm

will produce alfalfa, sorghum and veg-

etables, which will cover the needs of

the Qatari market and Mawashi for its

cattle feed, which consumes about 15

thousand tons per year.

The surplus will be exported to

neighbouring countries, following a re-

cent significant increase in feed prices.

With low supply of such quality, which is

one of the most desired kinds among

livestock breeders, this project will bring

good profits.

This year Mawashi also signed a

Memorandum of Understanding (MoU)

with the Arab organisation for Agricul-

tural Development on cooperation to

develop the company’s branch project

in Sudan to be the nucleus of a joint

Arab action to achieve food security.

The MoU aims at cooperation in the ar-

eas of technical consulting and feasibil-

ity studies, financial and rehabilitation,

training and capacity-building in prepa-

ration for the projects establishment.

Qatar Electricity and Water Company (QECW)The company is a public shareholding

company that was founded in 1990 in

accordance with the provisions of the

Commercial Companies Law, for the

purpose of acquiring and managing

power generation and water desalina-

tion stations and selling their products,

with a paid-up capital of 100 million

shares of QR10 each. Approximately 43

percent of the shares of the company

are owned by the Government of Qatar

and the remaining 57 percent are held

by institutions and private individuals.

The Board of Directors of the com-

pany is composed of eleven board

members under the chairman-

ship of HE Abdullah bin Hamad Al-

Attiyah, Deputy Prime Minister and

Chairman of the Emiri Diwan, and

executive management of the com-

pany is headed by General Manager,

Fahad H Al-Mohannadi.

QECW exported 200 MW of surplus

electricity to GCC states in 2011. The

company raised the production capac-

ity of electricity until the end of June

2011 to about 8,000 MW, a substantial

increase from 2010.

Also, QECW succeeded in meeting an

increased demand for electricity, which

amounted to 5,290 MW in June 2011,

an increase of 4.6 percent compared to

June 2010. Also, the production capac-

ity for water reached 34.7 million cubic

metres, a significant increase of 11.2

percent over the same period in 2010.

This year, the nation also commis-

sioned the new Ras Girtas Energy Plant,

the largest of its kind in the country. Lo-

cated at Ras Laffan Industrial City, once

fully operational the plant will produce

2,730 MW of electricity and 63 million

gallons of desalinated water, having

cost in the region of $4 billion to build.

The development is subject to a 25-

year contract with Qatar General Elec-

tricity and Water Corporation (QECW),

the terms of which will see Ras Girtas

supplying all of its production capacity

to the offtaker, which will then be used

for the local network or as part of the

GCC Interconnection Grid.

Sixty percent of the plant is Qatari-

owned, divided between QECW (45

percent) and Qatar Petroleum (15 per-

cent), and there are currently no plans

to acquire non-Qatari shares.

The company works towards the

“QECW Strategy” – sustainable human

development and the Qatarisation of

jobs in the organisation with the high-

est efficiency and quality.

Qatar has spent more than $10 bil-

lion on power generation and water

desalination in the past decade, and

the country is expected to invest more

THIS yEAR, THE NATIoN ALSo CoMMISSIoNED THE

NEW RAS GIRTAS ENERGy PLANT, THE LARGEST oF

ITS KIND IN THE CoUNTRy. LoCATED AT RAS LAFFAN

INDUSTRIAL CITy, oNCE FULLy oPERATIoNAL THE

PLANT WILL PRoDUCE 2,730 MW oF ELECTRICITy

AND 63 MILLIoN GALLoNS oF DESALINATED WATER.

The Emir, HH Sheikh Hamad bin Khalifa Al-Thani along with other officials at the opening of the 2,730 MW Ras Girtas power plant

2011-2012


than $20 billion in the two fields during

the next decade.

More than half a trillion dollars will

be needed to meet the power require-

ments of the Middle East in the coming

years. Therefore it is imperative that the

company looks into sustainable power

that will reduce the carbon footprint of

power generation.

Managing Director of QECW, Essa Hi-

lal Al Kuwari said that Qatar was focus-

ing on infrastructure in the power sec-

tor to meet the National Vision 2030.

Qatar Electricity & Water Company

(QEWC) has also announced it will sign

a MoU with Syrian-Qatari Holding Com-

pany to set up two power plants with

capacity of 450 MW each in Syria.

WoQoD: Qatar Fuel CompanyQatar Fuel, also known as WoQoD, is re-

sponsible for the distribution of all fuels

within Qatar. This includes diesel, gaso-

line and aviation fuel through a fleet of

more than 150 road tankers. The com-

pany trades in ship-to-ship bunkering,

bitumen importation and distribution,

lubricants and modern service stations.

WoQoD also distributes LPG in Qatar.

The company is rated as one of Qa-

tar’s top ten companies, being profit-

able since establishment and the first

Qatari company to pay a dividend in its

first financial year.

WoQoD’s strategy is to be the best

downstream energy company in the

region as measured in terms of cus-

tomer and employee satisfaction and

shareholder earnings. To achieve this

there are clear business plans together

with the ambition to invest in and de-

velop Qatari nationals to at least be 50

percent of company headcount.

Recently, WoQoD awarded five con-

tracts pertaining to new fuel stations

and technical inspection centres in dif-

ferent places in Qatar. The contracts

were signed with local companies to

build three new fuel stations at Buf-

seilah, Rawdat Al Hamama and Muaith-

er, and technical inspection centres at

Wadi Al Banat and Mesaimeer, at a total

cost of QR100 million.

WoQoD said that it would award

more contracts to set up fuel sta-

tions across Qatar in coordination

with the Ministry of Municipal Affairs

and the other governmental agencies

concerned.

The requirements of the population

in various places in the country in view

of Qatar hosting the World Cup 2022

will also be taken into account when

considering new stations.

The company said earlier that it

planned to inaugurate four new service

stations in Al Daayen, Shamal Al Jamia,

Al Shahaniya and Rawdat Rashid in the

first quarter of 2011.

Higher revenues and better general

cost management helped WoQoD to

report a 23 percent jump in its 2010

net profit to QR1.07 billion. Revenue

jumped 24 percent to QR7.66 billion,

but cost of sales also grew by a similar

proportion to QR6.04 billion, leading

to a 27 percent jump in gross profit to

QR1.62 billion, according to its finan-

cial statement filed with the Qatar Ex-

change.

The company’s total assets were val-

ued at QR6.15 billion, comprising cur-

rent assets of QR4.41bn and non-cur-

rent assets of QR1.74 billion in 2010.

Nakilat: Qatar Gas Transport Company Ltd.Nakilat made significant progress in

2010 in its LNG shipping portfolio with

the delivery of its final four vessels into

the LNG fleet. The combined fleet of

54 state-of-the-art marine carriers rep-

resents a total investment of approxi-

mately $11 billion and the distinction of

being the world’s undisputed leader in

LNG shipping capacity.

With Nakilat’s LNG fleet now fully

operational, the company fields a fleet

unmatched in design configuration,

engineering and new technology that

together provide maximum delivery

volumes, enhanced manoeuvrabil-

ity, safety and cost effectiveness. While

the vessels were originally designed to

the highest industry standards, Nakilat

continues to explore opportunities to

further enhance vessel reliability by

closely monitoring new developments

in marine technology.

Nakilat’s fleet also includes four Very

Large Gas Carriers in a joint venture

agreement with Qatar Shipping Com-

pany (Q-Ship). These ships are utilised

for the transport of LPG cargoes and,

together with the LNG Fleet, will pro-

vide Nakilat, its partners and the cus-

tomers with many years of outstanding

performance.

This year Nakilat-Keppel offshore &

Marine Ltd. (N-KoM) completed special

survey works on the liquefied natural

gas (LNG) carrier Simaisma, safely and

on-time. This was the first LNG carrier

to be dry-docked in Qatar, and the first

vessel to be dry-docked at the newly

opened Erhama Bin Jaber Al Jalahma

Shipyard, N-KoM drydocks, a world-

class shipyard facility in the Port of

Ras Laffan. This historic event marked

a new phase for the RasGas fleet and

RasGas drive to ensure the security and

reliability of LNG supply.

Last year, Nakilat and Qatargas had

announced the delivery of the newest

Q-Max LNG Carrier, Rasheeda, to the

Nakilat fleet. Rasheeda is one of the

largest and most advanced among the

Nakilat fleet. The addition of this ship to

Nakilat’s LNG fleet marks the comple-

tion of a very aggressive and successful

construction programme comprising

25 Q-Max and Q-Flex vessels.

The vessel will be used by Qatargas

on a long-term charter basis to ship

LNG globally. The Q-Max has 80 per-

cent more capacity than conventional

LNG carriers, with the further benefit

of being able to operate with 40 per-

cent lower energy requirements due to

economies of scale and the efficiency

of its engines.

HIGHER REVENUES AND BETTER GENERAL CoST MANAGEMENT HELPED WoQoD To REPoRT A 23 PERCENT JUMP IN ITS 2010 NET PRoFIT To QR1.07 BILLIoN.


2011-2012

economy

Qatar Industrial Manufac-turing CompanyQatar Industrial Manufacturing Com-

pany (QIMC) was established in 1990

with 20:80 percent government-private

equity interests respectively. The estab-

lishment of QIMC was in fact a clear

manifestation the attention given by

Qatar to the issue of the private sector’s

participation in the process of econom-

ic development of the country through

investing in small- and medium-scale

industries.

QIMC started business in May 1990

only to become within a short period

of time one of the pioneering compa-

nies in the field of small- and medium-

scale industries in Qatar. Far from being

confined to the State of Qatar, QIMC’s

activities extended to other GCC coun-

tries such as Saudi Arabia, Bahrain and

oman.

Currently, QIMC has equity interest

in 13 operational projects in various

industrial sectors including chemicals,

petrochemicals, construction materi-

als and food processing. QIMC is also

currently investigating the economic

feasibility of a number of other projects

in collaboration with local and foreign

interested parties.

The year 2011 has also witnessed

very important achievements related

to the implementation of new projects

and the expansion of existing ones.

The first of these achievements was

the completion of civil works for Qatar

Aluminium Extrusion Company, the

start of the plant equipment erection

and the project being commissioned in

May 2011 with a production capacity of

8,000 tonnes per year.

The second achievement was the

start-up of KLJ organic-Qatar for the

production of chlorinated paraffin wax

and caustic soda, which is expected to

be commissioned by the first quarter

of 2013.

Furthermore, Qatar Acids Company

signed an agreement for the increase

of its sulfuric acids production capacity

from 10,000 to 43,000 tonnes per year,

and Amiantit Qatar Pipe Company in-

creased its Fiberglass Pipes production

capacity from 15,000 to 17,000 tonnes

per year.

Qatar National Cement CompanyQatar National Cement Co. is a major

producer of ordinary Portland cement,

the sulphate-resistant cement, hydrat-

ed lime, calcined lime and washed sand

in Qatar.

The manufacturing units of the

company are situated at Umm Baab,

close to rich raw material deposits, 82

km away from Doha on the western

coast of Qatar, and Al-Boaadiat for the

washed sand.

The company was established in

1965, and the commercial production

from the line erected was commis-

sioned with a capacity of 100,000 tpa

in 1969. With growing cement demand

in the State of Qatar, another produc-

tion line of 100,000 tpa capacity was

installed in 1974.

However, as cement demand was

still rising, a third kiln of 100,000 tpa

capacity based on the same technol-

ogy was erected in 1976. The company

proceeded with a calcined lime plant of

100 tpd in the year 1978 consisting of

a rotary kiln with planetary cooler and

other supporting facilities.

A hydrated lime plant was added to

existing facility in 1985 with a capacity

of 240 tpd. A modern and separate ce-

ment plant of 2,000 tpd clinker produc-

tion was commissioned in 1998.

Qatar PetroleumQatar Petroleum (QP), a state-owned

corporation established in 1974, is re-

sponsible for all phases of the oil and

gas industry in Qatar.

The principal activities of Qatar Pe-

troleum and its subsidiaries and joint

ventures cover exploration, drilling and

production operations, transport, stor-

age, marketing and sale of crude oil,

natural gas liquids, liquefied natural gas,

gas-to-liquids, refined products, petro-

chemicals and fertilisers, and helicopter

and financial services.

Qatar Petroleum’s strategy of con-

ducting hydrocarbon exploration and

new projects is through Exploration

and Production Sharing Agreements

(EPSA) and Development and Produc-

tion Sharing Agreements (DPSA) con-

cluded with major international oil and

gas companies.

This year, Qatar Petroleum and Shell

announced the first flow of dedicated

offshore gas into the Pearl GTL plant

located in Ras Laffan Industrial City.

Shell, which is the operator of the Pearl

GTL plant developed under a Produc-

tion Sharing Agreement with QP, has

opened natural gas wells offshore al-

lowing the first sour gas to flow through

a subsea pipeline into the giant GTL

plant onshore.

Sections of the Pearl GTL plant will be

started up progressively over the com-

ing months. Pearl GTL is the largest en-

ergy project ever launched in the State

of Qatar, in terms of total investments.

Last year, Qatar Petroleum and Exx-

onMobil Chemical Qatar Limited, a

subsidiary of ExxonMobil Corporation,

announced they had signed an agree-

ment to progress the development of a

world-scale petrochemical complex in

Ras Laffan Industrial City.

The proposed complex would in-

clude a 1.6 MTA steam cracker, two 650

KTA gas phase polyethylene plants, and

a 700 KTA ethylene glycol plant. The

project will employ ExxonMobil’s propri-

etary steam cracking furnace, polyeth-

ylene process and specialty polyethyl-

ene product technologies.

Qatar Petroleum and ExxonMobil are

currently working together to diver-

sify the use of Qatar’s North Field gas

including the expansion of facilities to

deliver liquefied natural gas resources

to targeted markets, and the supply of

pipeline gas to domestic customers

QATAR PETRoLEUM AND ExxoNMoBIL

ARE CURRENTLy WoRKING ToGETHER

To DIVERSIFy THE USE oF QATAR’S NoRTH

FIELD GAS INCLUDING THE ExPANSIoN oF

FACILITIES To DELIVER LIQUEFIED NATURAL GAS RESoURCES To

TARGETED MARKETS, AND THE SUPPLy oF PIPELINE

GAS To DoMESTIC CUSToMERS.

56 DEvELOPing SmArT POWEr griDS58 SPEArHEADing TrAnSFOrmATiOn62 inTrODuCing THE rAiLWAyS64 SOAring invESTmEnTS in inFrASTruCTurE72 AirLinE inDuSTry uPBEAT

InfRastRuctuRE

qatar and the world social development tourism, retail & sportsprivate sector & diversificationoverview economy ict

2011-2012

infrastructure

KAHRAMAA

“Kahramaa is developing a Smart Power Grid. This will be based on intelligent solutions in power transmission and distribution networks, with integration of control using computerised network and telecommunication systems,” Eng Essa bin Hilal Al Kuwari, President, Kahramaa.

To meet the high reliability on power and water in the future, Kahra-

maa is developing intelligent solutions from network management

to distribution.

Demand for water and electricity in the country has more than

doubled since 1998 raising concerns with regards to planning and

development of the water and electricity grids.

“Considering the future smart homes and smart towns, Kahramaa is develop-

ing a Smart Power Grid (SPG). This will be based on intelligent solution in power

transmission and distribution network, with integration of control using comput-

erised network and telecommunication systems,” said Eng Essa bin Hilal Al Kuwari,

President, Kahramaa.

“Moreover, in response to tomorrow’s requirement of power quality in Qatar,

Kahramaa is planning to introduce energy distribution system based on flexible,

reliable and intelligent electrical energy delivery systems. Also, it has already started

preparations for meeting future problems by not only recognising the problems

but also being a partner in the solution of tomorrow’s problems,” he said.

The number of electricity customers has increased by about 77 percent from

1998 to 2010, while the system maximum load increased nearly 350 percent dur-

ing the same period.

Meanwhile, water demand has more than doubled, increasing by 264 percent

from 1997 to 2010, while the number of customers nearly doubled from 1998 to

the beginning of 2010. “Kahramaa does its best to meet efficiently Qatar’s needs

for electricity and water through developing and upgrading the electricity and

water transmission and distribution networks. our projects are among the largest

package projects in the world,” he said.

Qatar's strategic projects to expand and upgrade its electricity network in phas-

es is a major example of the largest projects. Some10 phases have already been

planned, eight of them completed and two under implementation. Added to this,

develoPing Smart Power gridS

2011-2012

overview economy ict qatar and the world social development tourism, retail & sportsprivate sector & diversificationinfrastructure

Qatar is now capable of transmitting

750 megawatts to other GCC coun-

tries through the GCC Interconnection

Power Grid.

As for the Water sector, production

capacity of potable desalinated water in

Qatar is expected to increase by about

24 percent by next year. Also, water

pumping and storage stations are in-

creasing and the main water network

pipelines lengths is expected to double

by 2012, compared to the year 2000.

Kahramaa is also looking at new tech-

nologies in desalination and in building

the mega reservoirs to meet the nor-

mal needs and the emergencies as well,

apart from seeking the latest desalina-

tion technologies and finding solutions

to minimise water loss.

Encouraging local industriesKahramaa and Doha Cables, recently,

signed a Call-off contract worth QR1.6

billion for the supply of power cables.

HE Dr Mohammed bin Saleh Al

Sada, Minister of Energy and Industry

said that this contract comes in line of

encouraging national industry compa-

nies. Moreover, this company has suc-

ceeded in the production of high volt-

age cables with great durability which is

an achievement and a sign of progress

in power industry in Qatar.

This grand contract is meant to meet

Kahramaa's increasing need for power

cables due to the rapid urban boom

Qatar is currently witnessing. It comes

in line with Qatar National Vision 2030

to support the basic infrastructure proj-

ect for the achievement of the compre-

hensive and sustainable development.

As a strategic trend in all KAHRAMAA

projects materials, the HV power cables

supplied are environment friendly, en-

joy high quality and durability.

This contract comes within a series

of supply and Call-off agreements KAH-

RAMAA concluded with various com-

panies. Under Call-off contracts, the

supplying company stores materials at

its warehouse to be directly provided

to KAHRAMAA contractors within two

days of the supply order.

Awards and recognitionsKahramaa's Water GIS won a Special

Achievement in GIS (SAG) award from

ESRI (Environmental Systems Research

Institute) of Redlands (CA, USA) which

is world leader in GIS Technology. ESRI

monitors worldwide GIS development

information through authorized dis-

tributors.

Kahramaa President also received

Qatar Sustainability Assessment Sys-

tem (QSAS) Award on for its Awareness

Park which achieved five-star QSAS

Commercial Design Certification.

Kahramaa Awareness Park comes

within the Corporation's commitment

to Qatar Vision 2030, which among

its four main objectives, targets envi-

ronmentally sustainable development.

The Park symbolises Kahramaa’s com-

mitment towards its valued customers

and social responsibility. It comes as a

positive contribution to sustainable de-

velopment of the community. It aims to

become a model centre for disseminat-

ing awareness of electricity and water

conservation with special concentra-

tion on the school and university stu-

dents sector as it represents the future

of Qatar. It will also demonstrate in an

attractive way the complete processes

of electricity generation and water de-

salination from sea.

The park, which open its doors for

the public in the beginning of 2013 will

form an innovative source of entertain-

ment and leisure space for the con-

sumers specially children at early ages.

The Awareness park building located in

Al Thumama area is given this award for

meeting all technical requirements put

by the committee including:

Urban Connectivity: It has infrastruc-

ture services needed for development

as it develops effective measures to

minimise obstruction of daylight.

Site: It provides landscape that pro-

motes green and fights desertification.

Energy and Water: It applies efficient

lighting, cooling, plumbing, and irriga-

tion systems. It uses solar energy to

heat water and a system to treat grey

water

KAHRAMAA is the sole transmission and distribution system owner and operator for the electricity and water sector in Qatar. It was established in July 2000 in terms of Law number 10 to regulate and maintain the sup-ply of electricity and water to customers. Since its inception, Kahramaa has operated as an independent corporation on a commercial basis with a total capital of QR 8 billion.

Core areas of business: KAHRAMAA buys, distributes and sells electricity and water as follows: Formulate Power & Water Purchase Agreements (PWPA) and provide necessary technical and corporate support for establishment of gen-eration & desalination ventures

Own, construct and operate electricity & water transmission and distri-bution networks in the State of Qatar.

Set-up plans and programs for development of electricity & water transmission and distribution networks,

Lay out regulations, standards and codes of practices for electricity & water supplies to buildings and facilities Provide consultancy services related to its activities and operations. KAHRAMAA AWARENESS

PARK CoMES WITHIN THE CoRPoRATIoN'S CoMMITMENT To QATAR VISIoN 2030, WHICH AMoNG ITS FoUR MAIN oBJECTIVES, TARGETS ENVIRoNMENTALLy SUSTAINABLE DEVELoPMENT.


2011-2012

infrastructure

ASHGHAL

Ashghal, the Public Works Authority, has pledged to increase spending to improve the quality and safety of roads in the country with an estimated QR72.8 billion ($20 billion) allocated for road projects over the next five years.

In the new millennium, Qatar has embarked on a major transformation drive.

There has been a rapid increase in construction projects in the last few years,

during which major ventures have been set in motion, such as the olympic

Village, that hosted delegates to the Asian Games Doha 2006.

The expansion of Doha International Airport is another major project. Be-

sides these projects, Qatar is in the process of revamping its network of roads by

adding flyovers, underpasses, and service roads. Improving the sewage collection

and treatment system and development of major government buildings such as

hospitals, schools and tourism facilities are also under way.

Among the major road projects implemented so far, is the Gharafa Interchange,

which serves as an entry point to Doha for traffic from northern cities like Al Khor,

Ras Laffan, Shamal and Zubara. It consists of a three-tiered flyover with three

lanes in each direction to the length of 900m, and an underpass with three lanes,

with a length of 900m.

The Al Asiri Interchange is also an important road project that is in place to pro-

vide easy traffic flow between western cities and the capital Doha. The 2,000m-

long interchange consists of a three-lane dual carriageway with an overbridge

stretching to 1,350m.

The ongoing Salwa International Highway project extends from Doha to the Abu

Samra checkpost bordering Saudi Arabia. This 81km-long highway with a four-lane

dual carriage way serves as an expressway.

It is being built according to international specifications. The salient features of

this highway are emergency side parking spots and parallel service roads with 15

intersections. It will be provided with all the necessary infrastructure services such

as electricity, telecommunications and drainage system. Traffic safety shall be the

hallmark of all these projects, with adequate landscaping and illumination.

SPearheading tranSFormation

2011-2012


Ashghal allocates $20 bil-lion for 2010-2015 projectsIn recent months, Qatar’s construc-

tion and infrastructure industry has

provided a focal point of interest for

both regional and international consul-

tants and contractors looking to break

into this lucrative market. Ashghal, has

pledged to increase spending to im-

prove the quality and safety of roads in

the country with an estimated QR72.8

billion ($20 billion) allocated for road

projects over the next five years.

Qatar has embarked on a defini-

tive mission to increase infrastructure

to meet the pace of demand, deliver

high quality road projects according to

schedule and improve the overall safety

of roads for the country.

The early evidence of the five-year-

plan is highlighted by three of their big-

gest road projects currently underway.

The Doha Expressway, currently under

construction is valued at QR98.28 mil-

lion ($27 million), the Dukhan Highway

also under construction has been val-

ued at QR1,092 million ($300 million)

and the largest proposed project, the

Lusail Highway which is currently being

tendered has been valued at an impres-

sive QR2,500 million ($687 million).

Ashghal is dedicated to establishing

adequate infrastructure to support the

influx of visitors expected during the

2022 FIFA World Cup and position Qa-

taras a business hub. The country will

face its own unique challenges, due

to previous insufficient master plan-

ning and future forecasting of existing

roads. Ashghal is therefore committed

to selecting the right partners to sup-

port them in their quest and address

these previous construction challenges

to achieve easily serviceable and low-

maintenance roads.

Ashghal plans to establish two roads

linking Bani Hajir roundabout to Sha-

haniya and Al Muntazah to the new

Industrial area interchange, said Jamal

Shureida Al Kaabi, Managing Director of

Roads Designs Department of Ashghal

in June, 2011.

Roads of Lusail (from the Arch round-

about to the Ritz Carlton hotel), Al Mun-

tazah (from Industrial Area to Woqod

roundabout), Dukhan (from Al Mannai

to Bani Hajir roundabouts) are the key

projects to be implemented at present,

he said.

Ashghal is currently running financial

and technical evaluation on the road

linking the new interchange Industrial

Area to Al Watan petrol station.

Ashghal considers aesthetic, envi-

ronmental and future dimensions in

implementing projects to cope with

the 2030 Qatar vision in cooperation

with Mowasalat, Woqod and the Minis-

try of Municipality and Urban Planning,

he said.

Ashghal implementing seventh package of Doha ExpresswayAshghal will be soon starting the imple-

mentation of the seventh package of

the Doha Expressway which covers the

first phase of Salwa Commercial Road

with a total budget of QR1.592 billion.

The project is being implemented by

a joint venture of Midmac Contracting

and Turkish company yuksel Insaat AS.

It is expected to be completed by De-

cember 2012.

Salwa Commercial Road is one of

the most important projects being

implemented by Ashghal. It covers the

development of a 700m-long freeway

beginning from Industrial Interchange

to Al Asiri Interchange of about 300m

west of Al Asiri. This phase covers a

6.9-kilometer freeway consisting of

four lanes in each direction to ease the

flow of traffic, with provisions to accom-

modate local traffic through two-lane

access roads on both sides of the high-

way as well as service roads and parking

spaces to serve commercial shops and

residential buildings in the area.

The project includes construction of

four single-point urban interchanges

(SPUI) at the intersection of Salwa Road

with Al Bustan Interchange (previously

known as Qatar Decor Interchange),

Wholesale market Interchange and

Aziziya Interchange and New Al

Ghanem Roundabout (Ain Khaled).

All these interchanges will have a

one-way underpass towards Salwa

Road with a ground level bridge to serve

traffic across the interchange. The tun-

nels and interchanges at the Wholesale

Market and Aziziya will be integrated

into a single tunnel to shorten the dis-

tance between the two interchanges,

in view of the commercial importance

of Salwa Road.

As for the road diversions related to

the implementation of this project, they

have been divided into four phases:

Phase one: The construction and

building of new services for the nearby

commercial shops and the re-alloca-

tion of existing parking spaces to differ-

ent areas as well as the construction of

roundabouts at the existing intersec-

tions of Salwa Road.

Phase two and three: The construc-

tion and building of new services and

parking spaces serving the commercial

Ashghal announced in August 2011 that it will build nine play-grounds in Qatar. The authority has already announced a tender for the project.

The project involves mainte-nance of existing playgrounds, installation of a large number of seats, and distribution of garbage bins on various public beaches around Qatar. The project forms part of a beach development initiative within the country to boost social and entertainment activities, in co-ordination with Ministry of Municipality and Urban Planning.

ASHGHAL, HAS PLEDGED To INCREASE SPENDING To IMPRoVE THE QUALITy AND SAFETy oF RoADS IN THE CoUNTRy WITH AN ESTIMATED QR72.8 BILLIoN ($20 BILLIoN) ALLoCATED FoR RoAD PRoJECTS oVER THE NExT FIVE yEARS.


2011-2012

infrastructure

shops, in addition to the construction

of three-lane road diversions and con-

verting traffic to the three-lanes road

parallel to Salwa Road.

Phase four: the construction and

building of Salwa Road with four lanes

in each direction as well as tunnels to

serve the intersections.

The construction work at Salwa Com-

mercial Road includes the following:

Upgrading all services and relocat-

ing the existing ones.

the installation of large bore sew-

age pipes of 2,200m long.

the Installation of traffic signs at

the intersections (single point ur-

ban interchanges).

New paved roads within the

project.

Street lighting, road markings and

traffic signs.

Infrastructure works of intelligent

transportation system.

Relocation of main sewage lines.

Construction of new sewage net-

work (positive system).

Construction of sewage lines for

treated water.

Security barriers for the protection

of pedestrians and vehicles.

Irrigation system, landscaping and

sidewalks.

Several new schools plannedAshghal plans to construct a number

of new schools and kindergartens

in different parts of Qatar. The new

schools project, to be handled by the

Education Projects section of the

authority, is to be implemented by the

next academic year.

The project includes nine kindergar-

tens at Sailiyya, Shahaniyya and Duhail

and two kindergartens each at Bu Na-

khla, Ain Khaled and New Doha areas.

Each of these buildings will have 12

classrooms, administrative offices, and

annexes consisting of a guardroom

and storeroom, in addition to shaded

parking areas, external lighting and

landscaping.

Ashghal has already delivered three

phases of KG projects, comprising 30

new kindergartens, to the Supreme

Education Council. The buildings have

been designed according to inter-

national standards approved by the

Ministry of Education and Supreme Ed-

ucation Council. Recently Ashghal an-

nounced a package of 20 new schools

around Doha and villages.

of these, six schools have been de-

livered to SEC, including two schools at

Umm Garn one each for boys and girls,

Umm Hakeem Girls Secondary School

at Mamoura, Umm Aiman Girls Second-

ary School at Farej Al-Amir, and Umm

Hani Girls Elementary School at Sailiyya

and Ahmed bin Hanbl Boys Secondary

School at Najma.

The Education section is now in the

process of completing the new build-

ing for Abu Bakr Siddiq Independent

School at New Slata within the fifth

phase and with the completion of this

phase, Ashghal will have delivered 102

new school buildings.

Ashghal has opened a new tender to

modify 36 schools with the intention

of equipping them with additional fire

exits, coolers and modified types of sus-

pended ceilings.

The school building project has been

divided into seven packages, and three

of them, covering 18 schools, are al-

ready under implementation

ASHGHAL PLANS To CoNSTRUCT A NUMBER oF NEW SCHooLS AND

KINDERGARTENS IN DIFFERENT PARTS

oF QATAR.

The newly constructed Mall signal.


2011-2012

infrastructure

“We are heavily involved in the Qatar Rail Project which should be established by the end of 2020, and we are under real pressure to be on quality, time and on cost, and we are committed to this,” Rudiger Grube, CEo, Deutsche Autobahn.

Doha Metro in Qatar’s capital city will be one of the most advanced

rail transit systems in the world when it becomes operational in

2016.

Qatar has a well-developed road network including a highway

system and expressways, with road travel being the extensive mode

of transport. The public transport that does exist is mainly provided by Mowasalat, a

state-owned integrated ground transportation company.

The objective of the Transport Master Plan for Qatar is to develop attractive, effi-

cient and reliable public transport in the country. The requirements led for the pro-

posal of a comprehensive railway network for future development in the Greater

Doha Area and in the state on the whole.

The rail transit system is part of the Qatar Government’s diversification and mod-

ernisation strategy involving public and private investments. The campaign also

aims to reduce its dependency on natural gas exports.

Plans for the metro are still in the early phases but it is reported that many con-

tracts will be awarded soon. The metro will include an east coast link, a high-speed

link and a link to suburban regions of Doha.

Rail network slated to be top-notchThe Qatar Rail Network, set to be completed by the end of 2020 will be a ‘world

benchmark’ in rail technology, according to one of the senior officials involved in

the project.

Rudiger Grube, CEo of Deutsche Autobahn, explained that the project, is fac-

ing a number of challenges in its early phases, but expressed confidence that it

will be completed on schedule despite the tight time constraints. “We are heavily

involved in the Qatar Rail Project which should be established by the end of 2020,

and therefore we are under real pressure to be on quality, on time and on cost,

and we are committed to this,” he said, adding, “As always, in the beginning there

introducing the railwayS

QRAIL

2011-2012


are many challenges because the team

is new, the task is new and it is the first

time that this kind of big rail project is

starting, so it is normal that there are a

number of challenges.”

According to Grube, this is one of

the biggest projects worldwide and it

is one of the latest ones. If this project

is realised, it will be a benchmark world-

wide - there is no other system which is

working on this high level standard that

has been planned for Qatar.

Master planDoha Metro is part of the larger railway

network. The wide network design con-

sists of five modern and flexible railway

systems integrated across the Persian

Gulf. They include the development

of passenger and freight rail transport

systems, along with fast rail links to the

international airport based on the GCC

feasibility study.

The master plan involves develop-

ment of metro railway system in Qatar

and long-distance and freight lines

connecting the emirate with the rest

of the Gulf Cooperation Council (GCC).

The GCC network, which is in the plan-

ning stage, will connect the six member

states, oman, UAE, Qatar, Saudi Arabia,

Kuwait and Bahrain, with an estimated

1,940km rail network.

In August 2008, Qatari Diar Real Es-

tate Investment, the national develop-

ment agency, appointed the German

national railway company Deutsche

Bahn to produce plans for a railway

network in the country. DB Interna-

tional (DBI), the international wing of

Deutsche Bahn, along with Qatari Diar

prepared conceptual designs for a con-

solidated railway network development

in Qatar.

The projectQatari Diar and Deutsch Bahn signed an

agreement in November 2009 to form

a joint venture, Qatar Railways Develop-

ment Company (QRDC), for implement-

ing, developing and managing the con-

cept design of the railway plan. Qatari

Diar holds 51 percent and DBI owns 49

percent shares in the JV company.

QRDC, will implement the visionary

railway transport and metro networks

concept for the emirate. DBI will con-

tribute its expertise in setting up the

railway infrastructure as well as provid-

ing consultancy services. The Doha

metro network is also based on the

master plan and is expected to cost

approximately $35 billion. The metro

network will be built in phases. It will

have four lines with an overall length of

300km and have 98 stations.

InfrastructureThe four lines of Doha metro will link all

the major locations of the city such as

the Education City and West Bay, Lusail

urban development area, Doha airport

and the business and conference cen-

tre. The railway lines and infrastructure

will be through tunnels, overhead rail-

ways and at the ground level.

The QRDC will build an east coast rail

link between Ras Laffan and Mesaieed;

a 180km high-speed link from Doha

to Bahrain across the Qatar-Bahrain

Causeway on which trains will have a

speed of 350km/h; a 325km freight

line, of which 270km will be used for

passenger services, connected to the

planned GCC rail network; a light rail

network serving residential develop-

ments; a long-distance rail transport line

of about 100km to Saudi Arabia with

trains having speeds of up to 200km/h

and the Doha metro network

The proposed Doha Metro network map

DoHA METRo IS PART oF THE LARGER RAILWAy NETWoRK. THE WIDE NETWoRK DESIGN CoNSISTS oF FIVE MoDERN AND FLExIBLE RAILWAy SySTEMS INTEGRATED ACRoSS THE PERSIAN GULF. THEy INCLUDE THE DEVELoPMENT oF PASSENGER AND FREIGHT RAIL TRANSPoRT SySTEMS, ALoNG WITH FAST RAIL LINKS To THE INTERNATIoNAL AIRPoRT.


2011-2012

infrastructure

Investment in infrastructure, combined with global media interest in the region, will attract business and people to Qatar, which will lead to a larger population and more demand for residential units.

Q atar’s real estate market is on an upward curve. The buzzword is

that the local building industry is now focused on quality, due to

rising competition in the construction sector.

Qatar’s successful bid to host the World Cup in 2022 is set to

have a significant impact on the country’s real estate sector in the

long-term, according to a local expert, who claimed that the next 12 years will see

considerable growth in the market due to increased media attention, business and

infrastructure development and population growth.

Investment in infrastructure, combined with global media interest in the region,

will attract business and people to Qatar, which will lead to a larger population and

more demand for residential units. Statistics from the Qatar Statistics Authority

from 2010 indicate that as hosts of the 2022 World Cup, Qatar’s population will

increase by 9 percent each year resulting in a population of around 4mn in 2022, as

opposed to 4 percent growth and 2.5 million if the bid had been unsuccessful.

And though the 2022 World Cup will expand the economy, it will also bring a

number of challenges to Qatar, including rising construction costs, investment in

facilities with limited use after the World Cup tournament, ongoing construction

works and possible congestion as infrastructure projects are upgraded.

Into the third quarter of 2011, small but notable signs were felt through the real

estate sector. Government capital expenditure on projects is continuing to rise with

the figure now at QR760.79 billion ($209 billion) of which 40 percent is earmarked

for infrastructure; and banks have begun dispensing credit to individuals to make

investments in real estate. As a result, the real estate sector, which had been sag-

ging since the onset of the global recession is now showing signs of a welcome

revival.

The prominent real estate projects in the country follow on the next page.

Soaring inveStmentS in inFraStructure

REAL ESTATE

2011-2012


Msheireb Properties

Msheireb Properties is a subsidiary of

Qatar Foundation for Education, Sci-

ence and Community Development

and was set up in April 2007.

Msheireb Properties is an advocate

of Qatar Foundation’s aspirations and

ideals which will create leading edge

urban living concepts that build on

traditional Arabian architecture and

design and contribute to the social and

cultural heritage of Doha.

Aligned with Qatar National Vi-

sion 2030 led by His Highness Sheikh

Hamad bin Khalifa Al Thani, Emir of Qa-

tar, Msheireb will embark on a mission

to enhance and contribute to the social

dynamism, cultural heritage and quality

of life in Doha, Qatar and beyond. The

Vision aims to transform Qatar into an

advanced country by 2030, capable of

sustaining its own development and

providing a high standard of living for its

people for generations to come.

Msheireb Properties is dedicated to

leading an urban and sustainable de-

velopment agenda for Qatar. Through

Msheireb Downtown, a QR20 billion

($5.5 billion) project, the company is

realising a new architectural language

through building the world’s first sus-

tainable downtown regeneration proj-

ect, in a 31 hectares (76 acres) historical

site of downtown Doha.

Msheireb Properties announced re-

cently that it has appointed a consor-

tium of Carillion (Qatar) plc and Qatar

Building Company as the main building

contractor for a key phase of its flagship

project, Msheireb Downtown Doha.

Under the agreement, the joint ven-

ture Carillion Qatar Building Company

(CQBC) is to carry out and complete all

the substructure and superstructure

works of Phase 1B.

The awarding of the contract, valued

at QR2.37 billion represents a major

milestone in the QR20 billion Msheireb

Downtown Doha development. Phase

1B comprises 15 buildings, including

the country’s first Mandarin oriental

Hotel comprising 158 rooms and 91

serviced apartments, two office build-

ings with 52 retail units and 12 residen-

tial buildings providing a total of 180

apartments.

Eng Issa M Al Mohannadi, CEo of

Msheireb Properties, said, “With the

awarding of this contract, the ambi-

tious plans for our capital’s regenera-

tion move closer to being fully realised.

What we are building here is more than

a collection of buildings - it is a whole

community, one which will be fully

aligned with Qatar’s National Vision

2030 for a sustainable country."

The real estate company has ap-

pointed a specialised team headed by

company architects and leading local

and international experts to oversee

the restoration and preservation of

four historic buildings in the Msheireb

Downtown development. The restora-

tion and preservation of these prop-

erties dating from the first decade of

the last century underscores Msheireb

Properties’ commitment to preserve

Qatari culture and heritage, in line with

Qatar’s National Vision 2030.

The assigned team will work on the

restoration of four historic heritage

houses that will transform the Heritage

Quarter and create an important cultur-

al destination within the development.

The four houses that will be restored

are the Jalmoud House, Company

House, Mohamed Bin Jassim House

and Al Radwani House. These historic

structures will become cultural centres,

museums and exhibition buildings.

In addition to the cultural buildings,

the team will also undertake the task of

carefully dismantling a heritage house

of particular historical value and recon-

structing it on another location within

the Heritage Quarter.

Located next to Msheireb’s Cultural

Forum, the transformed Heritage Quar-

ter will be a landmark project for the

development that also complements

and links the new downtown with Souk

Waqif, one of the oldest souks in Doha,

and other cultural facilities within the

Msheireb Downtown project.

The Pearl-QatarThe Pearl-Qatar is a phased mixed-use

development comprising 10 distinct

themed districts that include beach-

front villas, elegant town homes, luxury

apartments, exclusive penthouses, five-

Eng Issa M Al Mohannadi, CEO of Msheireb Properties

An aerial view of Msheireb Downtown

MSHEIREB PRoPERTIES ANNoUNCED RECENTLy THAT IT HAS APPoINTED A CoNSoRTIUM oF CARILLIoN (QATAR) PLC AND QATAR BUILDING CoMPANy AS THE MAIN BUILDING CoNTRACToR FoR A KEy PHASE oF ITS FLAGSHIP PRoJECT, MSHEIREB DoWNToWN DoHA.


2011-2012

infrastructure

star hotels, marinas, and upscale retail

and restaurants all situated on a multi-

billion dollar man-made island encom-

passing 985 acres (400 hectares) of

reclaimed land just off the shore of the

Arabian Peninsula in the State of Qatar.

It is Qatar’s first international luxury

residential development that offers in-

ternational investors freehold title own-

ership. The Pearl-Qatar is a destination

in its own right - a lavish, secure and ex-

clusive island retreat with a Riviera-style

community.

The project developer is United De-

velopment Company (UDC), Qatar’s

largest private sector shareholding

company whose mission is to identify

and invest in long-term projects that

contribute to the country’s growth and

provide good shareholder value. UDC’s

founders, who on launch in 1999 held

45 percent of the shares, are among

Qatar’s most successful investors and

developers. Equity is also held by a large

number of other Qatari and regional

investors.

UDC has made The Pearl-Qatar a

unique living and cultural experience

that integrates the best of the country’s

past and present. It offers a diversity of

high quality living environments - from

high-end luxurious villa living with pri-

vate sandy beaches to fashionable

apartment-style accommodations with

sweeping sea views. Diversity of hous-

ing choices with the highest quality of

accommodation have been key objec-

tives in the project’s master planning.

The Pearl-Qatar is a secure, fam-

ily oriented environment, like no other

destination in the Middle East. on par

with the best of the Mediterranean, it

has become the Arabian Riviera (Riviera

Arabia) by offering a lifestyle reminis-

cent of France and Italy in the heart of

the Arabian Gulf. The Pearl-Qatar, with

40 kilometres of reclaimed coastline

and 20 kilometres of pristine beaches,

is a tourist destination in its own right.

In June 2011, UDC – the master de-

veloper of The Pearl-Qatar announced

that all investors on the Island can apply

for Qatari Residence Permits. Jordanian,

Indian and British nationals are among

the first property owners at The Pearl-

Qatar to receive residence permits,

under the new rule that allows a non-

Qatari to own real estate and residential

property in the country. Residency per-

mit is granted regardless of the number

or size of property owned; and for the

first time in the region investors are able

to sponsor their dependents and next

of kin.

QATARI DIARMore than just a real estate investor and

master developer QATARI DIAR is the

organisation proudly entrusted with re-

alising the country’s vision for a beauti-

fully built environment, new sustainable

communities and developments that

catch the imagination of a worldwide

audience.

QATARI DIAR is a major player in

Qatar’s emergence as a vibrant invest-

ment, commercial, cultural and social

community. It is the region’s most

influential and innovative real estate

investment company – a master devel-

oper and planner whose mission is to

promote a better quality of life by creat-

ing a distinguished legacy of develop-

ments, planned, built and managed to

internationally recognized standards.

QATARI DIAR is fully owned by the

Qatar Investment Authority and was

founded to support Qatar’s rapidly

expanding economy and to provide

The Pearl-Qatar, an ambitious project by UDCQATARI DIAR IS A MAJoR PLAyER IN QATAR’S

EMERGENCE AS A VIBRANT INVESTMENT,

CoMMERCIAL, CULTURAL AND SoCIAL CoMMUNITy.

IT IS THE REGIoN’S MoST INFLUENTIAL AND

INNoVATIVE REAL ESTATE INVESTMENT CoMPANy.

2011-2012


structure and quality control for the

country’s real estate development

priorities.

Capitalised at QR3.64 billion ($1 bil-

lion), the company has the investment

resources to be truly innovative and for-

ward-thinking. The company is founded

on the world’s best-practices, enabling

it to enrich and enhance the quality

of life of the communities it serves. Al-

though only launched in December

2004, the company currently has more

than 35 active projects in more than 20

countries underway.

QATARI DIAR is building signature

projects and facilitating vibrant, new

communities on an unprecedentedly

grand scale. The projects are significant,

landmark projects that are often un-

precedented in size, scope, and vision.

The developments seek to holistically

nurture the growth of local communi-

ties and provide long-term sustainable

economic opportunities, while beauti-

fully preserving and seamlessly enhanc-

ing indigenous natural beauty and local

traditions with state-of-the-art modern

comforts.

These range from involvement with

affordable housing schemes in Qatar

with joint-venture partner, Barwa, to the

new Doha Convention Centre and Tow-

er, a new landmark on the Doha skyline,

the visionary Lusail project in Qatar,

and landmark developments in loca-

tions such as Morocco, oman, Egypt,

Tajikistan, Sudan, Libya, Seychelles,

Paris and London.

one of the biggest projects of the

company is Lusail City. Lusail City, which

covers 38 square kilometers north of

Doha, is not only Qatar’s largest domes-

tic real estate project, it is one of the

most prestigious community develop-

ments currently being undertaken in

the region and the world at large. Lusail

represents a new way of thinking about

the environment in which 190,000 resi-

dents, 170,000 workers, and 90,000 vis-

itors will live, work and play. Lusail City

encompasses not only new residential,

commercial, hospitality, and retail fa-

cilities, but a full array of community

needs, such as schools, medical facili-

ties, sport, entertainment, cultural facili-

ties and shopping centres. Its dynamic

and innovatively built structures will be

seamlessly integrated and shall incor-

porate an array of tranquil open spaces

and pedestrian and cycle networks.

QATARI DIAR is also currently work-

ing on the Doha Exhibition Centre and

Tower. The Tower will soar approxi-

mately 112 storey into the sky and of-

fer panoramic views. It will be home to

a hotel with 300 guest rooms, 80 ser-

viced apartments, and 300 residential

apartments.

The Exhibition Centre will provide an

expansive retail area dedicated to luxu-

ry brands and exhibition space.

The real estate company is also un-

dertaking a development project in

Al Khor. The project will cover half a

square kilometre, greatly expanding

the size of the city and providing a new

home for those looking to commute to

Ras Laffan, while creating a destination

for individuals wanting to live or vaca-

tion in a scenic waterfront community.

BarwaBarwa’s foundations were laid on No-

vember 15, 2005 when it obtained its

commercial licence. Barwa began op-

erations on 19 January 2006.

Barwa’s creation was a demonstra-

tion of the vision of the country led

by His Highness the Emir and the

Barwa Village on the way to WakraoNE oF THE BIGGEST PRoJECTS oF QATARI DIAR IS LUSAIL CITy. LUSAIL CITy, WHICH CoVERS 38 SQUARE KILoMETRES NoRTH oF DoHA, IS NoT oNLy QATAR’S LARGEST DoMESTIC REAL ESTATE PRoJECT, IT IS oNE oF THE MoST PRESTIGIoUS CoMMUNITy DEVELoPMENTS CURRENTLy BEING UNDERTAKEN IN THE REGIoN AND THE WoRLD.


2011-2012

infrastructure

government of the State of Qatar to

build a modern country with a diversi-

fied economy for the benefit of future

generations. It seeks to contribute to

the government’s overarching devel-

opment plan for the State set out in the

Qatar Vision 2030.

Since its formation, Barwa has shown

itself to be a dynamic and powerful

force for the development of Qatar.

With a shareholding of 45 percent by

Qatari Diar (a company owned by the

Qatar Investment Authority) Barwa is

the largest listed real estate company

in Qatar in terms of real estate develop-

ments, and has a total asset capitalisa-

tion of approximately QR64 billion. In

2010, turnover of its shares represent-

ed almost 12 percent of total turnover

of shares listed by the Qatar Exchange.

Barwa is has a market capitalisa-

tion of some QR11 billion. It employs

over 600 staff, almost half of whom

are Qatari nationals. While the group’s

main activities are in Qatar, it also has

investments and operations in 13 other

countries regionally and internationally.

Despite its short history, Barwa has

grown its business into over 40 invest-

ments in 5 segments. These are:

Real estate developments in Qatar

International real estate

Business services

Infrastructural services

Financial services

The company is constructing one of

the largest projects being constructed

in Qatar. The project, built on more than

two and a half million square meters,

offers residential units for more than

35,000 people. The city will utilise dis-

trict cooling plants to provide air con-

ditioning, a central gas network, and

a central TV channels system. Barwa

City offers apartments with diversified

interior layouts to satisfy the different

demands and needs of tenants.

It includes health clubs, commercial

compounds, parks, playgrounds and

multi-usage buildings, banks, a 250-bed

hospital, schools, nurseries and a hotel.

The project will be completed in two

phases where the first phase includes

6,000 apartments.

EzdanEzdan, previously known as Thani Bin

Abdullah Housing Group (TAHG), is

one of the largest and most reputable

real estate companies in the State of

Qatar and the GCC. Founded in 1960,

the company operated using the name

of its founder Sheikh Thani bin Ab-

dulla hAl Thani and was subsequently

transformed into a limited liability com-

pany in order to take advantage of the

growth opportunities in the field of real

estate in Qatar.

In 2006, the Thani Bin Abdullah

Housing Group was split into Iskan

Real Estate Company WLL and the In-

ternational Housing Group Company

WLL(IHG). IHG included the non-rental

and for-rent properties of TAHG, stock

investments and Sheikh Thani’s per-

sonal contracting and real estate divi-

sion. Iskan Real Estate Company was

later transformed from a limited liability

company into a shareholding company

and was re-named Ezdan Real Estate

Company QSC. Recently, Sheikh Thani’s

stock investments were hived off from

IHG into a separate company called

Tadawul Holding Company.

Since its foundation, Ezdan has been

a pioneering and leading developer of

residential and commercial properties

in Qatar. The Company caters to all

income segments to satisfy the grow-

ing demands of Qatar’s economy and

its burgeoning local and expatriate

population.

Ezdan relies on its extensive experi-

ence in developing properties using all

available capabilities to meet its funda-

mental corporate goal, which is ‘To build

trust between itself and its clients’

over the past five years, the com-

pany has successfully completed some

of the largest construction projects in

Qatar. These projects are a testament

to the new era of development in Qa-

tar, especially in the areas of real estate

and construction under the exceptional

leadership of His Highness the Emir

Sheikh Hamad bin Khalifa Al Thani, and

Ezdan’s role in fulfilling the Emir’s grand

vision for the country.

Moving forward, Ezdan intends to

maintain its leadership and pioneering

status in providing high Quality resi-

dential, commercial and hospitality real

estate properties with high quality and

affordable prices and to present com-

prehensive real estate solutions not

only within Qatar but also in the Inter-

national marketplace.

Ezdan is also committed to playing

a key role in revitalising Qatari society

through its experience in the real estate

business.

The company’s total assets have

gone up from QR30 billion at the end

of 2009 to QR31.9 billion at the end of

2010, while rental revenues in 2010

amounted to almost QR443.3 million.

Ezdan completed the largest merger

deal in the Qatari market by acquiring

ownership of the International Group

for Housing, raising the capital to

QR26.5 billion after the merger.

Ezdan Real Estate Company, one of

the largest real estate development

companies in the region, plans to con-

struct the tallest tower in the world in

Qatar. Talking about other projects,

the company chairman said currently

Ezdan has over 7,000 residential units,

which would go up to 18,000 once its

projects are completed.

He said the company has bought

millions of metres of land and built part-

nerships with the landowners, but not

all permits for construction have been

issued, adding that the company is try-

ing to get the process completed.

The new projects will add to the com-

pany’s properties tens of thousands of

apartments and villas, dedicated to the

middle income grou[s, which is the larg-

est segment of the society that plays a

role affecting rental values

EZDAN'S ToTAL ASSETS HAVE GoNE UP FRoM QR30 BILLIoN AT THE

END oF 2009 To QR31.9 BILLIoN AT THE END oF

2010, WHILE RENTAL REVENUES IN 2010

AMoUNTED To ALMoST QR443.3 MILLIoN.

qatar and the world social development tourism, retail & sportsprivate sector & diversification

2011-2012

The New Doha International Air-

port (NDIA) project led by HE

Abdul Aziz Al-Noaimi, Chairman

of the Qatar Civil Aviation Authority, is

a key project in Qatar’s national de-

velopment strategy worth QR51 bil-

lion ($14 billion). The airport will fulfill

three critical roles: as Qatar’s gateway

to the world as a hub for Qatar Airways

and other airlines, and as a cargo and

aircraft maintenance centre. HE Al-

Noaimi leads the NDIA Steering Com-

mittee, whose members are senior

officials from various ministries and

government organisations.

NDIA will be one of the first airports

in the world to accommodate unre-

stricted operations by all commercial

aircraft, including the new A380 airliner

that will soon be added to the Qatar

Airways fleet. At opening day, NDIA is

designed to accommodate 24 million

passengers, 1.4 million tons of cargo

and over 360,000 aircraft movements

annually. The overall masterplan allows

NDIA an ultimate capacity to accom-

modate nearly 50 million passengers

and 2.5 million tons of cargo annually.

The site area of 22 square kilometers

has the capacity for two runways, a

mega passenger terminal, more than

100 aircraft stands, a full range of air-

port support facilities and extensive

commercial developments.

The key features include of NDIA

include:

Be the home base and hub of Qa-

tar Airways.

Provide unconstrained A380 air-

craft operations.

Be partly reclaimed from the Gulf.

Provide state-of-the-art facilities.

Provide high levels of services,

comfort and convenience.

Accommodate Qatar’s aviation

needs for the next 50 years and

beyond.

For opening day development, two

runways with lengths of 4850m and

4250m will be provided, 2 km apart.

The passenger terminal/concourse will

be about 600,000 sq m and will pro-

vide 42 contact gates and 22 remote

gates. other key facilities include the

Emiri Terminal, Air Traffic Control Tower,

Cargo Complex and Aircraft Mainte-

nance Centre.

PASSENGER CoMPLExThe design of the roof structure alone

is enough to ensure that NDIA stays in

the mind of the international traveller

as a landmark structure in the world of

aviation. Reflecting the terminal’s sea-

side setting, the roof will be wave-like

in structure. The transparent facade

of the terminal beneath further em-

phasises its state-of-the-art curves, like

a gentle wave alongside the Arabian

Gulf.

Inside the terminal, the design focus

has been on the creation of a spacious,

but efficient and convenient airport

experience. The result is a multi-level

building with arched columns, gener-

ous skylights and highlighted finishes

that enhance the feeling of space. The

passenger terminal is designed so that

all passenger transfers are facilitated

under one roof. With short walking

distances between gates, and shorter

connection times between flights,

passenger waiting and walking times

are minimised, all helping to ensure

an effortless passenger experience

within the facility. In addition to this,

passenger processing will be cleverly

managed to ensure quick passenger

processing, safely and securely.

An extensive central area has been

designed for duty free, other retail,

food and beverage outlets, amenities

and airline lounges. All departing pas-

sengers will walk through this area. The

terminal will also have a 100-room tran-

sit hotel with health and entertainment

facilities, making waiting for flights a

more pleasurable experience.

Significant thought has also been

given to the exterior of the facility. Fea-

turing a beautiful man-made lagoon

and strategic landscaping, the intent

has been to create a lush green space

to complement the airport’s natural

bay and seaside setting.

AIR TRAFFIC CoNTRoL ToWER Like a pivot in the centre of the airport,

NDIA:QATAR ’S GATEWAY TO THE WORLD

2011-2012

private sector & diversification

the crescent-shaped Air Traffic Control

Tower will provide air traffic control

between the two parallel runways and

airside facilities at NDIA.

The Air Traffic Control Tower will be an

elevated, triangular-shaped structure,

topped by a glazed control room about

85m above the airport. From here, air

traffic control staff will have unobstruct-

ed views of all aircraft movements, on

runways, taxiways and aprons. Seen by

passengers from all over the airport,

the tower with the crescent glazing

shaped like a half-moon will also be vis-

ible to city residents, providing another

stunning landscape structure for Doha.

The Visual Control Room (VCR) on top

of the tower will be equipped with the

most technologically advanced air traf-

fic control equipment ever produced

in the aviation industry, eg Advanced

Surface Movement Guidance and

Control System (A-SMGCS) with to in-

terface capabilities with the Instrument

Landing System (ILS), Airport Surveil-

lance Radar (ASR) and Surface Move-

ment Radar (SMR) to mention a few, to

provide maximum control to support

the designed traffic capacity and safety

performance of all flights landing and

taking off at the new airport.

The technical complex at the base

of the tower will comprise multi-storey

buildings, parking facilities, access

roads, security checkpoint, chilled wa-

ter treatment plant (CWP) and a stand-

alone utility plant to provide power,

cooling and emergency back-up to

both the tower and the technical build-

ing. This will house the advanced tech-

nical systems for the control tower, in

particular that relating to the approach

control room. There will also be a train-

ing room that can be used as a control

room in case of emergency.

CARGo TERMINAL Located in the midfield area, NDIA’s

Cargo Complex is made up of seven

facilities covering over 292,000 sq m

and will have the capacity for process-

ing 1.4 million tons of cargo per year,

making it amongst the largest cargo

terminals in the world.

A main feature of the Cargo Com-

plex is the 55,000 sq m Cargo Terminal

building which houses the Air Cargo

Handling System. The Air Cargo Han-

dling System will have the capacity to

accommodate over 1,000 main deck

ULDs and over 5,000 individual con-

signments. The Cargo Warehouse In-

formation System (CWIS) will ensure

that the locations of all of the cargo

in the Cargo Terminal, whether stored

in the Air Cargo Handling System or in

the various special cargo handling ar-

eas, are tracked so that the cargo can

be processed quickly, thereby ensuring

efficient cargo handling.

other major features of the Cargo

Terminal building are the elevating

workstations in the ULD build/break

area, special cargo areas, hazardous

cargo areas, high value cargo area

and perishable cargo areas. All these

features contribute to create a world-

class cargo facility.

The Cargo Complex also contains

buildings which support the operations

of the Cargo Terminal.

AIRCRAFT MAINTENANCE BASE The Aircraft Maintenance Hangar at

NDIA will be the central maintenance

hub for QA’s international fleet. Locat-

ed in the midfield area, it will be capable

of handling a maximum of eight wide-

body aircraft, and two narrow-body

aircraft, with two positions capable of

servicing Airbus 380s.

The Aircraft Maintenance Hangar

consists of two very wide-span hangars

separated by a central workshop with

offices on the second and third levels

and plant/equipment rooms on the

fourth level. The hangars will be used

for line, base and heavy maintenance.

The design of the layout of each

hangar is column-free to enable flexible

aircraft parking at all times to ensure

maximum maintenance efficiency.

There are also workshop buildings at

the rear of both hangars. They will pro-

vide specialised maintenance, for en-

gine storage and automated spare parts

storage. The workshops are planned

for the maintenance of engines, avion-

ics, wheels and brakes, structure repair,

paint shop, seat repair, galleys, in-flight

entertainment systems, laboratory and

safety equipment.

In both the hangars there are a va-

riety of floor pits which can pop up

from the hangar floor to provide pre-

air-conditioned air to the interior of the

aircraft, power supply, water, and com-

pressed air for servicing of aircraft.

The length of the combined han-

gars is half a kilometer. The total area

of the two hangar bays is about 48,630

sq m. The total area of the workshops

and offices is about 42,510 sq m. Both

the hangars have a 15-ton overhead

crane which can reach all areas of the

hangar floor.

The most difficult construction of

the hangars is the fabrication, assembly,

erection and lifting of the hangar roofs,

each of which weighs over 11,000 tons

of steelwork.

The lifting of the hangar roofs

was completed in January 2010 and

all structural steelwork for both the

hangars is now completed.

CATERING BUILDING The NDIA catering facility will be one

of the world’s largest in-flight catering

facilities when completed, equipped

with fully automated in-flight and bulk

kitchen catering facilities covering ap-

proximately 65,000 sq m of food op-

erations and production area for a daily

meal production capacity of 85,000

KEY FEATURES: Air Traffic Control Tower in 2010

height 85 metres high with triangular footprint.

control cabin size85 square metres in area, 10 metres diameter.

size of technical buildings 5,000 square metres, 4-storey buildings.

Traffic capacity100 movements per hour on both runways and 50 movements per hour on each runway.

keY features: cargo complex in 2011

cargo capacity 1.4 million tons handled per year

aircraft parking facilities Up to 11 Boeing 747- 8 freighters

uld capacity Up to 1,000 main deck containers

cargo complex area 292,000 sq m

cargo terminal building 55,000 sq m

cargo agent building 5,000 sq m

live animal centre 4,200 sq m

A Special Corporate Feature


2011-2012

infrastructure

2011-2012


AVIATIoN

“If you look at 2011 alone, our expansion drive has resulted in 12 new route launches, with a further two coming on line by the end of this month. By 2013, Qatar Airways will serve more than 120 routes, so we need more aircraft to support that operational growth,” Akbar Al Baker CEo, Qatar Airways after the airline was voted Airline of the year 2011 by Skytrax.

Q atar has made remarkable progress in the fields of aviation and

airline transportation. With the establishment of the Civil Avia-

tion Authority and the Customs and Ports Authority, there is a

strengthening of links with international organisations and foreign

countries; supervision of the management and operation of Doha

International Airport; undertaking of air control tasks; supervision and monitoring

of foreign air transportation companies; investigating flight mishaps in addition to

repairing and maintaining planes; and verifying their compliance with international

standard specifications.

Qatar AirwaysIn a relatively short time, Qatar Airways has grown to over 100 destinations world-

wide, offering unmatched levels of service excellence that have helped propel the

award-winning carrier to become best in the world.

Voted Airline of the year 2011 in the prestigious Skytrax industry audit, Qatar

Airways has won the confidence of the travelling public. After receiving the honour,

Akbar Al Baker, CEo, Qatar Airways said, ”Being named the world’s best airline is

one thing, but maintaining that title is another. The product must continuously be

innovated; we cannot sit on our laurels and expect that Qatar Airways will remain

number one. Just because we have reached the pinnacle, our focus cannot be lost.

I will constantly be on guard to ensure the product is always second to none.”

Travel by air has reached the point where it is now taken for granted in most

corners of the globe. With a larger number of passengers and more choice avail-

able in the skies today, airlines are looking to maintain or grow their position in the

airline induStry uPbeat


2011-2012

infrastructure

marketplace must provide high-quality

service with ever-increasing efficiency

and demands.

In this highly competitive environ-

ment, Qatar Airways has achieved much

with its phenomenal route expansion

averaging 30 percent growth year-to-

year and flying one of the most modern

fleets of aircraft in the skies today.

Along the way, Qatar Airways has

garnered many awards and accolades

since our relaunch in 1997, becoming

one of an elite group of airlines world-

wide to have been awarded a 5-Star

rating by Skytrax.

Qatar Airways has achieved its main

goal – to be the best in the world and

reach the pinnacle of the airline in-

dustry for outstanding in-flight service,

superior onboard products, and opera-

tional excellence.

Part of this excellence offers custom-

ers a 5-star experience online at the

newly relaunched qatarairways.com

which provides a great travel shopping

experience.

The new site also features the high-

est levels of price transparency, a new

flight deals section, and an easier navi-

gation tool to find the information pas-

sengers look for.

The airlines received its 100th airlin-

er – a Boeing 777-200LR (long range)

aircraft, recently. It has signed a fresh

order for additional A380 aircraft. The

new order for a ‘few more’ super jum-

bos will be on top of the five aircraft that

the airline previously ordered.

This further strengthened the air-

line’s commitment to rapidly expand-

ing its route and fleet network. Qatar

Airways is a key Middle East customer

for Boeing.

In just over a decade, the airline has

grown to become a world-class airline

with a rapidly expanding network.

As of June 8, 2011, Qatar Airways

serves 101 destinations and Qatar

Airways Cargo serves 19 (including

15 destinations served by Qatar Air-

ways also) destinations in 55 countries

across Africa, Asia, Europe, North Amer-

ica, South America, and oceania from

its hub at Doha International Airport. It

is one of the few airlines to fly to all six

permanently inhabited continents.

New Doha International Airport Qatar Airways is leading the race in

redeveloping the region’s future avia-

tion hub, the New Doha International

Airport.

Situated approximately four kilome-

tres east of the existing airport, the new

facility will be the world’s first airport to

accommodate unrestricted operations

by all commercial aircraft, including the

A380 – the largest passenger aircraft

ever built.

The 2,200-hectare airport site, more

than half of which is built on reclaimed

land from the Arabian Gulf, combines

both architectural panache and tech-

nologically advanced systems.

Forecasted for maximum develop-

ment from 2015 onwards, the airport

project will be implemented in phases,

starting with Phase one with a cost

of QR52.78 billion ($14.5 billion) at

opening day.

Work began in January 2005 on

Phase one, which is scheduled to be

completed from 2012 to handle an

initial capacity of 24 million passengers

a year, more than doubling to approxi-

mately 50 million by the time the air-

port is fully operational beyond 2015.

Both runways have been completed

as has the dredging work on site with

60 percentof the airport built on re-

claimed land.

The New Doha International Airport

will incorporate a total of 41 wide body

aircraft contact gates, together with

over 40,000 square metres of space

devoted to retail facilities, passenger

lounges, and multi-story short-term

and long-term parking.

other features will include a new

Emiri (royal) Terminal complex for VIP

flights with additional hardstands, cargo

terminal buildings, aircraft hangars and

associated airline and airport ancillary

features.

The complex will include an airport

hotel and a 100-room transit hotel

within the terminal for the convenience

of transfer passengers.

Phase One – Completion By 2012

A 4,850-metre runway and a 4,250-

metre runway capable of taking a

fully loaded Airbus A380 – the larg-

est passenger aircraft in the world.

A 600,000 square metre three-sto-

rey terminal with 22 remote gates

and 41 contact gates, six of which

will cater specifically for the A380.

The terminal will have a capacity of

24 million passengers a year.

More than 40,000 square metres

of retail facilities and passenger

lounges.

An Aircraft Maintenance Centre

with a hangar that can accom-

modate up to 13 aircraft of differ-

ent types at any one time, includ-

ing Airbus A380s, A330s, A340s,

A320 Family of aircraft, Boeing

777s, next generation Boeing 787s

and A350s.

A cargo facility with a capacity of

1.4 million tonnes a year. It will have

11 hardstand aircraft parking bays.

A General Aviation Terminal

and Hangar.

A courier and mail facility.

Three road interchanges to ac-

cess the new airport from Ras Abu

Aboud Road.

Final Phase – Beyond 2015 The addition of another twenty

four contact gates, to take the total

number to sixty five – six of them

will cater for the A380s.

The further extension of the ter-

minal building to 900,000 square

metres to handle fifty million

passengers a year

THE NEW DoHA INTERNATIoNAL AIRPoRT

WILL INCoRPoRATE A ToTAL oF 41 WIDE BoDy

AIRCRAFT CoNTACT GATES, ToGETHER WITH

oVER 40,000 SQUARE METRES oF SPACE

DEVoTED To RETAIL FACILITIES, PASSENGER LoUNGES, AND MULTI-

SToRy SHoRT-TERM AND LoNG-TERM PARKING.

76J75 QATAr: A TECHnOLOgy HuB80 PrivATiSATiOn OF iCT84 SuSTAinABLE SHArED inFrASTruCTurE

Ict

qatar and the world social development tourism, retail & sportsprivate sector & diversificationoverview economy infrastructure

2011-2012

ict

ICT

“The Qatar National Broadband Network represents a bold step forward in Qatar’s drive to be a leading knowledge economy. This network will do more than connect Qatar to the world; it will truly help enrich the lives of those who live here,” Dr Hessa Al Jaber, Secretary General, ictQATAR.

Q atar’s five-year ICT plan aims at doubling the sector’s contribution

to the national GDP to about QR11 billion and its workforce to

40,000 by 2015. The ambitious plan targets ubiquitous high-speed

broadband access for about 95 percent of Qatar’s households and

businesses within the next four years. This was announced by the

Supreme Council of Information and Communication Technology (ictQATAR) that

connects people to the technologies that enrich their lives, drive economic devel-

opment and inspire confidence in the future.

Established in 2004 as the nation’s ICT policy and regulatory body, ictQatar sup-

ports Qatar's ambitious vision to achieve social and political change while advanc-

ing global competitiveness.

ictQATAR is bringing improvements to every aspect of life in Qatar through ICT.

In the years ahead, an increasingly vibrant, innovative ICT sector will fuel Qatar's

economy and secure an even brighter tomorrow for Qatar's families.

The five-year plan has been prepared by ictQatar with a vision to create a knowl-

edge-based economy that drives sustainable development and societal benefits

for all. By 2015, Qatar will be benefiting from ICT solutions in key aspects of its econ-

omy. It will also be using information, communication and technology to become

further integrated into the global economy, ictQatar said in its latest newsletter.

Another major goal of Qatar’s five-year ICT plan is to achieve mass ICT and Inter-

net adoption by all segments of society (90 percent). It also aims to achieve wide

accessibility and effectiveness for key government online services. “With increasing

large-scale investment projects, rising government expenditure, and a population

that is expected to grow steadily at an average of about 2.1 percent a year over

the next five years, integrating ICT into the daily lives of everyone, and into Qatar’s

economy, becomes even more crucial,” ictQatar said.

Qatar: a technology hub

2011-2012

overview economy infrastructure qatar and the world social development tourism, retail & sportsprivate sector & diversificationict

And to compete on the global stage

for investment, talent, jobs, and eco-

nomic influence, Qatar must continue

to advance the growth of the ICT sec-

tor as a major pillar of its economy

and society, the Supreme Council of

Information, Communication & Tech-

nology said. To meet those goals, a

comprehensive, strategic framework

has been developed by ictQatar. It has

five ‘strategic thrust’ areas – improving

connectivity, boosting capacity, foster-

ing economic development, enhanc-

ing public development, enhancing

public service delivery and advancing

societal benefits.

These five thrusts will enable Qatar

to become a leading knowledge-based

economy, and they are aligned with the

government’s broader national goals

as articulated in Qatar’s National Vi-

sion 2030, and specific programmess

within Qatar’s National Development

Strategy 2011-2016. Qatar ranks in

the top quartile of countries surveyed

in the latest World Economic Forum’s

Networked Readiness Index. The ICT

market in Qatar keeps growing and is

projected to expand at a double digit

compound annual growth rate.

Qatar becoming technology hubIn a clear indication of Qatar fast

emerging as a ‘technology hub’, the

local information, communication

and technology market grew in ex-

cess of QR7.64 billion in 2010 with

more ICT firms seeking investments

in the country. Revenues for mobile

services alone totalled QR1.1 billion in

2010, ictQatar said in its 2010 report

released recently.

over the past five years, investment

in the ICT market by the public and pri-

vate sectors rapidly increased, it said.

Qatar is set to invest QR6.2 billion in the

next five years as part of its ‘strategic

ICT plan’. This includes QR4.3 billion of

capital expenditure and QR1.9 billion of

operational expenditure, ictQATAR said.

Qatar’s telecommunications infrastruc-

ture has swiftly expanded and evolved,

the report said. The continued growth

of next-generation access networks

with ultra-fast connectivity has made

services and technology more prolific

and reliable.

Investment in a new high-powered

communications satellite, along with a

growing network of submarine cables,

will further increase bandwidth and

speed. “Market liberalisation has already

yielded tremendous benefits to con-

sumers and businesses. With increased

competition, prices for mobile and fixed

services have dropped, but with more

people using services, total revenues

for the sector grew precipitously, in-

creasing by QR50 million in one year up

to 2010,” ictQATAR said.

The report said the government had

also been an effective market driver of

ICT usage and adoption. Qatar is ranked

third in the world for ICT government

readiness, according to the World Eco-

natIOnal e-accessIBIlItY pOlIcY tO make Ict mOre accessIBle fOr persOns wIth dIsaBIlItIes

ictQATAR took a major step to-wards ensuring all of Qatar expe-riences the full benefits of tech-nology in November, 2011 with the introduction of Qatar’s first eAccessibility Policy.

The policy aims to ensure peo-ple with disabilities in Qatar have equal access to the technologies that can enrich their lives, and covers a range of e-accessibility issues, including websites, tele-communications services, hand-sets, ATMs, government services,

access to assistive technologies and digital content. The policy is effective immediately and ictQATAR will oversee the implementation of the policy across sectors and monitor progress.

“The introduction of Qatar’s eAccessibility Policy is a major milestone for people with disabilities in Qatar. Mada (Qatar Assistive Technology Center) is committed to working with ictQATAR and other organisations in Qatar to help in implementing this comprehensive policy. Mada will offer practical as-sistance to any company, ministry or organization that has a role to play in ensuring that the targets set in the plan are delivered. This is an exciting step forward for people with a disability in Qatar,” said Maha Al Mansouri, Head of Training and Education at Mada. Mada was one of more than 30 organiza-tions that provided input into the development of the policy, including gov-ernment agencies, corporations and not-for-profit organisations serving people with disabilities. Mada, formed last year, Mada is a non-profit organi-sation based in Doha, Qatar that is committed to connecting people with disabilities to Information and Communication Technology (ICT) as a way of fostering greater equity and empowerment, and creating public awareness around best practices in Assistive Technology (AT).

IN A CLEAR INDICATIoN oF QATAR FAST EMERGING AS A ‘TECHNoLoGy HUB’, THE LoCAL INFoRMATIoN, CoMMUNICATIoN AND TECHNoLoGy MARKET GREW IN ExCESS oF QR7.64 BILLIoN IN 2010 WITH MoRE ICT FIRMS SEEKING INVESTMENTS IN THE CoUNTRy.


2011-2012

ict

nomic Forum’s Global Information

Technology Report 2009-10. Through

the enhanced sophistication and

growth of many government services,

especially Hukoomi, Qatar’s national

e-government portal, ictQATAR has

worked to foster a technology-friendly

environment for small and medium-

sized enterprises (SMEs). ICT adoption

by all sectors of society has increased,

the report said.

Market research commissioned by

ictQATAR revealed the following:

In 2010, 89 percent of Qatar’s

households had a computer, com-

pared with 71 percent in 2008; 85

percent of individuals had a com-

puter in 2010 compared with 54

percent in 2008

Broadband usage jumped from 41

percent of households in 2008 to

70 percent in 2010

Among government employees,

more than 90 percent received

computer skills and text-process-

ing training last year

60 percent of all businesses in Qa-

tar are connected to the Internet,

and 58 percent have broadband

connections

Close to half (49 percent) of all

public and private hospitals use

electronic storage for patient data.

The market and users have become

more sophisticated, according to the

ictQATAR report. As more companies

learn how to leverage technological ap-

plications to streamline their operations,

Qatar’s IT software market is growing

faster than any other in the Gulf Co-

operation Council. overall, 1.8mn mo-

bile handsets were purchased in Qatar

in 2010 with 30 percent in the smart-

phone category, costing QR728 ($200)

or more. Qatar’s mobile penetration has

also increased to 150 percent in 2010,

up from 120 percent in 2009. Since

2001, there has been a 12-fold increase

in Internet subscribers, according to

the report.

Qatar National Broadband Network CompanyictQATAR announced recently that Qa-

tar’s government has established a new

company – Qatar National Broadband

Network Company (Q.NBN) – with a

mandate to accelerate the rollout of a

nationwide, open and accessible high-

speed broadband Fiber to the Home

(FTTH) network.

Q.NBN will provide fibre access to

citizens and businesses across Qatar,

achieving coverage targets in excess

of 95 percent by 2015. The resulting

high-speed broadband connectivity will

enable the effective use of multimedia

and communications applications that

are central to developing Qatar’s knowl-

edge economy.

“The Qatar National Broadband Net-

work represents a bold step forward in

Qatar’s drive to be a leading knowledge

economy. Ubiquitous access to a high-

speed network is essential to business

development, economic growth, in-

novation and enhanced government

services for our citizens. This network

will do more than connect Qatar to the

world; it will truly help enrich the lives of

those who live here,” said Dr Hessa Al

Jaber, Secretary General, ictQATAR.

Q.NBN will focus solely on the de-

ployment of a passive network infra-

structure, efficiently leveraging existing

and new infrastructure in Qatar. This

government-led initiative was devel-

oped in consultation with existing net-

work operators, Qtel and Vodafone, and

will support the development of their

broadband service offerings to govern-

ment, enterprises, and consumers. The

government support will help ensure

rapid deployment and seamless access

in a competitive manner. Q.NBN is a

fully independent company operating

within the existing laws and under li-

cence conditions issued by ictQATAR.

ictQATAR is planning a range of ini-

tiatives to drive demand and uptake

for broadband in the country. Among

these initiatives is the fostering of a digi-

tal content ecosystem that encourages

innovation and entrepreneurship in-

cluding national digitization and cloud

computing for government, enterprises

and individuals.

Qatar-specific Domain The Qatar Domains Registry (QDR) offi-

cially made Qatar-specific and Arabic In-

ternet domain names available through

accredited registrars in November.

“The introduction of Arabic domain

names is a major milestone in making

the Internet accessible for all. Business-

es and individuals will find great value in

using the new Qatar-specific Arabic do-

main names, allowing them to position

themselves as uniquely Qatari and con-

nect with new audiences.” said Saleh

Al-Kuwari, Chief Technical Manager at

ictQATAR.

The Qatar-specific domain names

are available to the public through ac-

credited registrars that have been ap-

proved by Qatar Domains Registry. QDR

adopted a Registry/Registrar-based

business model to encourage com-

petition, choice. The Latin-script .QA

domain names were made available to

the public in September 2011.

ictQatar, IBM in digital content initiativesictQatar and IBM announced the sign-

ing of the agreement to become an

anchor tenant in the digital content

incubation centre which was launched

at QITCoM 2011. The initiative defines a

framework for ictQatar and IBM to work

jointly towards training Qatari entrepre-

neurs by providing them with access

to research, technologies and interna-

tional best practices in digital content,

social networking and smarter com-

merce. ictQatar considers the initiative

as an important catalyst to enable the

ongoing digitisation efforts in Qatar

while preserving the Qatari culture and

heritage, the Islamic values and the

Arabic language

Q.NBN WILL PRoVIDE FIBRE ACCESS To CITIZENS AND BUSINESSES ACRoSS

QATAR, ACHIEVING CoVERAGE TARGETS IN

ExCESS oF 95 PERCENT By 2015.


2011-2012

ict

ICT

MEEZA’s services will be provided through local IT experts, and state-of-the-art Data Centres. This milestone supports MEEZA’s vision to empower Qatar and the region through its world-class managed IT services and solutions, using information technology as a tool for addressing business challenges and creating opportunities.

Q atar is well on the road to form an information-based society. Pri-

vate sector participation in the development of the ICT sector is

enormous. Private companies have established the reputation of

providing small business solutions, cloud computing and meeting

the demand for IT. Driven by the opening of the telecoms market

to competition along with a strategic and extensive three-year ICT master plan, Qa-

tar is now being globally acknowledged for its growth and development. Qatar’s

ICT sector has been expanding enormously on the back of heavy spending by the

government authorities and companies. This resulted in the implementation of ad-

vanced technologies much earlier than other neighbouring GCC countries.

MEEZAMEEZA, a Qatar Foundation joint venture, is a managed IT services and solutions

provider offering a wide range of products to clients, from creating and managing

IT infrastructure to providing technology consulting.

MEEZA, has successfully signed a new partnership agreement with Qatar’s Su-

preme Council of Family Affairs (SCFA), a large government and public entity, to join

MEEZA’s client portfolio. The partnership includes provisioning full and complete

IT outsourcing services that spans IT infrastructure, design, building, management

and support as well as IT consultancy and project management. With this new

agreement, MEEZA will be providing the necessary IT solutions and infrastructure

to help the SCFA reduce costs, enhance productivity and efficiency, provide busi-

ness scalability and reduce risks. By signing this partnership, MEEZA will be able to

support the government sector, promote international trends in IT services, and

most importantly, contribute to the Qatar National Vision 2030 of a knowledge-

based economy. The SCFA will be the first government entity in Qatar to outsource

all its managed services to MEEZA while paving the road for other entities to join a

world class IT service that is provided locally in Qatar.

MEEZA in turn aims to promote increased IT maturity within government and

public sectors in Qatar by enabling these entities to focus on their core functions,

increase their productivity and be able to rapidly scale their organisational opera-

tions to service the Qatari community. MEEZA’s services will be provided through

PrivatiSation oF ict

2011-2012


local IT experts and state-of-the-art

data centres.

MEEZA has built a wide range of ca-

pabilities since its launch in 2008 with

its leading offer being cloud services.

SyS-CoN’s Cloud Computing Jour-

nal lists the 250 most active players in

cloud computing – expanding its list

of 150 from January of last year – and

is testimony to the growth of cloud

services globally. MEEZA is honoured

to have been recognised for a second

time amongst the top 250 players in the

global cloud computing eco-system.

In addition, MEEZA was also ranked

amongst the top 85 Global Cloud Com-

puting Vendors Shaping the Emerging

Cloud by Datamation and was recogn-

ised by the Data Centre Strategies Fo-

rum in Abu Dhabi in May 2010 for their

outstanding contribution to the devel-

opment of cloud services across the

region. The Best New Cloud Services

Provider Award was received by MEEZA

representatives.

Cloud services deliver technologies

and applications over the Internet.

Small and medium businesses have

been among the most aggressive

adopters of cloud services. By purchas-

ing software as hosted or subscription-

based services, businesses reduce

up-front costs and are free to focus

on their businesses (without requiring

large in-house IT expenditure). Howev-

er, cloud services are becoming more

widely used by larger enterprise based

clients.

MEEZA’s clients in Qatar currently

benefiting from its IT services include

Vodafone Qatar, Musheireb, Qatar Is-

lamic Insurance, Delta Dot, Al Emadi

Enterprises.

MicrosoftMicrosoft Qatar said that its newest

cloud product will offer customers the

most complete set of cloud-based so-

lutions to meet any business need.

Microsoft office 365brings together

Microsoft office, Microsoft SharePoint

online, Microsoft Exchange online and

Microsoft Lync online in an always-up-

to-date cloud service for a predictable

monthly subscription.

“For our customers, collaboration is

critical to business growth, given the

need for instant access to relevant infor-

mation, exchange of ideas and the right

people to take the right action at the

right time. Businesses today are looking

for technologies that help them make

an even bigger impact and with office

365 we believe we have the solution to

enhance collaboration and productivity

for businesses of all sizes in Qatar,” said

Kirk Koenigsbauer, Microsoft, corporate

vice president, office Division Product

Management Group.

Naim yazbeck, country manager,

Microsoft Qatar, said: “Microsoft’s cloud

computing solutions, such as office

365, are geared to support emerging

economies like Qatar and accelerate

the growth of local innovation indus-

tries in the country. In addition to enter-

prises, office 365 will also help the SME

(Small & Medium Enterprise) commu-

nity in Qatar. SMEs typically have little

or no IT support and very little time and

financial resources to dedicate to tech-

nology. office 365 can play a significant

role in helping their employees share

information in new ways that boost

productivity and minimise IT costs.”

Microsoft will roll out a wide range of

service plans that are designed to meet

the needs of a variety of companies

of different sizes at the time of office

365’s commercial launch.

With office 365, businesses can sim-

ply pay a monthly subscription at a price

they can budget for and afford, or they

can connect office software that they

own already to the office 365 service.

Microsoft came to an agreement

with Qatar Foundation for Education,

Science and Community Development

to provide its students and community

members with heavily discounted soft-

ware. The initiative, named ‘Student Se-

lect’, was set up to further Microsoft and

Qatar Foundation’s dedication to deliv-

ering quality education in the country.

By enabling students to utilise the latest

Microsoft products at academic prices,

the initiative aids students and teachers

alike to reach their full potential.

Earlier in 2011, Microsoft launched

Lync – the next generation unified

communications solutions. Microsoft

Lync can meet the business needs for

real-time collaboration and give busi-

nessmen access to an integrated so-

lution that enables users to communi-

cate from anywhere in a cost-effective

and secure manner. Lync is a single

platform that integrates instant mes-

saging, presence, audio, video, web-

conferencing and voice to bring people

together in the ways they communi-

cate best with one interface that works

with the applications businesses know

and use today.

MEEZA WAS ALSo RANKED AMoNGST THE ToP 85 GLoBAL CLoUD CoMPUTING VENDoRS SHAPING THE EMERGING CLoUD By DATAMATIoN AND WAS RECoGNISED By THE DATA CENTRE STRATEGIES FoRUM IN ABU DHABI IN MAy 2010.


2011-2012

ict

The launch of Microsoft Lync comes

at a time when the overall market for

unified communications is witnessing

a rapid expansion. According to IDC, its

market in the Middle East, Europe and

Africa region was worth QR29.12 billion

($8 billion) in 2010 and is expected to

grow to QR60.42 billion ($16.6 billion)

by 2014.

DellSidra Medical and Research Center, a

Qatar-based clinical care, medical edu-

cation and biomedical research facility,

has selected Dell as its partner to deliv-

er the latest in healthcare information

technology. Through this partnership

with Dell, the Doha-based Sidra will

be able to focus on the development

of strategic healthcare initiatives and

future technology planning and inno-

vation that enable critical health sci-

ence results, rather than managing IT

support.

“We are extremely honoured to

be working on this beacon project in

Qatar,” said Michael Collins, Vice Presi-

dent and General Manager, Dell EMEA

Emerging Markets. “When Sidra opens

its doors, the facility will set a new

benchmark for excellence in health-

care and medical research. The goal is

to show what is possible with the right

vision, not just in the Middle East but

worldwide.” The medical facilities and IT

infrastructure will enable the very best

care to be given to patients here. Dell

will become the primary technology

provider involved with such a significant

healthcare project for this region.

Dell was chosen to entirely manage

the IT systems for Sidra following a thor-

ough and robust selection process. Dell

has a proven track record for delivering

on major complex healthcare projects

and was deemed the right fit to initiate

a turn-key IT solution for this innovative

development, he stated.

The high-tech facility is being funded

by a QR28.8 billion ($7.9 billion) endow-

ment from the Qatar Foundation, the

largest endowment of a medical and

research centre in the world, said a

senior official.

IBMictQatar and IBM announced the sign-

ing of an agreement to become an

anchor tenant in the digital content

incubation centre which was launched

at QITCoM 2011. The initiative defines a

framework for ictQatar and IBM to work

jointly towards training Qatari entrepre-

neurs by providing them with access

to research, technologies and interna-

tional best practices in digital content,

social networking and smarter com-

merce. ictQatar considers the initiative

as an important catalyst to enable the

ongoing digitisation efforts in Qatar

while preserving the Qatari culture and

heritage, the Islamic values and the

Arabic language.

The initiative will be referred to as the

Digital Content Cluster – which includes

a business incubation centre. It is one

of ictQatar’s initiatives aimed at sup-

porting Qatar to become a knowledge-

based economy characterised by in-

novation, entrepreneurship, excellence

in education, world-class infrastructure,

and efficient delivery of public

“This announcement is an exciting

one that will enable us to further our

efforts in developing and shaping the

Qatari digital transformation, attracting

innovative Qatari talents to invest in our

digital economy as well as breeding and

stimulating innovation,” said Marwan

Mahmoud, ICT Industry Development.

“We look forward to benefiting from

IBM’s expertise in business enable-

ment and information technology and

to making the IBM value available to a

wider community of Qatari talents un-

der this initiative.”

“IBM is excited to join forces with

ictQatar under the Digital Content Clus-

ter – Incubation Programme. IBM has

unique business and IT capabilities in

the domains of digitisation, social net-

working and smarter commerce which

will be made available through this col-

laboration, thus allowing IBM to contrib-

ute more actively to realising the 2030

Vision of the Qatari Government.” said

Bashar Kilani, Territory Manager, IBM

Middle East.

SAPSAP has signed a Memorandum of

Understanding (MoU) with ictQatar to

become an anchor tenant at the Digital

Content Cluster. This initiative is expect-

ed to enable Qatar to establish itself as

a leading nation for innovative Arabic

digital content, setting the foundation

for a vibrant ICT industry in the country.

“ictQatar is developing and moder-

nising policies and regulations aimed

at protecting the interests of end-users,

attracting investment, and creating a

business model to stimulate the devel-

opment of digital content, especially

Arabic content. As part of this effort,

ictQatar is committed to innovation so

entrepreneurs can offer new competi-

tive services and applications. ictQatar

is encouraging research to develop

broadband content by providing fund-

ing mechanisms and support for start-

ups and SMEs,” said Marwan Marouf

Mahmoud, Executive Director, ictQatar.

“For SMEs with limited resources

and infrastructure, cloud computing

provides companies with the opportu-

nity to access sophisticated business

management software, offering agility,

scalability and significant savings. as

the IT skills and infrastructure costs will

be shifted from in-house to outsourced

providers,” commented Gergi Abboud,

Country Manager, SAP Qatar. “The Digi-

tal Content Cluster provides a strong

platform to help enable the growth and

success of start-ups and small compa-

nies, and SAP is delighted to collaborate

with ictQatar on this exciting initiative

that will ultimately build a stronger en-

trepreneurial community, drive eco-

nomic diversification and prosperity in

Qatar and across the region.”

SAP HAS SIGNED A MEMoRANDUM oF

UNDERSTANDING WITH ICTQATAR To BECoME

AN ANCHoR TENANT AT THE DIGITAL CoNTENT

CLUSTER. THIS INITIATIVE WILL ENABLE QATAR To ESTABLISH ITSELF AS A

LEADING NATIoN FoR INNoVATIVE ARABIC

DIGITAL CoNTENT.


2011-2012

ict

The launch of the country’s second operator certainly helped shake the market up, forcing the incumbent operator, Qtel, to receive its first taste of competition in its home market, making Qatar one of the few countries in the Middle East to welcome a Western mobile brand.

Q atar might be one of the region’s smallest countries but since the

launch of Vodafone Qatar in 2009 its telecoms sector has attract-

ed significant attention. The Qatar unit of the UK telecommunica-

tions giant said customer numbers in the State rose by 63% in the

past year to a total of 756,767. This compared with Qtel’s mobile

subscriber base of more than 1.2 million subscribers in 2010.

Qatar Telecom (Qtel) is a telecommunications service provider licensed by the

Supreme Council of Information and Communication Technology (ictQATAR) to

provide both fixed and mobile telecommunications services in Qatar. The com-

pany has a presence in 17 countries and is committed to expansion both in Middle

East and North Africa (MENA) and in Southeast Asia. In total, it provides coverage

to a population in excess of 560 million people, with 57.5 million consolidated

subscribers.

The other company, Vodafone Qatar, switched on its mobile network on

March 1, 2009, and started delivering great value to its customers with a range of

exciting products and services.

Working togetherQtel announced a deal with Vodafone Qatar in June to create a mobile commerce

platform. A test version of the platform, which has mobile advertising built in, is cur-

rently available for certain monthly subscribers.

The service offers Qtel subscribers the ability to make purchases over the mobile

web, as well as money transfer, transactions and bill payments. The platform has

mobile advertising options integrated.

Vodafone Qatar has signed an agreement with Qtel to use the facilities of Qtel

Data Centre (QDC). Under this agreement, the systems driving Vodafone Qatar’s

businesses will be hosted at the QDC and will be managed by Vodafone Qatar’s IT

department.

SuStainable Shared inFraStructure

2011-2012


With a growing customer base,

Vodafone’s use of QDC will allow the

company to extend its switching and

billing equipment for its mobile net-

work and deploy new core equipment

for its broadband business.

Since the launch of the QDC in 2006,

Qtel has provided Qatar’s leading com-

panies with comprehensive local and

international connectivity, security and

protection.

Dr Nasser Marafih, Chief Executive of-

ficer, Qtel, said, “This agreement marks

a major building block towards creating

a sustainable shared infrastructure. In-

frastructure sharing has already paved

the way to a pervasive infrastructure

platform for e-government that sup-

ports open IP (Internet Protocol) tech-

nologies, driving consistency, reliability

and interoperability. Qtel has invested

significantly in the expansion of our

data centre services, so that companies

in Qatar and across the region can ben-

efit from the latest in hosting and man-

aged services."

Vodafone Qatar said, “This agree-

ment is another important step forward

in the collaboration between Vodafone

Qatar and Qtel in the field of infra-

structure sharing. Vodafone does very

successful infrastructure sharing with

other telecommunications operators in

many other markets all over the world

and we’re pleased to be implementing

this best practice here in Qatar.”

Qtel Data Centre will provide a con-

trolled environment that optimises the

deployment of fundamental compo-

nents such as power, cooling and net-

working systems to Vodafone Qatar.

Additionally, Vodafone Qatar will have

the freedom to focus on its business

while the Qtel Data Centre will provide

it with end-to-end services as required.

Getting Virgin outVodafone Qatar welcomed ictQATAR’s

landmark decision in response to Voda-

fone Qatar’s complaint against Qatar

Telecom introduction of Virgin Mobile

in Qatar on May 13, 2010.

In this decision, ictQATAR determined

that Vodafone Qatar was correct in its

complaint that Qtel had illegally vio-

lated the Qatar telecoms law and sig-

nificantly misled people in Qatar by its

introduction of Virgin Mobile in Qatar.

In making this decision, ictQATAR

used a new dispute resolution pro-

cess which required all decisions to be

made in a transparent, consultative and

evidence-based manner in accordance

with the rules and requirements of the

Telecommunications Law – a process

which is consistent with what Vodafone

is subject to in other countries with

leading national telecommunications

regulatory frameworks.

Qatar Telecom: QtelQtel showed positive growth in both

revenue and profit during the six-month

period ending 30 June 2011, driven by

improvements in operations across the

group. Qtel’s first half (H1) revenue grew

16.7 percent to QR15.4 billion.

Net profit attributable to sharehold-

ers in 2010 was positively impacted in

the first quarter of 2010 by a one-off fa-

vourable decision on the royalty regime

in Qatar (QR554 million) for 2007-2009.

Figures were adjusted to allow a more

meaningful year-on-year comparison.

Earnings per share in the first half of

2011 were QR8.16 (against QR10.14

in H1 of 2010) and were adjusted as

a result of the issuance of 20 percent

bonus shares in Q1 2011. Revenue mo-

mentum continues in Qatar, driven by

increased voice usage and broadband

subscribers.

H1 2011 represented a further posi-

tive period of growth and achievement

for the Qtel Group. During this period

the group’s priorities remained in mar-

ket strategies, driving subscriber growth

and service development across its op-

erational footprint.

As a result, the Group delivered fur-

ther revenue and profit growth dur-

ing the first half, with Group revenue

increasing by 16.6 percent to end the

period at QR15,446m (1H 2010:

QR13,244m).

As of June 30 2011, the Group’s

consolidated customer base stood at

QR77.5m (1H 2010: QR66.7m), repre-

senting growth in customer numbers

of 16.2 percent. The group’s EBITDA for

the same period increased 14.8 percent

to QR7.2bn (1H 2010: QR6.3bn), while

the EBITDA margin was unchanged

from 1h 2010.

Net profit attributable to Qtel share-

holders increased by 16.7 percent when

normalised for a one-off favourable de-

cision on the royalty regime in Qatar in

2010 of QR554m. 1H 2011 net profit

attributable to Qtel shareholders stood

at QR1,436m (1H 2010: QR1,784m).

Commenting on the results, Sheikh

Abdullah bin Mohammed bin Saud Al

Thani, Chairman of the Qtel Group said,

“In a challenging time, the Qtel Group

has again delivered positive financial

results with normalised net profit at-

tributable to Qtel shareholders grow-

ing by 16.7 percent year-on-year. We

believe that this results from our ability

to bring the wealth of experience of the

group’s staff to bear on our priorities.

our growth is also a result of our will-

ingness to invest in developing markets

and to manage those assets with a me-

dium-to-long-term time horizon. That

principle is now beginning to bear fruit.

Fundamentally the financial results are

just a reflection of how we are doing to

satisfy and connect with our custom-

ers. We believe that we are improving

in that respect and our financial results

quarter after quarter are showing that.”

Also commenting on the results, Dr

Nasser Marafih, Chief Executive officer

of the Qtel Group said, “one of the key

elements of our strategy for growth is

that we work hard to achieve and retain

leadership positions across the markets

we serve. So far this year, we have de-

livered resilient performances in highly-

competitive markets such as Qatar,

NET PRoFIT ATTRIBUTABLE To QTEL SHAREHoLDERS INCREASED By 16.7 PERCENT WHEN NoRMALISED FoR A oNE-oFF FAVoURABLE DECISIoN oN THE RoyALTy REGIME IN QATAR IN 2010 oF QR554MN.


2011-2012

ict

Kuwait, Iraq and Algeria, demonstrating

our capabilities to meet customer de-

mands and exceed their expectations.

By balancing innovation with prudent

management, we believe that we will

continue to maintain our leadership

position within our operational markets

and within the industry as a whole.”

Qtel efforts for 4G underwayQtel announced the launch of a major

new long-term evolution (LTE) pro-

gramme which will deliver the fastest

and largest 4G network in Qatar to

support the national plan to boost the

knowledge-based economy.

The project deploys nearly 900 base

stations across the country, delivering

the best penetration for 4G coverage in

the GCC region. Implementation will be-

gin immediately, adding to the strength

and speed of Qtel’s broadband net-

work. The programme will provide on-

going improvements to mobile broad-

band Internet services for customers in

4G coverage areas and offer potential

download speeds of up to 150 Mbps on

mobile phones and devices.

Announcing the project, Waleed

Al-Sayed, Chief operating officer, Qtel

said: “Matching the incredible speeds of-

fered to homes and businesses by the

deployment of Qtel Fibre, this project

will offer high-speed and high quality

Internet for mobile devices.”

Qtel was among the first companies

in the region to try this technology. It

completed the test phase for this tech-

nology with two potential vendors in

July, which turned out to be extremely

successful. Previously, Qtel had said

that the technology would be launched

when it reached maturity and when a

full range of devices were available, but

now it has received assurances that a

full range of devices will be launched

in Qatar over the next year (2012) and

has begun the launch process for this

technology.

LTE is a wireless broadband technol-

ogy that supports roaming Internet ac-

cess via cell phones and mobile devices

and which seamlessly interworks with

2G and 3G networks.

Because of the significant improve-

ments in download speeds and quality,

it has been called a ‘fourth generation’

(4G) technology.

In Qatar, the service will provide

customers with universal connectivity

at incredible downlink speeds of up to

150 Mbps for a broad range of services,

including high-definition (HD) video on

demand, interactive gaming, Mozaic TV

and high-bandwidth content. one of

the major aims of the Broadband Qatar

strategy is to offer ultrafast speeds for

both fixed line and mobile broadband

customers throughout Qatar.

Qtel successfully completed a na-

tionwide trial of LTE technology over

the summer and is in discussion with

some of the world’s leading companies

in this area to support the technology

roll-out.

Qtel has already completed a num-

ber of significant network upgrades in

recent years to offer mobile Internet at

higher speeds and significantly more

value for customers. Qtel’s 3G network

is currently one of the most advanced

3G networks in the world.

During the roll-out, 4G coverage will

be provided as an option in a grow-

ing number of areas in Qatar, starting

with highly populated urban areas

such as Doha and expanding across

the country.

To support the service, Qtel will of-

fer Wi-Fi offloading, so that custom-

ers using wireless Internet will be able

to switch seamlessly to Wi-Fi hotspots

during periods of peak demand.

Vodafone QatarVodafone Qatar gained over QR65 mil-

lion profit before interest, tax, deprecia-

tion and amortisation (EBITDA) in the

six months ending on September 30,

2011, which is a turnaround from a

QR32 million loss in the same period

last year.

The positive profit trend can be at-

tributed to the 53 percent growth of

its revenue in the period cited this year

that reached QR590 million because of

the rise to 814,000 mobile customers

that patronised Vodafone, an increase

of 35 percent year-on-year.

Mobile revenue market share

for the quarter is 24.7 percent

since the average revenue per user

(ARPU) has increased two percent

year-on-year to QR111.

“Vodafone Qatar has grown its mo-

bile customer base significantly over

the year to deliver strong financial re-

sults to our shareholders, transforming

EBITDA from a loss of QR32 million in

the same period last year to a profit of

QR65 million for the six-month period

that ended September 30 this year,”

said Sheikh Abdulrahman bin Saud Al

Thani, Chairman of Vodafone Qatar.

Sheikh Abdulrahman bin Saud said

the company will continue to grow from

strength to strength, delivering sound

financial results to the shareholders

with the appointment of Vodafone Qa-

tar CEo Richard Daly, who has extensive

experience in the telecommunications

industry.

Daly said Vodafone has delivered

a solid profit growth this year and will

continue to achieve such growth in the

future. He vowed to focus immediately

three big priorities including full net-

work coverage, developing a post-pay

billing engine and exceptional, high-

quality roaming services.

“As we enter 2012, our fixed line net-

work and expanded range of services

will see us enter a number of new reve-

nue-generating segments,” Daly said.

John Tombleson, Vodafone Qatar

Chief Financial officer, said that the sig-

nificant increase of 53 percent in half-

year total revenue is a direct result of

the growing mobile customer base that

ultimately led to strong profitability at

the EBITDA level

QTEL ANNoUNCED THE LAUNCH oF A MAJoR NEW

LoNG-TERM EVoLUTIoN PRoGRAMME WHICH

WILL DELIVER THE FASTEST AND LARGEST 4G

NETWoRK IN QATAR To SUPPoRT THE NATIoNAL

PLAN To BooST THE KNoWLEDGE-BASED

ECoNoMy.

88 QATAr’S rOLE in WOrLD PEACE89 BriTAin: QATAr, A viTAL AnD STrATEgiC PArTnEr91 JAPAn: QATAr, THE grEATEST COnTriBuTOr

qataR and thE WORld

social development tourism, retail & sportsprivate sector & diversificationoverview economy infrastructure ict

2011-2012

qatar and the world

Q atar has developed a

reputation as a nation

with an independent

and assertive foreign

policy: its strategic de-

cision to pursue strong relations with

countries across the political spectrum

has opened doors to significant invest-

ment opportunities abroad, and has in-

creased its political influence across the

region and globe.

Progress Qatar speaks to the ambas-

sador's of Britain and Japan to better

understand their ties with Qatar.

Qatar’s peace-building efforts can be

categorised as occurring on two levels

– direct and indirect. Its government

participates directly in peace-building

through its conflict mediation efforts as

well as its diplomatic and economic ties

to countries on both sides of several

conflicts.

The Qatari government and its

population also contribute indirectly to

peace-building through what might be

considered ‘soft’ activities through de-

velopment and disaster relief aid as well

as the sponsorship of international me-

dia outlets and charitable organisations

that either work in the peacebuild-

ing sector or serve a peacebuilding

function.

Direct activities have seen Qatar in-

volved in particular in the Middle East

and North Africa region: acting as a me-

diator in peace negotiations in Sudan;

facilitating a peace settlement between

the yemeni government and northern

rebels; playing an active role in the Pal-

estinian peace process; hosting peace

negotiations during the violent sectar-

ian unrest in Lebanon in 2008; and also

serving as a key member of the Gulf

Cooperation Council.

Most recently, Qatar has been signifi-

cantly involved and taken a proactive

role in the international intervention

in Libya following UN Resolution 1973.

Qatar has played an extraordinarily

high-profile role in the crisis.

Qatari fighter-jets joined the allied

forces off the Libyan coastline making

this the first such combat deployment

of an Arab or Muslim-majority country

and hence extremely significant.

Indirect activities have seen the

state-sponsored Al-Jazeera news net-

work become one of the most respect-

ed media outlets in the world which

acts as a bridge across cultural divisions

between the Arab and English speaking

world while presenting and raising the

profile of genuine Arab perspective on

world events.

Qatar has also provided billions of

dollars to disaster relief efforts including

in response to the 2004 Indian ocean

Tsunami, Hurricane Katrina in the US,

the 2010 earthquake in Haiti and the

Pakistan floods in 2010 and to the

more recent Japan earthquake in 2011.

Further, Qatar has invested substantially

in post-conflict reconstruction.

At the UNQatari diplomat, and Doha’s ambas-

sador to the UN Nassir Abdulaziz

Al Nasser was elected as President

of the UN General Assembly, say-

ing he would use his one-year term

in office to build cohesion between

nations and tackle war, disease and

poverty.

Al Nasser’s election highlighted Qa-

tari efforts to play a lead role in world

affairs and raised the possibility of an

Arab diplomat overseeing the debate

over whether Palestine should gain UN

membership if the Palestinians pursued

a vote in September.

Palestinian officials had indicated

they would seek the required two-

thirds majority of votes from the UN

General Assembly to back a resolution

recognising a Palestinian state, despite

objections from the United States and

Israel.

Within the UN system, Qatar has

been elected to the Security Council,

the Human Rights Council, the Com-

mission on Sustainable Development,

the Economic and Social Council and is

vying to host UN climate change talks

next year.

The UN Secretary General, Ban

Ki-moon, has described Qatar as an

‘increasingly important actor in the

international arena’

Qatar’S role in world Peace

2011-2012

overview economy infrastructure ict social development tourism, retail & sportsprivate sector & diversificationqatar and the world

Can you please give us a brief description of the political bilateral relationship between your country and Qatar in the year 2010-2011?I think the relationship has got much closer over the last year. We've seen a steady

increase in visits in both directions, particularly at the top level. The UK Prime Min-

ister, David Cameron visited Doha in February for the first time. We have also had

a number of UK ministers visit over the last twelve months, including the Foreign

Secretary and Defence Minister. We have also received numerous high level Qatari

visitors in London.

Part of the reason we have seen so many high level meetings and close ex-

changes is because we are working closely together on economic and foreign

policy issues, particularly regional policy.

Is Britain working with Qatar through an international organisation towards any foreign policy or diplomatic programmes on a global platform? If so, please give us a brief description of the same.There have been concerted joint efforts on Libya, working together as part of the

coalition. We are also working closely on other shared issues of concern such

as Syria.

Qatar and Britain have shared interests. We are both concerned about Somalia.

our Prime Minister hopes to hold a major conference in early 2012, and we want

BrItaIn: Qatar, a vital and Strategic PartnerProgreSS QAtAr SPeakS to he John hawkinS, britiSh ambaSSador to Qatar, about the current relationS between britain and Qatar

he john hawkins, British Ambassador to Qatar


2011-2012

qatar and the world

to work very closely with the State of Qatar on that

event. We also work with Qatar institutionally through

Qatar's role in the Arab League, in the GCC, and as a

leading nation in the United Nations. So, it's a close

collaboration on a whole range of issues.

Can you please briefly describe the trade relations that have developed this past year between Qatar and Britain?We have seen significant Qatari investment over

the last few years, particularly over the last twelve

months, including in the olympic Village, and the

Shell headquarters in London. I know that Qatar is

looking at many other investment options for future

consideration. We welcome this as we see Qatar as a

long-term investor in the UK, and a good friend with

whom we have a very strong economic relationship.

There's also the other side of the investment rela-

tionship – British companies are investing here and

opening up businesses here. Recently, we had the

official launch of the Pearl GTL project, where Shell

invested close to QR72.8 billion ($20 billion) working

with Qatar Petroleum. It's a two-way relationship that

we are keen to see move forward.

Mace Chief Executive and Chair-man Stephen Pycroft is known to have said that the next few years, till about 2014, are going to be tough economically for the UK. And this is where he feels external funders are really important for the UK's econo-my. Do you agree? Why?Certainly investments from Qatar are very important

for the UK, but also having said that, let's not forget

that British companies are investing in Qatar as well.

The UK economy, like everyone globally, is facing

challenges at the moment. And we are taking the

necessary steps to make sure that the UK economy

emerges from the current global crisis in a stronger

position, ready to move forward when the global

economy does. The medium and long-term outlook

for the economy in the UK is very good, but yes, we

definitely have short-term challenges to deal with,

but we are not the only ones who face this. The chal-

lenges we are facing, in fact, are less than those faced

by our neighbours. The UK is working hard to ensure

that in the medium and long-term, the UK economy

remains on a secure footing.

How has Britain promoted cultural and social relationships with Qatar since 2010?We see cultural and social relationships as a big part

of what we are doing. There are a number of collabo-

rations over the last few years that are underway. We

are working very closely with the British Council and

the Qatar Foundation which is an important relation-

ship for us. In 2010, we worked with the Ministry of

Culture on Doha, Arab Capital of Culture. The English

Chamber orchestra performed here recently for the

first time. We are currently building closer relations

with Katara Cultural Village and are keen to build

closer cultural and social links with Qatar.

In future terms, how does your coun-try envision ties with Qatar?I think we see this as a strategic long-term relation-

ship to us which is very important. We have spoken

about the political and trade and investment ties, but

I would like to highlight the significance of the oil and

gas relationship we have with Qatar. We import more

gas from Qatar than anyone else. Norway and Qatar

are the two main places from which we import gas.

It is a vital and strategic partnership for us as well. So

overall, it 's a foundation that both, Britain and Qatar,

would like to maintain and hopefully continue to

build on.

How many Britons live in Qatar? And how many British schools operate at the moment?We see a steady increase in the number of Britons

coming to Qatar. Right now the figure is at about

13,500, more than double the number in 2005.

There are two schools under our sponsorship

– Doha English Speaking School and Doha Col-

lege. There are a number of other schools that have

opened up here in recent years – Park House Eng-

lish School, Sherborne Qatar, Compass International

School, and International School of London. There

are also other schools here that follow the British

curriculum. We are keen to see more schools come

to Qatar, and we are currently working with the Su-

preme Education Council to attract further top British

schools into Qatar so that there is an increase in the

range of options available for students here.

Can you give more details on the number of Qataris visiting your coun-try, and for what purposes?This year we have issued over 25,000 visas, which is

an increase of 10 percent on last year. But since we

offer visas for up to 10 years, people can come and

go, it is hard to tell the exact number of people visiting

the UK each year.

Mostly people go for tourism; business follows very

closely; many go for medical care; and we have seen

a steady increase in the number of students going to

the UK, we attach particular importance to this. The

increase is between 10 and 20 percent year-on-year.

The figure was close to 2,000 students last year

"QATAR AND BRITAIN HAVE SHARED INTERESTS. WE ARE BoTH CoNCERNED

ABoUT SoMALIA. oUR PRIME MINISTER HoPES

To HoLD A MAJoR CoNFERENCE IN EARLy

2012, AND WE WANT To WoRK VERy CLoSELy

WITH THE STATE oF QATAR oN THAT EVENT. "

2011-2012

overview economy infrastructure ict social development tourism, retail & sportsprivate sector & diversificationqatar and the world

Can you please give us a brief description of the political bilateral relationship between your coun-try and Qatar, for the year 2010-2011?The biggest incident for Japan in the past year

was the great East Japan earthquake of March

11, 2011. And I would like to express my sincere

gratitude to the people and the Government of

Qatar for providing kind and generous support to

Japan in her most difficult time after the disaster.

The contribution from Qatar is one of the

largest in the world including $100 million for

reconstruction assistance and an additional sup-

ply of more than 4 million tonnes of LNG and 23

tankers of LPG.

Many people in Qatar including Qataris and

various other nationalities also made donations

to support the victims of the disaster. The people

and the Government of Japan are very grateful

for that.

The support from the international communi-

ty including Qatar has proven essential for Japan

to cope with this national crisis. I truly believe that

the relationship between Qatar and Japan has be-

come much stronger after this unprecedented

calamity which hit Japan.

In the political area, Japan and Qatar have been

cooperating with each other on various interna-

tional agendas. Japan highly values the effort by

Qatar to help resolve regional conflicts through

its active diplomacy. As our Prime Minister yoshi-

hiko Noda mentioned in his address to the 66th

Session of the UN General Assembly in Septem-

ber 2011, Japan is committing to support reform

and democratisation efforts in the Middle East

and North Africa region.

In what ways has your country been in a partnership with Qatar to promote economic gains for both countries, since 2010?Today, Japan is the number one trading partner

of Qatar. And Qatar is a major supplier of energy

to Japan. 32 Japanese companies are currently

based in Doha. I am proud that Japan has been

contributing to the development of the LNG

industry of Qatar since its initial stage in the

1990s.

The cooperation in the energy area certainly

will continue. There are new projects in the oil

and gas sector in which Japanese companies are

involved, such as the Barzan project by JGC and

the exploration project for Block A offshore by

Jx Nippon oil & Gas Exploration Corporation and

the recently inaugurated Peal GTL project by JGC,

Chiyoda and Toyo as one of the EPC contractors

of the project.

The sixth meeting of the Joint Economic Com-

mittee was held on october 4, 2011, with the par-

ticipation of HE Abdullah bin Hamad Al Attiyah,

Deputy Premier and Head of Emiri Diwan, and

HE Al Sada, Minister of Energy and Industry. The

main points of the joint statement are:

First is the heartfelt gratitude by Japan to Qa-

tar for her kind and generous support for recon-

struction after the Great East Japan Earthquake.

Second is the expansion of the energy coop-

eration between the two countries, such as the

supply by Qatar of oil, LPG and LNG to the world

including Japan at mutually acceptable terms

and conditions in a stable and reliable manner,

and the expansion of the investment activities

including both upstream and downstream of the

energy sector.

Third is the improvement of business envi-

ronment between the two countries. The Qatari

side welcomed the participation of Japanese

companies (Mitsubishi group) in Qatar Science

and Technology Park.. Both sides welcomed the

progress of cooperation between Qatar Financial

Center Regulatory Authority and Japan Financial

Service Agency through exchange of letter to

share information.

he kenjiro monji, Ambassador of Japan

japan: Qatar, the greateSt contributorhe kenJiro monJi, ambaSSador oF JaPan, SPeakS to ProgreSS Qatar


2011-2012

qatar and the world

Fourth is the cooperation in infrastructure proj-

ects. I just name some examples mentioned in the

joint statement: the cooperation in preparation for

the 2022 FIFA World Cup including the construc-

tion of infrastructure such as stadiums, transpor-

tation systems, etc., the holding of a seminar on

potential infrastructure projects, the cooperation

by Japan in Qatari desalination projects, the coop-

eration with the Qatar National Food Security Pro-

gram, and the holding of a seminar on water and

wastewater management technology.

Fifth is the importance of further enhancing

mutual understanding and trust between the

two countries, through, for example, cultural and

educational exchanges, and an investment forum

between the two countries, noting that 2012 is

the 40th anniversary of Japan-Qatar diplomatic

relations.

What are the trade figures between the two countries?Japan continues to be the number one trading part-

ner of Qatar with the total volume of trade reach-

ing $26 billion*. Japan’s total import value from

Qatar reached QR89.91 billion ($24.7billion) and

exports to Qatar were QR4.73 billion ($1.3billion)

($1=77yen) in 2010.

Qatar is Japan’s third largest trading partner

among the GCC countries. LNG and crude oil take

the giant’s share in imports from Qatar, while vehi-

cles and general machinery dominates Japan’s ex-

ports to Qatar. This figure will see a sharp increase

in 2011 with the hike of LNG trade.

How have you promoted cultural and social relationships with Qatar, since 2010?Cultural collaboration is one of our main focuses at

the Embassy. We have been working closely with

Qatari partners, especially the Ministry of Culture,

Arts and Heritage, the Qatar Museums Authority

and the Qatar Foundation. Since my arrival in oc-

tober 2010, we have organised several Japanese

cultural events in Qatar such as Photographic Ex-

hibition, Film Festival, Speech Contest, Comic Story

Telling and Paper Cutting, Silent Comedy Duo

Performance, Judo Demonstration, etc.. I hope to

organize a lot of cultural events in 2012 to cele-

brate the 40th anniversary of the establishment of

Japan-Qatar diplomatic relations.

In the area of education, Japan School of Doha

has opened its door to Qatari children and is now

ready to welcome them.

As for the student exchange, the number of Qa-

tari students who study in Japan is still very small

and the Embassy and the Qatari authorities are

encouraging Qatari youngsters to study in Japan

through the Japanese and Qatari governmental

scholarship programmes. We should not forget

that a number of people in Qatar have stayed in

Japan under the training programmes of Japanese

companies and the Government of Japan.

In sports, Japan and Qatar had so many ex-

changes in 2011. Doha is well known in Japan as an

important city for Japanese football. Japan won the

Asian Cup in January 2011. Many Japanese players

and athletes participated in various sports events

hosted by Qatar. And Al Sadd team is visiting Japan

to take part in the Toyota Cup in December 2011

as an Asian Club Champion.

Are you working with Qatar through an international organisa-tion towards any foreign policy or diplomatic programmes on a global platform? If so, please give

us a brief description of the same.Japan and Qatar also collaborate with each other in

a multilateral context. Japan has actively participat-

ed in the discussions of the Libya Contact Group in

which Qatar played a key role. Both countries are

now members of the World Heritage Committee

of UNESCo.

Both countries are also actively committed to

the United Nations Millennium Development Goals

(MDGs). From June 2 to 3, 2011, the Government of

Japan hosted the MDGs Follow-up Meeting in To-

kyo, which HE Dr Khalid bin Mohammed Al Attiyah,

then Minister of State for International Cooperation

attended. With regard to the United Nations, Japan

congratulates HE Nassir Abdulaziz Al Nasser on his

assumption of duties as President of the 66th ses-

sion of the UN General Assembly.

President Al Nasser visited Japan from Novem-

ber 12-16 at the invitation of the Ministry of For-

eign Affairs of Japan. He attended a dialogue on

Security Council reform in Tokyo.

He also held meetings with various high level

political figures including HE Koichiro Gemba,

Minister for Foreign Affairs, and discussed a wide

range of global issues including disaster preven-

tion, sustainable development, regional issues and

Security Council reform. I hope that, during his

tenure, the collaboration between Japan and the

United Nations as well as between Japan and Qa-

tar in the arena of this international organ will be

further strengthened.

How does your country envision ties with Qatar in the future?Japan and Qatar have enjoyed excellent relations

for many years, based on strong economic ties

centred on energy. However, now is the time to

diversify our relations to cover other areas beyond

the economy. I was much impressed by the impor-

tance that Qatar attaches to culture, education,

science and technology and sports. I find a lot of

possibility for cooperation in those areas, as now

Japan has become a ‘soft power’ giant.

2012 is the 40th anniversary of the establish-

ment of Qatar-Japan diplomatic relations, and

both sides agreed to celebrate the year in order

to further enhance mutual understanding and

friendship. The Embassy of Japan will organise

various Japanese cultural events in Doha. I am sure

that people in Qatar will enjoy the Japanese drum

performance, traditional kimono show, popular

theatre, photo exhibition, pop culture, and so on.

I would also like to support the Qatari side to intro-

duce the country to the Japanese people in Japan.

Events will not, however, be limited only to the

area of culture. There is huge potential for expanding

our relations in all areas including economy, diplo-

macy and defence, culture, education, science and

technology, sports, tourism, etc.

We will exert our efforts to make our relations

more diversified and broadened. The year 2012

will also be an occasion for us to express our grati-

tude to the people of Qatar for their warm and kind

support and assistance to Japan in the wake of the

March 11 disaster.

How many Japanese nationals live in Qatar?As of December 2011, the number of Japanese

nationals residing in Qatar is more than 1,200. Al-

though this number is relatively small compared to

other foreign nationalities, the number has drasti-

cally increased about seven times during the past

seven years.

* Source: Trade Statistics by Ministry of Finance

of Japan

94 innOvATiOn grOWTH105 BuSinESS grOuPS PuSH FOrWArD

pRIVatE sEctOR & dIVERsIfIcatIOn

qatar and the world social development tourism, retail & sportsoverview economy infrastructure ict

2011-2012


2011-2012

overview economy infrastructure ict qatar and the world social development tourism, retail & sportsprivate sector & diversification

QSTP

“The use of RASAD is expected to be highly beneficial to both the population and health authorities since it is a significant step towards personalised medicine. This is a key step for the QSTP to showcase how technology development created within Qatar can prove to have international presence and support,” Dr Tidu Maini, Chairman, QSTP Executive.

Q atar Science & Technology Park (QSTP) is a hub for technology-

based global companies and an incubator for start-up enterprises.

QSTP functions by providing office and lab space to tenant com-

panies, in a complex of multi-user and single-user buildings, and

by providing professional services and support programmes to

those companies. Established in 2004 as a part of Qatar Foundation, the purpose

of the science park is to spur development of Qatar’s knowledge economy.

QSTP objective is to attract companies and entrepreneurs from around the

world, to develop and commercialise their technology in Qatar.

The first few members of QSTP are EADS, ExxonMobil, GE, Microsoft,

Shell and Total; who bring research and business together to encourage a

knowledge-driven society.

In September 2005, the Government of Qatar passed a law making the science

park a ‘free zone’, allowing foreign companies to set up a 100 percent owned en-

tity free from tax and duties. Tenants of QSTP are required to make technology

development their main activity but can also trade commercially.

QSTP technology in RomeThe Qatar Science and Technology Park (QSTP) and the Rome City Council have for-

mally announced an agreement that allows Rome to deploy QSTP’s RASAD technolo-

gy in its health facilities. RASAD is an ICT platform developed by the QSTP. It is powered

to enable remote monitoring of body movements. Rome City Council, Hospital San’t

Andrea and University La Sapienza have identified three projects to implement in

Rome and have started to define the protocols. Representatives from Aspetar would

discuss the protocols with the Rome medical-scientific team and define the timelines

and outcomes.

Dr Tidu Maini, Chairman, QSTP Executive said, “The use of RASAD is expected

to be highly beneficial to both the population and health authorities since it is a

significant step towards personalised medicine. This is a key step for the QSTP to

showcase how technology development created within Qatar can prove to have

international presence and support. We are especially proud to be affiliated with

Rome and have a role in serving its citizens.”

The study will focus on physical activity in both children and the elderly and

innovation growth


2011-2012


weigh the imposing cardiovascular risk

as a result of insufficient activity. Several

research protocols have been devised.

They include the relationship be-

tween physical activity, body mass in-

dex, lipids, blood pressure and cardiac

hypertrophy in childhood; quantifying

physical activity in patients with diabe-

tes after a period of dedicated training

period, and the outcome upon cardio-

vascular health workers following phys-

ical activity in an elderly population.

The analysis of the data collected will

be carried out by the University Rome

la Sapienza Faculty of Medicine and

Hospital Sant’ Andrea.

The outcome of these epidemiologi-

cal studies will help develop better con-

trol and prevention means against the

problems.

TENANTSAES International ConsultantsAES International Consultants is a pro-

fessional services firm focusing on the

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AES is proud to have attracted strong

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international network that provides

them the ability to assemble world-

class professional teams to address en-

vironmental challenges.

AES’ vision is to be a premier in-

ternational professional services pro-

vider of environmental strategies and

solutions.

At QSTP, AES will undertake applied

R&D work focusing on the develop-

ment of environmental models and

applications that are specific to the

country. It will provide training and edu-

cation in the environmental field as well

as professional consulting services to

both public and private entities, includ-

ing supporting QSTP activities.

AmuserThe company has a rich portfolio of mul-

timedia and multimodal solutions and a

dynamic and competent to advise and

accompany each customer in the de-

velopment of their business. opened in

June 2009, within the Qatar Science &

Technology Park, with the aim of devel-

oping innovative services and solutions

for the Middle East region.

BQDRIBarwa and Qatari Diar Research Institute

(BQDRI); a joint venture between BAR-

WA Knowledge (Subsidiary of BARWA

Real Estate) and Lusail Real Estate De-

velopment Company (Subsidiary of QA-

TARI DIAR Real Estate Investment Com-

pany); is a non-governmental research

organisation, located at QSTP, aiming to

promote energy and resource-efficient

building practices in Qatar and the Gulf

region. BQDRI provides direct and in-di-

rect support to the construction indus-

try to accelerate adoption, practice and

application of sustainable solutions and

technology within the building environ-

ment. BQDRI aims to attract and build

strong consortium and network of lo-

cal, regional and global research insti-

tutions, companies, governmental and

professional organisations that have

genuine interest and commitment to

support the strategic objectives of the

Research Institute.

In its quest to promote and imple-

ment sustainable environment con-

struction and practices, the Qatar Green

Building Council (QGBC) and BQDRI

signed a Memorandum of Understand-

ing (MoU) on December 8, 2010.

The agreement will establish mecha-

nisms enhancing knowledge on sus-

tainability through dissemination of

knowledge on sustainability in the built

environment, offer training workshops

and undertake research furthering the

sustainability in the built environment.

ChevronChevron Corporation is one of the

world’s leading integrated energy

companies, with subsidiaries that con-

duct business worldwide. At QSTP, it

opened Chevron’s Center for Sustain-

able Energy Efficiency (CSEE) in Chev-

ron Qatar Energy Technology offices.

The Chevron CSEE was established to

support Qatar’s strategy for sustainable

development. It has a visitor centre

with training and demonstration of en-

ergy-efficient lighting and photovoltaic

technologies. Chevron CSEE expects

to link with a solar research facility at

QSTP studying solar power and solar

airconditioning.

Through its subsidiary Chevron Qa-

tar Energy Technology Ltd, Chevron is

investing QR72.8 million ($20 million)

in its QSTP activities over five years. En-

ergy sustainability is vital to Qatar’s con-

tinued development, and it supports

the vision set forth by His Highness The

Emir of Qatar for how our country will

reach the year 2030.

Cisco Cisco is the world’s leading producer of

switches and routers – the plumbing of

the Internet – but it is also a key pro-

vider of other networking services. Its

QSTP presence is known as ‘Project IQ’.

Qatar Foundation is working with Cis-

co on the launch of the global project

aimed at building a platform compris-

ing business and collaboration applica-

tions that will allow people from Qatar

Foundation, Qatar, and across the globe

to work together on research, educa-

tion, health, and youth employment.

Cisco plans to invest about QR145.6

million ($40 million) in its centre at

QSTP over the next three years and has

been officially recognised as one of the

first global strategic technology provid-

ers for Qatar’s newly launched youth

Employment Initiative.

To enhance IT skills in Qatar, Cisco is

providing technical training and intern-

THE USE oF RASAD IS ExPECTED To BE HIGHLy

BENEFICIAL To BoTH THE PoPULATIoN AND HEALTH

AUTHoRITIES SINCE IT IS A SIGNIFICANT STEP

ToWARDS PERSoNALISED MEDICINE. THIS IS A

KEy STEP FoR THE QSTP To SHoWCASE

HoW TECHNoLoGy DEVELoPMENT CREATED

WITHIN QATAR.


2011-2012


ship opportunities to local universities,

partners, and customers. Cisco aims to

further address the needs of entrepre-

neurs and small-to-medium business

owners at its Entrepreneur Institute.

Working with local organisations, the

programme will develop or license edu-

cational content for entrepreneurs to

enable sustainable business growth.

ConocoPhillipsConocoPhillips has undertaken its own

project at QSTP - a Water Sustainabil-

ity Centre which is examining ways of

treating and using by-product water

from oil production and refining opera-

tions, as well as other projects relating

to industrial and municipal water sus-

tainability.

When companies produce oil and

gas, water is often produced at the

same time - roughly three barrels of wa-

ter for every barrel of oil. Without costly

treatment, impurities usually make the

by-product water unusable.

ConocoPhillips aims to develop

more efficient and cost-effective treat-

ment technologies at its Qatar Water

Sustainability Centre. ConocoPhillips

is investing QR91 million ($25 million)

in the centre over its first five to seven

years. It is the company’s worldwide

base for water technologies, dissemi-

nating findings to the company’s global

operations as well as to local govern-

ment and industry.

deltaDOT QSTPdeltaDoT QSTP LLC (dDQ) is a global

leader in Label Free Intrinsic Imaging,

a novel and very powerful technol-

ogy used in separating, analysing and

quantifying a wide range of biological

and chemical entities. dDQ are work-

ing with local biomedical teams in areas

including cancer, diabetes and general

molecular biology in seeking solutions

to these problems.

EADS EADS QCC delivers training and cer-

tification programmes for non-de-

structive testing technologies, and

internationally-accredited training

courses in aircraft maintenance. It

also focuses on research and develop-

ment programmes in cooperation with

universities in Qatar.

EADS QCC includes 1,000 square

metres of laboratories, training rooms,

and offices, including a radiography

room and a magnetic test bench capa-

ble of inspecting pieces up to 500 kg.

Engineering SolutionsEngineering Solutions a start-up com-

mitted to develop products mainly

for the oil and gas industry. Initial de-

velopment focuses on wireless com-

munications systems and solar cooled

equipment housings.

ExxonMobil ExxonMobil Research Qatar (EMRQ)

announced in 2010 that it would be

extending its commitment to the Qatar

Science & Technology Park with a total

investment of more than QR218 million

through 2014, including support for

two new research programmes.

The first new programme is EMRQ’s

Water Reuse research programme,

which will investigate water treating

technology and will initially focus on

the identification and selection of na-

tive plant life that can naturally clean

water produced from oil and gas wells.

The second new research programme,

the Qatar Center for Coastal Research,

will study Qatari coastal geology to help

improve understanding of the continu-

ity and quality of ancient carbonate res-

ervoir rocks found in Middle Eastern oil

and gas fields.

There have been a number of high-

lights of the first year of operation,

including installation and progress of

a world-class facility for developing

advanced three-dimensional visualisa-

tion training technology for LNG safety

training and other applications.

EMRQ presented to the Ministry of

Environment a significant environ-

mental research report on coastal

water quality near Ras Laffan In-

dustrial City, and conducted envi-

ronmental studies of Qatar’s coral

and sea grass.

EMRQ partnered with Qatar Univer-

sity’s Environmental Studies Cen-

ter to survey the northern Qatari

coastal and marine regions.

The research and development

facility advanced remote gas

detection research that seeks

CoNoCoPHILLIPS IS INVESTING $25

MILLIoN IN THE CENTRE oVER ITS FIRST FIVE To SEVEN yEARS. IT IS THE CoMPANy’S

WoRLDWIDE BASE FoR WATER TECHNoLoGIES,

DISSEMINATING FINDINGS To THE CoMPANy’S

GLoBAL oPERATIoNS AS WELL AS To LoCAL

GoVERNMENT AND INDUSTRy.

Cisco plans to invest about $40 million in its centre in QSTP.

2011-2012


to automatically scan for and

identify hydrocarbon emissions in

LNG production and transporta-

tion facilities.

EMRQ also continued active in-

volvement in high school and col-

lege educational communities.

Fuego Digital MediaFuego Digital Media is a ‘software on de-

mand’ company focused on building a

Qatar-based enterprise to provide sim-

ple Web-based business applications in

Arabic, English and French to the 5.3M

small – and medium-size enterprises

across the 22 countries of the MENA

region. Fuego is QSTP’s first recipient of

a Proof of Concept Fund grant to adapt

core software technology from Fuego’s

sister company in Canada to the re-

quirements of MENA users.

General ElectricGeneral Electric is investing QR182

million ($50 million) over a five-year

period in the GE Technology and Learn-

ing Centre at QSTP. Several GE divisions

are participating, including customers

of GE’s aviation and energy business-

es in the Middle East, Africa, Europe,

and Asia.

GE’s Global Research Centre, its oil

and gas division, and its water division

will all undertake research and develop-

ment of technologies applicable to local

industry. They are fully aware that Qatar’s

need for new technologies is growing as

quickly as its economy, with investment

in the energy sector alone forecast at

QR255 billion ($70 billion) over the next

five years.

The company’s energy unit provides

training for regional employees and

customers in plant asset management,

condition monitoring, equipment oper-

ation and maintenance, and leadership

development. The energy unit con-

ducts courses in fully equipped labs,

simulating a refinery or power-plant

control room, or in product demonstra-

tion stations.

The aviation unit is helping provide

education and training in jet engine

maintenance. Aircraft fleets powered

by GE jet engines in the Middle East

are creating new opportunities for air-

line flight-line and maintenance crews.

The engine training focuses on overall

familiarisation, line maintenance, in-

spection, troubleshooting, diagnostics,

and fleet management. The centre also

provides technical and mechanical ser-

vices to airline customers through GE’s

on-Wing Support programme.

GE’s Global Research Centre is sup-

porting applied research to enhance

Qatari technology and economic goals.

Among the areas of research are water,

emissions, and oil and gas infrastruc-

ture.

GE’s oil and gas business is also pro-

viding a team of engineers to work pri-

marily on new product initiatives and

development. They are focusing on

turbo-machinery technologies nec-

essary for efficient and environmen-

tally friendly use of oil and natural gas

reserves.

GreenGulfChevron Qatar Energy Technology

QSTP-B, an affiliate of Chevron Cor-

poration, and GreenGulf Inc. QSTP-B

(GreenGulf), a Qatar-based renewable

energy and clean technology com-

pany, today announced the signing of

a memorandum of understanding for

a joint study to test solar energy tech-

nologies and their application in Qatar.

The research will be performed at Qa-

tar Science & Technology Park (QSTP).

The project will collect and evaluate

the data provided by technologies to

be located at a 35,000 sqm solar test

site at QSTP. The project will also study

the performance of different photovol-

taic and solar thermal technologies.

The project supports QSTP’s strate-

gy for assisting in the development of a

national solar energy industry in Qatar.

Solar technologies vary in their sensi-

tivity to dust and heat and use different

amounts of land and water, which can

reflect their relative costs. Measure-

ments obtained over a period of years

under Qatar climate conditions are

expected to help local planners evalu-

ate, select and install technologies best

suited to local conditions.

Under the memorandum of un-

derstanding Chevron and GreenGulf

will each invest up to QR36.4 million

($10 million) in the study programme,

with Chevron’s investment part of

an initial QR72.8 million ($20 mil-

lion) commitment to QSTP. Technol-

ogy tests are expected to commence

in late 2010 and continue for two

to four years.

Gulf Bridge InternationalGulf Bridge International (GBI), owned

by strategic GCC investors is dedicated

to connecting the Gulf nations to one

another and the rest of the world, using

the latest fibre optic technologies. GBI’s

significant network capacity combined

with IT systems and applications will

facilitate a collaborative environment

which promotes social and economic

growth, ensuring that GCC countries

have the connectivity to be an active

participant in global conversations.

HydroHydro is an integrated aluminium and

energy company, serving the global

market with aluminium and alumini-

um products. The Hydro Technology

Centre of Qatar at QSTP will establish

R&D programmes in close cooperation

with local universities and industries

for development of competence and

technologies within operational health

care, energy saving, environment and

inter-cultural management.

iHorizonsiHorizons is a Qatari software company,

with offices throughout the region,

specializing in the development of e-

business applications and software so-

CHEVRoN AND GREENGULF WILL EACH INVEST UP To $10 MILLIoN IN THE STUDy PRoGRAMME, WITH CHEVRoN’S INVESTMENT PART oF AN INITIAL $20 MILLIoN CoMMITMENT To QSTP. TECHNoLoGy TESTS ARE ExPECTED To CoMMENCE IN LATE 2010 AND CoNTINUE FoR TWo To FoUR yEARS.


2011-2012


lutions. It is establishing a research and

development subsidiary at QSTP that

will engineer applications in new mar-

kets such as Arabic language technolo-

gies, wireless services, bioinformatics

and corporate knowledge tools. iHori-

zons is also pursuing joint projects with

the computer science department of

Carnegie Mellon Qatar and various

QSTP members.

Institut de SoudureInstitut de Soudure, the French national

welding institute, has established a cen-

tre of excellence in welding technology

at QSTP. The centre is undertaking re-

search, training and expert services to

help safely build the region’s many fu-

ture oil and gas projects, where welding

and metallurgy can account for more

than half the project cost.

Institut de Soudure, which celebrat-

ed its centenary in 2005, has been

active in Qatar since 2003, oversee-

ing welding on the 370 km Dolphin

pipeline from Qatar to the United Arab

Emirates. With another QR484 billion

($133 billion) of projects planned in

Qatar over the next five years, the insti-

tute decided to move its international

headquarters for oil and gas related

research there.

Institut de Soudure is investing

around QR54.6 million ($15 million)

over the first five years in its QSTP facil-

ity, manned by a staff of 30. The cen-

tre is developing and commercialising

next-generation testing technologies

such as ‘time of flight diffraction’, a

safer alternative to radiography which

has never been used in the oil and

gas sector.

Its worldwide staff of 500 scientists

and engineers will also train welders

and non-destructive testing inspec-

tors, provide professional services to

industry, and contribute to the devel-

opment of national welding standards

in the Gulf.

Maersk Oil Research & Technology Centre

As part of the strategy to renew its

focus on Qatar, Maersk oil, a Danish

oil and gas company, aims to invest

over QR364 million ($100 million) in

the next 10 years to develop a world-

class research centre at QSTP in Doha.

Maersk oil planned to develop the

QSTP centre as the prime R&D body

for the company as well as the en-

ergy industry. The company is work-

ing closely with universities and other

institutions to build a highly skilled

workforce in Qatar. Qatari nationals

accounted for around 24 percent of

the company’s workforce in Qatar, half

of them employed in the technical

section.

Acknowledging that there is a scar-

city of good-technical hands in the

energy industry, particularly in the field

of oil and gas exploration, the company

is confident that its initiatives in educa-

tion, research and development would

certainly help meet the shortages.

The Maersk oil, owned by AP Moller-

Maersk Group, has been operating Al

Shaheen oil reservoir in partnership

with Qatar Petroleum for the last 20

years. It has invested over QR29.12

billion ($8 billion) in the field.

MEEZAMEEZA, a Qatar Foundation joint ven-

ture, has established a base at QSTP

to deliver a wide range of IT services

and solutions to clients, from creat-

ing and managing IT infrastructure to

providing full business and technology

INSTITUT DE SoUDURE IS INVESTING ARoUND

$15 MILLIoN oVER THE FIRST FIVE yEARS IN

ITS QSTP FACILITy. THE CENTRE IS DEVELoPING AND CoMMERCIALISING

NExT-GENERATIoN TESTING TECHNoLoGIES

SUCH AS ‘TIME oF FLIGHT DIFFRACTIoN’, A SAFER ALTERNATIVE To

RADIoGRAPHy WHICH HAS NEVER BEEN USED IN THE oIL AND GAS SECToR.

Maersk Oil aims to invest over $100 million in the next 10 years to develop its centre in QSTP.


2011-2012


consulting. M-VAULT 1, MEEZA’s Tier III

Data Centre is located at a highly se-

cure location within QSTP and delivers

99.98 percent availability, the highest

levels of availability offered from any

commercial data centre in Qatar.

MEEZA is seeking to accelerate

competition in the IT sector and to sup-

port the development of a knowledge-

based economy through the provision

of world-class Managed IT services and

solutions to the market.

MicrosoftMicrosoft is the worldwide leader in

software, services and Internet tech-

nologies for personal and business

computing. Its projects at QSTP revolve

around research & development and

technical training. Microsoft will dedi-

cate its R&D efforts to the implemen-

tation of E-Health and E-Learning in

Qatar and the region.

Training includes the Microsoft IT

Academy and other projects that em-

power the local community with the

knowledge and the skills for using

technology.

QNEXUSQNExUS is a technology services and

solutions provider for the energy in-

dustry in Qatar enabling operations

in real-time. QNExUS QSTP-LLC is

developing and commercialising con-

nectivity solutions, network technol-

ogy, industry software applications, and

management systems that truly enable

real-time, integrated, ‘E-Field’ opera-

tions for oil & Gas companies in Qatar

and the Gulf region.

Qatar PetroleumQatar Petroleum (QP) is Qatar’s national

oil and gas corporation. The Qatar Pe-

troleum Research & Technology Cen-

tre at QSTP will define and participate

in collaborative research projects that

contribute to QP’s operational perfor-

mance. It will initially address upstream

oil and gas operations, carbonate res-

ervoir research and the environment.

Qatar Robotic Surgery CentreThe Qatar Robotic Surgery Centre is

a training, demonstration and tech-

nology-development facility for state-

of-the-art medical robots. A QSTP

initiative in collaboration with Imperial

College London, the centre will com-

prise three Da Vinci-brand medical

robots, a simulation operating theatre

and a ‘tele-mentoring’ suite. It opened

in the second half of 2009.

Qatar University Wireless Innovation CentreThe Qatar University Wireless Innova-

tion Centre (QUWIC) at QSTP is dedi-

cated to applied research, technology

development, consulting services and

education in wireless systems and ap-

plications. A key goal is to develop new

wireless applications for specific Qatar

industries such as oil and gas, health-

care, security, and transportation. QU-

WIC will be an enabling platform for

wireless and telecom innovations in

Qatar and the region. The centre is run

by Qatar University and opened in the

first half of 2009.

Rolls-RoyceRolls-Royce, which operates in the glob-

al markets for civil aerospace, defence

aerospace, marine and energy, is sup-

plying aero engines for Qatar Airways’

THE QATAR RoBoTIC SURGERy CENTRE IS A

TRAINING, DEMoNSTRATIoN

AND TECHNoLoGy-DEVELoPMENT FACILITy FoR STATE-oF-THE-ART

MEDICAL RoBoTS.

Shell is working on developing new technologies to increase production from oil and gas fields.


2011-2012


fleet of A340 aircraft and industrial

engines for the Dolphin Project, piping

natural gas from Qatar to the United

Arab Emirates.

Rolls-Royce will design testing and

maintenance facilities in QSTP for new

marine and aeronautical applications

for its highly successful series of Trent

gas turbine engines.

ShellShell, meanwhile, in 2008 opened its

new QSTP facility. The Shell unit accom-

modates a team of 28 top engineers

and scientists that are working on gas

to liquids (GTL) and upstream technol-

ogies. Shell’s GTL R&D programme is

based on the company’s experience in

this field, with current focus on catalyst

testing, product development, and GTL

by-product research including water

and sulphur management.

Shell activities at QSTP currently con-

centrate on developing and utilising

technology for sophisticated model-

ling of carbonate reservoirs to enhance

the utilisation of oil and natural gas

resources. In addition Shell is working

on developing and implementing new

technologies to enhance production

from oil and gas fields.

TataTCE Consulting Engineers Ltd, a wholly-

owned subsidiary of Tata Sons Ltd, is

a leader in comprehensive and inte-

grated engineering services. Through

its centre TCE QSTP-LLC, it will carry

out major applied research and devel-

opment related to energy, water, mate-

rial science, development of new soft-

wares, modelling activities, selection

and scale up of lab scale research work

related to nanotechnology, technical

consulting, etc.

TotalTotal is the world’s fourth-largest oil and

gas company and a world-class chemi-

cals manufacturer. The Total Research

Centre-Qatar will undertake R&D ac-

tivities in five areas: multiphase oil and

gas production, carbonate reservoir

modelling, acid gas management, poly-

mer production, and air-quality man-

agement. Total will also provide train-

ing and technical assistance services

from QSTP.

TRLTransport Research Laboratory is an

independent research and technology

development organisation specialis-

ing in the transport and infrastructure

sectors. Its centre at QSTP will develop

innovative road transport processes

and technologies to help realise Qa-

tar’s vision of economic growth. In the

long term, TRL aims to collaborate with

Qatar’s universities and other science-

based transport and infrastructure

companies to develop technologies

through research and proof-of-concept

studies.

VHBVirgin Health Bank QSTP is a cord

blood stem cell collection, processing

and storage business which initially

launched in the UK in early 2007. Its

mission is to provide the highest quality

service in making stem cells available for

use in today’s therapies for diseases like

leukaemia and thalassaemia and also to

ensure they’re available to take advan-

tage of developments in regenerative

medicine in the future. From its base

in QSTP VHB will develop operations in

both the Middle East and Europe.

Williams F1Williams F1 is one of the world’s lead-

ing racing teams having won 16 FIA

Formula one World Championship titles

and pioneered many technological

innovations in the past 30 years. The

Williams Technology Centre, Qatar at

QSTP will develop and commercialise

technologies that have their origins in

Formula one. Initially this will focus on

two R&D projects: the development of a

large composite electromechanical fly-

wheel energy storage system for mass

transportation and electric power stabi-

lisation; and the application of Williams

F1’s simulator know-how to develop

solutions for motorsport, road cars and

emergency services

THE ToTAL RESEARCH CENTRE-QATAR WILL

UNDERTAKE R&D ACTIVITIES IN FIVE

AREAS: MULTIPHASE oIL AND GAS PRoDUCTIoN, CARBoNATE RESERVoIR

MoDELLING, ACID GAS MANAGEMENT, PoLyMER

PRoDUCTIoN, AND AIR-QUALITy MANAGEMENT.

The Williams Technology Centre, Qatar at QSTP will develop and commercialise technologies that have their origins in Formula One.

2011-2012


“QCCI is an active supporter for small and medium enterprises (SME) in Qatar adopting the vision that SME would play an important role in improving competitiveness nationally and internationally. This support was an essential factor in selecting Doha to host the 8th conference of the International Chamber of Commerce in April 2013”

The Qatar Chamber of Commerce and Industry (QCCI) recently com-

pleted 40 years of existence, and has released a book that documents

its excellence and achievements over four decades.

“The idea of this book springs from the belief of the Chamber in the

great achievements of Qatar over the past years,” said Sheikh Khalifa

bin Jassim bin Mohamed Al Thani, Chairman of QCCI.

He said that the book contributes in recording and documenting the process of

comprehensive and continuous development in Qatar in the past 40 years, adding

that since the Emir, HH Sheikh Hamad bin Khalifa Al-Thani came to power, a great

leap has been witnessed in all socio-economic aspects of the lives of the Qataris.

He said that Qatar is now appreciated by the whole world for its effective role in

achieving peace, stability and welfare in the world.

“The political leadership realised that human capital is the basis and target

of any development. Consequently, Qatar has made great efforts to invest in the

health and education sectors to promote the living standards of its citizens.”

He said that in 1972, education budget did not exceed QR68 million targeting

mainly basic education, but in 2010-2011budget, it amounts to QR19.3 billion. The

health budget of 1975 was also around QR67 million, but the 2010-2011 budget

reached QR8.6 billion, which is 0.7 percent of the general budget of the State. The

private sector was also encouraged to invest in this sector.

He pointed out that women achieved remarkable status employing their poten-

tialities in posting national development. Economically, Qatar became one of the

most important countries in attracting foreign investments, he said, adding that he

expected the rate of Qatari economic growth would exceed 9 percent in the com-

ing years. QCCI CEo Remy Rowhani said that through the efforts of Sheikh Khalifa

bin Jassim bin Mohamed Al Thani, the Chamber transcended national borders to

become internationally active without undermining its duties in the local Qatari

business community.

buSineSS grouPS PuSh Forward

QCCI


2011-2012


He said that the QCCI is an active

supporter for small and medium en-

terprises (SME) in Qatar adopting the

vision that SME would play an impor-

tant role in improving competitiveness

nationally and internationally.

According to him, this support was

an essential factor in selecting Doha to

host the 8th conference of the Interna-

tional Chamber of Commerce in April

2013. “This would give local companies

a chance to communicate with their in-

ternational counterparts taking part in

the conference.”

Qatari Businessmen AssociationQatari Businessmen Association (QBA)

plays a vital role in the formulation of

several activities and services to benefit

the local business community, work-

ing in harmony to achieve economic

prosperity in Qatar and project the eco-

nomic status internationally.

QBA is set to play a greater role in

nation-building as the country gears up

for rapid expansion on the back of its

huge natural resources, well-structured

policies and stability.

As part of its new initiative, QBA has

decided to set up an executive com-

mittee under its board of directors to

provide technical advice during the

association’s parleys with high-level

delegations visiting Qatar. Each mem-

ber company in QBA will be asked to

nominate a senior executive to the

proposed committee which will provide

key inputs to the board of directors on

economic and business trends of re-

gional and global importance. Qatar’s

private sector, he said, would have ‘tre-

mendous growth opportunities’ with

the preparations for staging FIFA 2022

getting underway in the country.

Qatari Businesswomen AssociationQatari women have been able to effec-

tively get engaged in social and politi-

cal activities and have proved capable

of positively contributing to all aspects

of life. Keeping this in mind, HH Sheikha

Moza, has motivated Qatari women to

get involved in business and economic

aspects of society. Thus the emer-

gence of Qatari Businesswomen Forum

(QBWF), a pilot organisation for eco-

nomic action, has been initiated. This

initiative has attracted the support of

all business functionaries to help estab-

lish a forum that will pave the way for

businesswomen contribution to Qatar’s

economic development.

A recent study conducted by the

Emirates University has unveiled that

some 13,000 Qatari businesswomen

have a combined wealth estimated at

around QR21.8 billion ($6 billion). The

research indicates the growing levels of

women’s participation in the country’s

economy and business sectors. Accord-

ing to figures from the Qatar Chamber

of Commerce and Industry (QCCI),

there are currently 346 small and me-

dium businesses in Qatar managed

completely by women. Qatari women

own 40 percent share in the local in-

dustrial sector, according to a member

of the Qatari Businesswomen Associa-

tion. QBWF also held the Second Qatar

International Business Women Forum.

HE Deputy Prime Minister and Chief

of the Emiri Diwan Abdullah bin Hamad

Al Attiyah opened the second edition

of the Forum and to the gathering

comprising over 600 leading business

women he said Qatar was among the

few Arab countries to empower and

evolve the role of Qatari business-

women in contributing towards the

country’s economic, cultural and social

development, thanks to the vision and

wise leadership of HH the Emir Sheikh

Hamad bin Khalifa Al Thani and HH

Sheikha Moza bint Nasser. Among the

achievements of the QBWF is also the

Corporate Ambassadors Programme

which addressed the SME’s in its first

version and recommended developing

a special programme to support small

and medium enterprises by upgrading

the skills of SME’s owners and linking

them with senior officials and execu-

tives at major companies in Qatar and

the region.

THE QATAR INTERNATIoNAL

BUSINESSWoMEN FoRUM WHICH WAS IN MAy

2011, WHICH WITNESSED EVEN STRoNGER

PARTICIPATIoN IN ITS SECoND VERSIoN AFTER

IT SUCCEEDED LAST yEAR IN INTRoDUCING THE

WoRLD To THE QATARI WoMEN ECoNoMIC AND PRACTICAL STRENGTHS.

sheIkh faIsal BuYs w lOndOn Qatar group Al Faisal Holding Company has bought the W London Leicester Square for close to QR1138 million (£200 million).

Contracts were exchanged with Northern Irish developer McAleer & Rusheto and Al Faisal group subsidiary, Al Rayan Tourism & Investment Company (ARTIC).

ARTIC is engaged in real estate development, acquisition and leasing with a primary focus on the hospitality sector and hospitality-related services in Qatar and overseas.

The acquisition of the W in London brings its current hotel portfolio to 11 properties located across Qatar, Egypt and London, comprising seven fully operational hotels and four under development.

In addition to the hotel, the 10-storey building houses some of the most exclusive branded apartment schemes in London, featuring 11 luxury duplex branded W Residencies.

HE Sheikh Faisal Bin Qassim Al-Thani, Chairman of Al Faisal Holding Com-pany, said the principal reasons for the purchase were its “one-of-a-kind” architectural quality, attractive setting and strength of the Starwood brand.

The Starwood-operated 192-room hotel, which opened to the public in February, lies on the corner of the famous London square.

109 nurTuring FAmiLy AnD SOCiAL vALuES119 A KnOWLEDgE-BASED ECOnOmy128 ExPAnDing HEALTHCArE SySTEmS

sOcIal dEVElOpmEnt

2011-2012

overview economy infrastructure ict qatar and the world tourism, retail & sportsprivate sector & diversification social development

Qatar seeks to build a safe, secure and stable society based on effective institutions. The country promotes tolerance, benevolence, constructive dialogue and openness toward other cultures in the context of its Arab and Islamic identity.

Q atar aspires to advance and develop the social dimensions of its

society by nurturing Qatari citizens capable of dealing effective-

ly and flexibly with the requirements of the age they live in, and

by preserving a strong and coherent family that enjoys support,

care and social protection. on April 30, 2010, the Qatar Statistics

Authority estimated the total population of Qatar as being 1,670,389 individuals,

distributed among 1,270,968 males and 399,421 females. Women must assume

a significant role in all spheres of life, especially through participating in economic

and political decision-making. As of 2010, the gross enrolment in education stands

at 397.3, where 392.8 is male students and 402.1 are women.

Qatar seeks to provide its citizens with their basic needs and guarantee them

equal opportunities.

Qatar will also enhance its important and constructive regional role, especially

within the framework of the Gulf Cooperation Council, the Arab League and the

organisation of the Islamic Conference.

As a responsible member of the international community, Qatar will

contribute to attaining international security and peace and will fulfil its

international commitments.

Culture and heritageQatar’s culture and heritage have formed the bedrock of its modern society. Its

social warmth provides the foundation for the country’s bottomless hospitality, and

its music and handicrafts are the inspiration of modern artists and artisans.

The government has embarked on a multifaceted approach to preserving the

culture and heritage of the country.

The bustle and vitality of the old souqs has been recreated in Souq Waqif amidst

nurturing Family and Social valueS

qatar and the world tourism, retail & sportsprivate sector & diversificationoverview economy infrastructure ict

2011-2012

social development

buildings featuring traditional archi-

tecture. There you will find handicrafts

on display as well as traditional foods,

fabrics and art. young Qataris are being

encouraged to set up businesses pro-

moting old crafts and traditions.

Qatar Foundation (QF), chaired by HH

Sheikha Moza bint Nasser, promotes

cultural richness and preservation of

the country’s heritage. Libraries and

magnificent collections of Arabic writ-

ings, calligraphy and art, are all being

made available for research and pub-

lic appreciation through QF, the Qatar

Museums Authority and the National

Council for Culture, Arts and Heritage.

Local markets:Souq WaqifLocated behind the Corniche, Souq

Waqif is a showpiece of traditional ar-

chitecture, handicrafts and folk art, and

was once a weekend trading area for

the Bedouin.

Meaning "standing market" in Arabic,

the Souq evokes the feeling of ancient

Arab heritage and community. Begin-

ning in 2004, the Souq was renovated

according to traditional Qatari archi-

tectural techniques, using authentic

materials.

The only traditional souq to re-

main in the Gulf, it’s now a charm-

ing labyrinth of narrow streets where

visitors can bargain and purchase an

amazingly diverse range of products

including spices, dried fruit, nuts, per-

fumes, local honey, clothing, oud, in-

cense, pots, tools and garden equip-

ment, as well as Bedouin weaving,

gypsum handicrafts, model dhows,

wooden brass-studded bridal chests,

pictures of "old Doha", and paintings by

Qatari artists.

A visit to one of the falcon shops is

a unique experience – some shop-

keepers will allow you to photograph

and handle the birds while explaining

equipment and training.

Souq Waqif is one of the liveliest

places in Doha, boasting an increasing

number of restaurants where you can

taste traditional Qatari food and various

specialties from the Middle East.

IllIteracY levelsComprehensive educational plans for literacy and the spread of compulso-ry education resulted in a significant reduction in the illiteracy rate in 2010 to 3.7 percent. Specifically, the illiteracy rate for the 15-24 year old age group declined for both sexes, to 1.7 percent for females and 3.7 percent for males. A greater proportion of men (81.4 percent) than women (18.6 percent) enrolled in adult education centres.

levels Of educatIOn There were 194,000 students in 2009/2010. In 2009/2010 the gross enrol-ment rate in primary and secondary levels of education was 100.5 percent, 98.4 percent for males and 102.8 percent for females.

unIversItIes and cOlleGes In the last few years, a remarkable development in higher education was achieved through the setting up of several international universities offering many specialisations in different fields. This led to an increase in the number of students at universities. In 2010, there were 14,000 students, account-ing for 7.2 percent of total enrolment in all educational levels. The annual growth rate went up during 2009 and 2010, reaching 6 percent. In 2010 Qatari female students made up 55.2 percent of total female enrolments at private universities within the State, while Qatari male students represented 61.9 percent of total male enrolments.

Female students tended to complete their bachelors’ degrees, unlike male students who often entered the labour force right after high school. In 2010 female students constituted 63.0 percent of total students enrolled at universities within the State; this is reflected in the percentage of female graduates as they amounted to 62.3 percent of total graduates.

persons attending night schools and Illiteracyeradication center

1998 2000 2002 2004 2006 2008 2010

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500

0

males

no.

females

QATAR FoUNDATIoN (QF), CHAIRED By HH SHEIKHA MoZA BINT NASSER, PRoMoTES

CULTURAL RICHNESS AND PRESERVATIoN oF THE CoUNTRy’S HERITAGE.

(All fi

gure

s and

gra

phs f

rom

QSA

)

2011-2012


There are several traditional cafes

and restaurants which open until late

(some 24 hours). Sample local delica-

cies or try the traditional shisha or wa-

ter pipe, often referred to as "hubble-

bubble" because of the noise it makes.

There are regular displays of folk dance

and music, particularly on festive

occasions.

Gold SouqSituated behind the Alfardan Centre

off Grand Hamad St, is the Gold Souq,

a must-see even if you have no inten-

tion of splurging. Here you will find an

abundance of imported and locally

crafted gold and silver jewellery, sold

with or without diamonds, pearls or

precious and semi-precious stones set

into them.

Most of the items crammed tightly

in the display cases are made of 18 or

22-carat gold. The chunky bangles that

sport intricate engravings are "Gulf-

style" while Indian-style jewellery car-

ries more complex designs, including

filigree work. European designs tend

to be more delicate. Haggle away safe

in the knowledge that all gold jewellery

sold in Qatar is stamped with a govern-

ment guarantee of purity. Engraving in

either Roman letters or Arabic script

can be done on the spot in 15 minutes.

Much of the gold (all checked and

stamped by the Assay office in Qatar)

has been beautifully handcrafted by

second and third-generation skilled

craftsmen, many of whom will make

up a unique piece of jewellery as well

as do re-sizes or repairs. one popular

‘souvenir’ is a necklace made with the

recipient’s name in Arabic, cut from

gold sheet and centred on a gold chain.

Examples of the heavy but intricate

bridal sets given to Qatari girls by their

husbands-to-be are also on display;

a mass of gold that in the rest of the

world would be out of public gaze.

Omani SouqAromas, colours and sights abound

at the small omani Souq, situated be-

hind the Central Market. The tangy,

salty smell of dried fish combines with

the sweet fragrance of ripe dates, the

heady scent of oud (agarwood) and

frankincense, creating a unique senso-

ry experience for the visitor. The omani

market remains a reminder of the olden

days, with small huddled stalls under a

huge roof of corrugated iron.

Although small in area, the omani

souq offers a large variety of merchan-

dise, including spices, nuts, perfumes,

pottery, plants, camel sticks and in-

THE oMANI SoUQ oFFERS A LARGE VARIETy oF MERCHANDISE, INCLUDING SPICES, NUTS, PERFUMES, PoTTERy, PLANTS, CAMEL STICKS AND INCENSE BURNERS.

Souq Waqif is a popular tourist spot in Doha.


2011-2012

social development

cense burners. It is even possible to

buy date pollen so that those with only

female trees can ensure a good crop!

you will also find the pyramid-shaped

wooden frames traditionally used to air

ironed clothes over an incense burner

to impregnate them with perfume.

MuseumsThe vision of the Qatar Museums Au-

thority is to be a global leader in the

world of museums, art and heritage.

It also looks to develop, promote and

sustain museums, art and heritage at

the highest global standards for com-

munity engagement, education and

enjoyment in Qatar and beyond by:

Developing and showcasing world

class collections in world-class

architecture.

Exploring, protecting and promot-

ing archaeological and heritage

sites.

Developing unique programmes

independently and in partnership.

Proposing national policies to build

a vibrant museum, art and heritage

sector.

Being at the forefront of research

and innovation.

Being a place for artists and cre-

ators to express themselves.

offering the best career opportuni-

ties to create leaders of tomorrow.

Engaging in cultural dialogue and

educational programmes that build

bridges between nations.

Fostering national pride and en-

gaging in cultural diplomacy on

behalf of the State and in trust for

the people of Qatar.

The Museum of Islamic Arts, the Na-

tional Museum of Qatar and Mathaf:

Arab Museum of Modern Art are con-

trolled by the Qatar Museums Author-

ity. It also owns various cultural and his-

torical artefacts such as coins, armours,

photographs and many other items.

Council for ArtsThe National Council for Culture, Arts

and Heritage was established in 1998

to sponsor national culture, arts and

heritage affairs, and specifically to seek

to attain the following objectives:

Develop and enrich cultural gains

and intellectual products.

Provide a suitable atmosphere in

which artistic and literary produc-

tions can develop and diversify.

Protect national heritage, high-

light its peculiarity and encourage

research.

Encourage, develop and spread

fine arts.

Preserve the national legacy of

heritage and archaeology.

Survey prevailing cultural, artistic

and literary conditions as well as

conditions related to heritage, and

collect data on the efforts of vari-

ous bodies in their individual fields

of interest and specialty.

Prepare the studies required to

the upgrade cultural, artistic and

literary production and preserve

national heritage.

Issue directories, dictionaries, in-

dexes and other published works,

compile documents and contrib-

ute for publishing worthy origi-

nal and translated works of the

intellect.

Participate in cultural and artis-

tic exhibitions, conferences and

festivals, locally, regionally and

internationally.

Designate quality standards for vari-

ous fields of intellectual production

in the country and decide material

support, awards and incentives in

relation to such production.

The administrative units under the

Council are: The Department of Culture

and Arts, the Qatar National Theatre,

Department of Public Libraries, The Na-

tional Library Project and Department

of Museums and Archaeology.

Family firstFamily and religion are the fundamental

units of Qatari society. They are the cor-

nerstones of a happy and healthy com-

munity – one which the government

aims to protect, cherish and promote.

The traditional family unit - consist-

ing of husband, wife and children - is

the basic building block of Qatari so-

ciety. As the population continues to

grow, the government is committed to

university students by sex

1998 2000 2002 2004 2006 2008 2010

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

no.

males

females

FAMILy AND RELIGIoN ARE THE FUNDAMENTAL UNITS

oF QATARI SoCIETy. THEy ARE THE CoRNERSToNES

oF A HAPPy AND HEALTHy CoMMUNITy

– oNE WHICH THE GoVERNMENT AIMS To

PRoTECT, CHERISH AND PRoMoTE.

(All figures and graphs from QSA)

2011-2012


keeping Qatar a family-oriented coun-

try with strong Islamic values and tradi-

tions. People are encouraged to incor-

porate the Five Pillars of Islam into their

daily lives.

Building a strong social protec-

tion network is a key priority in the

country’s national strategy. Assistance

programmes are in place to help in-

dividuals manage and overcome

economic and social risks, such as

unemployment, exclusion, sickness,

disability and old age.

The Supreme Council for Family Af-

fairs, established under the presidency

of HH Sheikha Moza bint Nasser, was

established as a supreme national au-

thority in charge of the affairs of the

Qatari family, a body that cares for the

family, examines its reality, diagnoses

its ills and needs and at the same time

fulfils its aspirations.

The Council’s mission is to uplift the

family and promote the role of its mem-

bers. The financial resources of the

Council are formed of the allocations

made by the State in the general bud-

get, in addition to the contributions of

various establishments and individuals

including grants, donations, legacies,

loans and returns of investments.

Family developmentThe Doha International Institute for

Family Studies and Development

(DIIFSD) was established in 2006, un-

der Qatar Foundation, to promote and

strengthen the family as the natural

and fundamental group unit of society.

Today DIIFSD provides a vital interdisci-

plinary research, policy and community

outreach resource in Qatar.

DIIFSD works closely with the Su-

preme Council for Family Affairs, the

Ministry of Foreign Affairs and key

educational institutions.

Together with an international net-

work of family specialists, DIIFSD de-

signs and implements a wide range of

family-friendly development plans, poli-

cies and programmes that are consis-

tent with the Doha Declaration.

DIIFSD puts family firmly at the heart

of society. The aim is to nurture, edu-

cate and help with family social devel-

opment needs in the region.

DIIFSD has three divisions, Fam-

ily Policy, Family Research and Imple-

mentation and Family outreach. It

has also created two cutting-edge

research tools:

FAMIS – The Global Family Matters

Information System - a unique on-

line library.

The Global Family Index – a centra-

lised electronic database on family

health and well-being.

Strengthening marital bondsThe government will strengthen

family cohesion within Qatari society

by developing a programme to focus

on solidifying the role of marriage and

family ties.

Marriage counselling and increas-

ing support to divorcees are part of

the agenda, as indicated by the Na-

tional Development Strategy (NDS)

2011-2016.

The document reveals that the

number of divorces per 1,000 married

Qataris increased from 17.4 in 1995

to 19.2 in 2009, especially among

younger couples.

The NDS targets to reduce the

number of Qatari couples seeking di-

vorce before consummation by 20

percent and after consummation by

40 percent.

Ensuring the continuity of cohesive

families and large households is crucial

to the national vision, since families are

the core of Qatari society and have a

moral and religious obligation to care

for their members.

The government will expand the

social safety net for those in need of

extra help, even as efforts are made to

reduce the number of Qatari couples

seeking divorce.

These efforts are also being support-

ed by Qatar’s 2009 population policy.

All Qatari couples will be required to

attend and complete a series of pre-

marriage counselling and education

programmes on the obligations of

marriage and importance of family

formation.

The programmes will act as a precon-

dition for the receipt of the marriage

fund that the government provides to

Qatari couples.

The premarital courses will also sup-

port efforts to increase couples’ aware-

ness of potential problems that the

married people face.

The services of the Family Counsel-

economically active population (15 Years and above) by nationality and sex

0 0.2 0.4 0.6 0.8Millions

1 1.2 1.4

2006

2001

2007

2008

2009

2011

Qatari MalesQatari Females

Non-Qatari MalesNon-Qatari Females

The NDS targets to reduce the number of Qatari couples seeking divorce before consummation by 20 percent and after consummation by 40 percent.



2011-2012

social development

ling Centre will be expanded through-

out Qatar to provide strategic interven-

tion in an attempt to reduce divorce

rates, while the government will aid the

establishment of private counselling

services. Efforts will also be made to ex-

pand the number of psychological and

counselling specialists in the area.

Social progress of familiesThe Social Development Center

seeks to develop the capacities of the

family and society members in the State

of Qatar through the provision of spe-

cialised programmes to foster and de-

velop these capacities, and to give the

opportunity to effectively participate in

society in order to build self-reliant and

self-sufficient stable families.

The Centre looks to achieve great

success in its service to humanity by:

Promoting the role of the family

in the society and maintaining its

social and economic cohesion and

stability.

Raising the economic level of

low-income families, empowering

them economically and providing

job opportunities through produc-

tion and development projects.

observing various social phenom-

ena, conducting related scientific

studies, submitting relevant pro-

posals, and trying to engage deci-

sion-makers in addressing them.

Preserving popular and traditional

heritage, reviving and developing

handicrafts.

Preparing community members to

cope with changes resulting from

globalisation.

The Centre has numerous services,

trainings and development courses,

awareness campaigns and research

programmes, amongst other initiatives.

Child-care and protectionQatar was represented at the World

Summit for Children in 1990, signed the

Convention on the Rights of the Child in

1993, and ratified it in 1995. Articles of

the Convention have been integrated

into national legislation. Since ratifica-

tion, the State of Qatar has committed

itself to improving the level of protec-

tion for children living under difficult

circumstances, as well as facilitating

access to information and services on

family planning in order to reduce early,

close, late and recurrent pregnancies.

The National Plan for Childhood

comprises a number of programmes

aiming at the effective use of com-

munication to raise awareness and

disseminate knowledge, trends and be-

haviours that enhance childcare, safety,

and development.

Many initiatives have been intro-

duced at governmental, non-govern-

mental and international levels – such

as UNESCo-affiliated schools, Al-Sh-

afallah Center for Children with Special

Needs, Qatar Center for Child’s Educa-

tion, Al Jazeera Children’s Channel, and

many others.

Uplifting WomenSince the assumption of power by

the current Emir of Qatar, HH Sheikh

Hamad bin Khalifa Al-Thani, the role of

ecOnOmIcallY actIve pOpulatIOn The economically active population has increased in size over the years; it increased about four-fold during the period 2001-2011. This development was remarkable over the past few years. The annual growth rate reached 1 percent during the period 2009-2011. Growth is attributed to the economic boom that the State has witnessed in recent years, due to the increase in government revenues and their impact on raising the value of GDP in all economic activities.

laBOur fOrce partIcIpatIOn rate This rate reached 86.7 percent in 2011. The labour force participation rate for all Qataris reached 48.7 percent of total manpower; while it reached 34.1 percent for Qatari females. The highest rate of participation in the labour force was that of the 25-29 year old age group, where it reached 93 percent.

laBOur fOrce BY sectOr The labour force was concentrated in the private sector (74.9 percent). As to other sectors, such as government corpo-rations and companies, as well as the mixed sector, they constituted 11.5 percent, and 3.1 percent of the labour force respectively. In terms of the composition of employment within sectors by nationality, figures show that non-Qataris employment constituted 99.3 percent of the labour force in the private sector, while Qatari employment made up 0.7 percent. Qataris comprised 44 percent of the labour force in government entities, whereas non-Qataris comprised 56 percent. In general, the distribution of Qatari labour force by sectors in 2011 shows that 86 percent of the Qataris work for government departments (66.1 percent of them male and 33.9 percent female), while the mixed sector, govern-ment corporations and companies are formed by 73.4 percent Qatari males and 26.6% Qatari females. Finally the private sector employs 62.9 percent Qatari males and 37.1 percent Qatari females.

THE NATIoNAL PLAN FoR CHILDHooD

CoMPRISES A NUMBER oF PRoGRAMMES AIMING

AT THE EFFECTIVE USE oF CoMMUNICATIoN

To RAISE AWARENESS AND DISSEMINATE

KNoWLEDGE, TRENDS AND BEHAVIoURS

THAT ENHANCE CHILDCARE, SAFETy, AND

DEVELoPMENT.

2011-2012


women in Qatar has been supported

and encouraged in all aspects of public

and private life.

The constitution gives all Qatari

citizens equal rights to education and

employment and also the right to

drive. Women have traditionally had a

smaller share in inherited property as

compared to their male relatives, but

this is also undergoing change with the

reform of inheritance laws.

As the country continues to grow

and develop, women and women’s is-

sues are a key factor in this forward

movement. At most educational insti-

tutions in the country, and at all age

levels, there are more female students

enrolled in schools than males, making

Qatar one of the most progressive Gulf

countries for the education of women.

Women play a large role in public life,

and working women in Qatar serve in

a variety of high positions in both the

government and private sector. There

are female Qatari pilots and female

Qatari presidents and CEos of organi-

sations, confirming that women are

making contributions in various fields.

Women are not only guaranteed the

right to vote in municipal elections, they

are also increasingly coming forward as

candidates. In April 2003, the country

saw its first women member elected to

public office.

Businesswomen’s forumQatari Businesswomen Forum (QBWF)

was established in 2000 to enhance

women’s contribution to economic

activity which constitutes a real gain

both for Qatari women and for soci-

ety at large. The QBWF is chaired by

HE Sheikha Al Anood bint Khalifa bin

Hamad Al-Thani, and managed by a

number of prominent businesswomen.

QBWF has launched a number of

important initiatives like Qatar Busi-

nesswomen Award and Corporate

Ambassadors Programme; and is in

partnership with the Qatar Business-

men Association – which aims to ex-

tend its platform to include different

sectors and build relationships with Qa-

tari organisations to support its vision

and help achieve its objectives.

The association has played a dis-

tinguished role in enhancing the con-

tribution of women in pushing the

economic wheel towards the strategic

growth of Qatar. It is also a founding

member of the Middle East and North

Africa Businesswomen Network, which

includes 11 members from 11 coun-

tries, and is becoming a role model

through its active participation and

best practices. With new strategies,

the Qatari Businesswomen Association

aims to develop and promote the role

that it is playing locally, regionally and

internationally, while organising a num-

ber of activities, conferences and pro-

grammes that support Qatari women.

Women’s networkQatar Professional Women’s Network

(QPWN) is an informal networking

group for Qatari and expatriate profes-

sional women. QPWN was launched by

several professional women living and

working in Doha.

QPWN is open to any woman re-

gardless of nationality, profession, age,

or educational background, including

students, freelancers and part-time

workers. Women who are currently not

working outside the home and would

like to maintain their professional net-

work and skills are also welcome to join

QPWN.

QPWN offers regular events, which

include networking, attending events

with keynote speakers and panel

discussions.

QPWN is supported purely by volun-

teers’ time and contributions.

Sport committeeQatar Women Sport Committee (QWSC)

started as a volunteering supplemen-

tary committee for general promotion

of sports within the Supreme Coun-

cil for Family Affairs. The committee

works in promoting women’s sport, and

pushing it further by emphasising the

following objectives:

Supporting women’s sports in Qa-

tar and promoting the participation

of women in sporting activities.

Creating awareness about the

importance of sport and its ef-

fects on productivity and

development.

Promoting Qatari women’s’ par-

ticipation in seminars, studies and

QATAR WoMEN SPoRT CoMMITTEE (QWSC) STARTED AS A VoLUNTEERING SUPPLEMENTARy CoMMITTEE FoR GENERAL PRoMoTIoN oF SPoRTS WITHIN THE SUPREME CoUNCIL FoR FAMILy AFFAIRS.


labour force participation rate for Qataris by sex

Qatari males

Qatari females

0

2001 2006 2007 2008 2009 2011

20

40

60

80

100

rate


2011-2012

social development

sport congresses at all levels.

Developing the technical and ad-

ministrative levels of women’s ac-

tivities in Qatar according to the

plan of the Qatar olympic Commit-

tee.

Finding communication channels

between national and international

sport organisations to develop na-

tional women’s sports activities.

Exchanging information and expe-

riences, and also supporting ways

of cooperating with organisations

that are interested in developing

women’s sport.

Helping sports organisations that

are concerned with women’s

sports affairs in Qatar.

Women’s affairsThe Women Affairs Committee is affili-

ated to the Supreme Council for Family

Affairs, which was established in 1998.

It is charged with caring for women’s

affairs in many ways, but chiefly by pro-

posing policies, plans and programmes

required to upgrade the potential of

women culturally, economically and

politically. The Committee is also con-

cerned with encouraging women to

participate in public life and take avail-

able work opportunities, especially in

the field of education. It sponsors the

general rights of women, their rights

to assume leading roles and key posi-

tions in society and their role in the

development process. Enhancing the

role of private societies to enable them

to carry out women-oriented func-

tions and encouraging voluntary work

and participation in local and interna-

tional activities dealing with women

affairs are also important parts of the

Committee’s goals.

Self-dependent work forceBetween 70 and 80 percent of the work

force in Qatar is made up of expatriates.

Reliance on such a large proportion of

foreign workers – majority of whom

are temporary guest workers – makes

the country vulnerable to political and

other changes. Hence, to counter this

phenomenon, a huge emphasis is be-

ing laid on pushing the Qatari popula-

tion into the workforce.

Qatarisation is a programme de-

signed to increase the proportion of

Qatari nationals in sectors of the econ-

omy that have previously relied heavily

on expatriate employees. As a clearly

structured system of recruitment, train-

ing, coaching and career development,

Qatarisation is a vital component of the

state’s strategic development plan, en-

abling Qatari men and women to hold

key positions to support the state’s

business requirements.

SilatechSilatech is an innovative social enter-

prise. The word Silatech comes from

the Arabic word Silah, meaning "con-

nection" and this concept defines what

Silatech does at every level.

Silatech was established to address

the critical and growing need to create

jobs and economic opportunities for

young people. The initiative promotes

large-scale job creation, entrepreneur-

ship, and access to capital and markets

for young people, starting first in the

Arab world, where the highest rate of

youth unemployment exists.

Silatech’s mission is to connect

young people, 18-30 years old, with em-

ployment and enterprise opportunities.

Its commitment is to mobilise interest,

investment, knowledge, resources and

action to drive large-scale compre-

hensive employment and enterprise

development programmes.

Qatar Career FairThe Fair offers Qatari students educa-

tion, recruitment, training opportunities

and development in order to enhance

their abilities and strengthen their skills,

enabling them to meet the challenges

in national development.

Through effective participation in

the Fair, public and private institutions

can provide the largest number of jobs

to Qatari citizens, provide the right em-

ployment opportunities and meet the

objectives of the Qatarisation policy.

This is done by selecting students that

meet the criteria defined by companies

and sponsoring their higher education

depending on the needs of their jobs

distribution of economically active population by sectors, 2011

74.9%

10.5%11.5%

3.1%

Government

Mixed

Private

other

QATARISATIoN IS A PRoGRAMME DESIGNED

To INCREASE THE PRoPoRTIoN oF QATARI NATIoNALS IN SECToRS oF THE ECoNoMy THAT

HAVE PREVIoUSLy RELIED HEAVILy oN ExPATRIATE

EMPLoyEES.



2011-2012

social development

2011-2012


EDUCATIoN

“In less than two decades there would be an urgent need to create about 50 million jobs for the region’s people and only through better education that we could empower the Arab youth,” Sheikha Moza

Future economic success will increasingly depend on the ability of the

Qatari people to deal with a new international order that is knowledge-

based. To meet the challenge, Qatar is establishing advanced educa-

tional and health systems, as well as increasing the effective participa-

tion of Qataris in the labour force.

Qatar aims to build a modern world-class educational system that provides

students with a first-rate education, comparable to that offered anywhere in the

world. The system will provide citizens with excellent training and opportunities to

develop to their full potential, preparing them for success in a changing world with

increasingly complex technical requirements.

WISEThe World Innovation Summit for Education (WISE) is a conference, attended by

educational leaders, ministers, researchers, and representatives of NGos from

more than 120 countries; and is held under the patronage of HH Sheikha Moza

bint Nasser. WISE aims at the betterment of each individual through education,

which grows into a bigger initiative of helping society at large.

The 2011 edition of the summit was held in the newly-built Qatar National Con-

vention Center, where HH Sheikha Moza insisted that the main objective of WISE

2011 was to provide educational facilities to one and all. She also felt that the sum-

mit is already serving as an established platform for creating and exchanging better

ideas, opinions and innovation among different individuals and groups.

Terming education as a multi-dimensional issue in an interview, held as part of

the plenary session ‘Changing Societies, Changing Education’, Sheikha Moza said

better educational access would help individuals acquire better critical-thinking

and problem-solving abilities. She said the youth in the Arab region needed to be

a knowledge-baSed economy


2011-2012

social development

given better educational avenues in

order to make their life more meaning-

ful in future. “This assumes greater sig-

nificance as close to 60 percent of the

region’s population is below 30 years

and a large number of them are from

trouble-torn areas. In less than two de-

cades there will be an urgent need to

create about 50 million jobs for the re-

gion’s people and it is only through bet-

ter education that we can empower the

Arab youth,” she said at the WISE 2011

summit.

Successful K-12 education reformIn 2001, the leadership of the State of

Qatar asked the RAND Corporation

to examine the nation’s kindergarten

through grade 12 (K-12) education

system and to propose a strategy for

reform. The request was based on

concerns that students were leaving

Ministry of Education schools without

the academic proficiency necessary

to achieve success in post-secondary

education or in the expanding Qatari

labour market.

of the three options RAND present-

ed, the leadership selected the Inde-

pendent School Model, a system-wide

structural reform plan that encouraged

qualified persons with innovative ideas

(including non-educators) to apply to

run new independent schools under

contracts with the government.

The following five trends have been

identified as key drivers of technology

adoption for the period 2011 through

2016; they are listed here in the or-

der they were ranked by the advisory

board:

The abundance of resources and

relationships made easily acces-

sible via the Internet is increasingly

challenging us to revisit our roles as

educators. Sense-making and the

ability to assess the credibility of in-

formation are paramount in a world

where information is everywhere.

Mentoring and preparing students

for the world in which they will live

is again at the forefront.

As IT support becomes more and

more decentralised, the technolo-

gies we use are increasingly based

not on school servers, but in the

cloud.

Technology continues to pro-

foundly affect the way we work,

collaborate, communicate, and

succeed. The digital divide, once

seen as a factor of wealth, is now

seen as a factor of education: those

who have the opportunity to learn

technology skills are in a better

position to obtain and make use

of technology than those who do

not. Evolving occupations, multiple

careers, and an increasingly mobile

workforce contribute to this trend.

People expect to be able to work,

learn, and study whenever and

wherever they want to. This is a

highly ranked trend, also noted last

year. The implications for informal

learning are profound, as are the

notions of ‘just-in-time’ learning

and ‘found’ learning, both ways of

maximising the impact of learn-

ing by ensuring it is timely and

efficient.

The perceived value of innova-

tion and creativity is increasing.

census 2010: population by age, sex and educational attainment

Age Group 10-14 15-24 25-34 35-44 45-54 55-64 65+ Total

Education

Illiterate 66 8,029 17,023 12,496 7,429 4,884 4,651 54,578

Read-write/Night school 23,111 57,858 129,966 88,178 50,690 13,248 4,034 367,085

Primery 37,227 53,476 118,919 94,086 35,666 7,992 1,342 348,708

Preparatory 4,439 48,474 60,875 50,578 14,710 3,378 589 183,043

Vocational 129 4,148 10,093 6,140 2,359 471 60 23,400

Secondary 0 60,593 111,058 81,921 32,061 7,412 1,010 294,055

Post-secondary 0 5,968 16,747 12,330 6,209 1,947 262 43,463

University and Above 0 13,898 84,716 67,162 36,732 13,012 1,866 217,386

others 19 53 33 10 4 2 3 124

Total 64,991 252,497 549,430 412,901 185,860 52,346 13,817 1,531,842

oF THE THREE oPTIoNS RAND PRESENTED, THE LEADERSHIP SELECTED

THE INDEPENDENT SCHooL MoDEL,

A SySTEM-WIDE STRUCTURAL REFoRM

PLAN THAT ENCoURAGED QUALIFIED PERSoNS

WITH INNoVATIVE IDEAS (INCLUDING NoN-

EDUCAToRS) To APPLy To RUN NEW INDEPENDENT

SCHooLS UNDER CoNTRACTS WITH THE

GoVERNMENT.

2011-2012


Innovation is valued at the high-

est levels of business and must be

embraced in schools if students

are to succeed beyond their formal

education.

Master’s at Qatar UniversityQatar University (QU) launched its new

Master’s degree in Environmental Sci-

ence at the Department of Biological

and Environmental Sciences in the Col-

lege of Arts & Sciences. The new pro-

gramme started in Fall 2011.

The programme’s curriculum em-

phasises advanced principles of en-

vironmental science in areas such as

conservation, pollution, marine ecolo-

gy, global climate change, environmen-

tal law and economics, and sustainable

development.

Being multidisciplinary in nature, the

programme will serve a wide variety of

post-graduate students who may have

diverse backgrounds and goals. Gradu-

ates of the programme can be assured

of excellent opportunities in both the

public and private sectors, such as legal

consultancy, urban planning, teaching

and research, business services, health,

environment, and agriculture.

The MSc degree is based on the

completion of 34 credits of either a

research thesis or a professional proj-

ect study plan. Nine of the total credits

include mandatory core courses for

either plan which has its own required

courses. Students can choose from

a list of diversified elective and core

courses offered in the newly-estab-

lished Master’s programme in Environ-

mental Engineering at QU’s College of

Engineering.

Master’s at Texas A&MTexas A&M University at Qatar launched

its first Master’s programme in January,

2011. The programme is the first of

its kind in Qatar and will offer a Mas-

ter’s degree in chemical engineering.

The Master’s programme is the lat-

est example of Texas A&M at Qatar’s

commitment to address the needs of

the State of Qatar in partnership with

Qatar Foundation, and is critical to the

success of Texas A&M at Qatar’s ambi-

tious research programme. Admissions

to the programme opened on Febru-

ary 1, 2011 for enrolment in the Fall

2011 semester. The courses offered

are Master of Science (MS) or Master of

Engineering (MEng).

Qatar FoundationQatar Foundation for Education, Sci-

ence and Community Development

(QF) aims to support Qatar on its jour-

ney from a carbon rich economy to a

knowledge-based economy by un-

locking human potential - a foresight

that is part of the Qatar National Vision

2030. The people of Qatar are the key

to achieving this aim, so the plan places

developing human resources as the

main priority for the next 20 years.

National Vision 2030 gave QF an ex-

citing mandate: to be the ‘engine’ driv-

ing the development of Qatar’s people,

with the headline aim of ‘Unlocking

Human Potential’.

The Foundation was established in

1995 by His Highness the Emir Sheikh

Hamad bin Khalifa Al Thani. His wife,

Her Highness Sheikha Moza bint Nass-

er, is the organisation’s Chairperson and

driving force.

Education at QFThere are many reasons why students

choose a particular university to pursue

higher education for a career of their

choice. Education City offers these stu-

dents a number of choices that aren’t

available elsewhere in the region.

Education City is an initiative of the

private, non-profit Foundation. It is set

on a 2,500-acre campus on the out-

skirts of Doha, housing institutions

for graduation, post graduation, and

schooling. Six reputed American uni-

versities reside in the campus, along-

side two schools. Besides these there

are other institutions that teach stu-

dents the skills to become eligible for

the universities within Education City,

and elsewhere.

As a not-for-profit organisation, much

of Qatar Foundation’s work depends on

the generosity of charitable organiza-

tions and individuals. Getting an edu-

cation at Qatar Foundation’s Education

City is a privilege made possible partly

by others’ generosity. Qatar Founda-

tion is working on programmes to help

graduates from universities within Edu-

cation City to stay connected with their

university long after they leave. Staying

connected can come in the form of

contributing time, talent and money

that helps to expand and enhance the

quality of learning at Education city.

The quality of learning at Education

City is different from most other insti-

tutions because learning is offered ev-

erywhere – in the classroom, through

individual research, by participating in

student organisations, and by learning

to live in a residential community. These

practical in and out-of-class encounters

produce learners who know how to

learn in a variety of settings; the result is

Education City graduates who are life-

long learners and who will always be

top performers in comparison to those

who have not had such transformative

learning opportunity.

Students, faculty, and staff are from

over 60 nations around the world. This

rich mix of nationalities, experiences,

and cultures represents an educational

resource in itself.

New colleges at QFHEC Paris in Qatar is part of QF’s Man-

agement Education and Research

Centre (MERC) Graduate School of

Management. As one of Europe’s top

business schools, it is the first to offer

its broad range of world-class executive

education programs for mid-career and

senior executives. Set up in early 2011,

HEC Paris in Qatar offers executive edu-

cation programmes and research ac-

NATIoNAL VISIoN 2030 GAVE QF AN ExCITING MANDATE: To BE THE ‘ENGINE’ DRIVING THE DEVELoPMENT oF QATAR’S PEoPLE, WITH THE HEADLINE AIM oF ‘UNLoCKING HUMAN PoTENTIAL’.


2011-2012

social development

tivities. The aim is to help develop the

competencies required by executives

in the region to ensure business re-

mains competitive in a rapidly evolving

environment.

University College London QatarUniversity College London (UCL) joined

Qatar Foundation (QF) in october 2010

to offer postgraduate qualifications in

museum studies, conservation and

archaeology in partnership with Qatar

Museums Authority (QMA).

Qatar has an ambitious growth strat-

egy in the heritage sector with numer-

ous museums due to open during the

next decade, providing graduates from

UCL Qatar with long-term job and re-

search opportunities.

Starting in Spring 2011, UCL Qa-

tar will provide professional training

courses for the staff of QMA, enabling

Qatar to become a regional center of

excellence in museum practices at all

levels. Two-year Master’s programmes

in Museums and Conservation Practice,

and in Arab and Islamic Archaeology

will be offered from 2012. The target is

to have 145 local and international stu-

dents matriculating on campus within

the next five years.

The first British university to be repre-

sented at QF, UCL was founded in 1826,

and is one of the two founding colleges

of the federal University of London.

Science and research at QFScience and research are essential to

Qatar's transformation into a successful

knowledge-based economy. QF there-

fore encourages the pursuit of fresh

knowledge, scientific research and the

development of new technologies.

Central to this approach is to de-

velop a research strategy which brings

together Qatar-based research and ex-

pertise from abroad to build networks

that will yield homegrown solutions for

Qatar and the region.

It is also building a research base

from both academic and applied re-

search so that universities and busi-

nesses can collaborate on translating

ideas into commercial reality.

Furthermore, QF is working with its

partners to build Qatar’s innovation

and technology capacity by develop-

ing solutions in key sciences that can

be commercialised via links with busi-

ness, particularly Qatar Science and

Technology Park (QSTP).

In 2006, His Highness Sheikh Hamad

bin Khalifa Al Thani, announced that

Qatar would spend 2.8 percentof its

GDP on government-funded research -

the highest research investment of any

country of the world. Based on 2010

figures, this amounts to $3.5 billion an-

nually.

RAND-Qatar Policy InstituteThe RAND-Qatar Policy Institute (RQPI)

is a collaborative venture between Qa-

tar Foundation and the RAND Corpo-

ration. Established in 2003, the RAND

Corporation is a non-profit, US-based

think tank addressing policy issues

through objective, high quality research

and analysis.

RQPI is heavily involved in the pub-

lic policy reform of Qatar’s education

and healthcare sectors. The institute

has undertaken the role of research in

state development, institutional perfor-

mance, transportation issues, energy

and the environment.

Qatar Research InstitutesThe Qatar Research Institutes is an um-

brella organisation for Qatar Biomedical

Research Institute, Qatar Environment

and Energy Research Institute, and Qa-

tar Computing Research Institute. All

have been established in partnership

with various national stakeholders to

form a network of centres addressing

Qatar’s specific needs.

Qatar National Research FundQatar National Research Fund (QNRF)

funds and supports original, competi-

tively selected research in natural sci-

ences, engineering and technology,

medical and health sciences and social

sciences and humanities.

Established in 2006, QNRF actively

seeks to foster collaboration between

Qatar and internationally recognized

researchers. It provides opportunities to

researchers at all levels, from students

to professionals; in the public, private

and academic sectors.

However, its primary focus is to fund

research in areas of national interest

and importance such as healthcare, the

environment and security.

Sidra Medical and Research CenterSidra Medical and Research Center

(Sidra) is a landmark development,

three pIllarsQF aims to unlock human potential through its three pillars of Education, Science and Research and Community Development. This will benefit not only Qatar, but the region and the world.

It brings world-class education, work experience and career opportunities to Qatar’s young people. The Foundation is building Qatar’s innovation and technology capacity by developing and commercialising solutions through key sciences. It is fostering a progressive society, enhancing cultural life and protecting Qatar’s heritage while addressing immediate social needs in the community.

All these things will help create a forward-looking knowledge economy for Qatar.

STARTING IN SPRING 2011, UCL QATAR WILL PRoVIDE PRoFESSIoNAL TRAINING CoURSES FoR THE STAFF

oF QMA, ENABLING QATAR To BECoME A REGIoNAL CENTER oF ExCELLENCE

IN MUSEUM PRACTICES AT ALL LEVELS.

2011-2012


planning to focus on three primary ar-

eas: patient care, medical education

and biomedical research.

Scheduled to open at the end of

2012, Sidra will be the first academic

medical center in the Middle East.

Designed and planned to the best in-

ternational standards of health science,

it will be a true center of excellence for

women’s and children’s health.

Sidra will also offer select medical

and surgical services for adult men and

women.

It will incorporate the most sophis-

ticated digital technology in all clinical,

business and research functions and

will enhance the quality of all medical

services available in Qatar.

Increase in research submissionsover 350 research abstracts had been

submitted ahead of the second Annual

Research Forum that took place in No-

vember 2011, according to Qatar Foun-

dation officials, who explained that the

pieces covered a range of topics from

water desalination processes to the im-

pact of autism on families in Qatar.

QF’s Director of Institutional Research

and Chair of the Abstract Review Com-

mittee, Dirar Khoury said, “The response

to our call for abstracts this year shows

that we are slowly but surely achiev-

ing exactly what this forum is about - a

more thriving research culture.”

The number of abstracts represents

THE VISIoN oF QATAR UNIVERSITy IS To BE A MoDEL NATIoNAL UNIVERSITy IN THE REGIoN, RECoGNIZED FoR HIGH-QUALITy EDUCATIoN AND RESEARCH AND FoR BEING A LEADER oF ECoNoMIC AND SoCIAL DEVELoPMENT.


2011-2012

social development

a 35 percent increase compared to last

year, and 67 of the abstracts submitted

were from students. There were sub-

missions in every category – including

abstracts in the environment research

category, which was a separate track

this year – reflecting the growing need

for environmental research.

Applications were received in the

fields of biomedicine, computing, en-

ergy, environment, arts, humanities, Is-

lamic studies and social sciences.

“We were pleased to see such high

quality abstracts submitted by stu-

dents. At this year’s forum, meritorious

student abstracts will be selected for

either oral or poster presentation to

an expert review panel of international

scholars, giving more opportunity for

the students to interact with top sci-

entists and researchers,” said Khoury

before the start of the Forum.

“A very important objective of Qatar

Foundation is to initiate and conduct

primary research in Qatar – to find

home grown solutions for Qatar and

the region,” explained Khoury, add-

ing, “We recognise the pressing need

to move away from adapting outside

research conducted in environments

that are not similar to Qatar’s own in or-

der to ensure practical application and

sustainability.”

Community development at QFWhile Qatar Foundation is supporting

Qatar on its journey from carbon to

knowledge economy it is also helping

to build the kind of society that will best

complement this new era. They call this

Community Development.

Community Development means

working with partners to foster a pro-

gressive society, to enhance Qatar’s

cultural life and protect its heritage,

and to address immediate social needs,

both in-country and abroad.

In its efforts to foster a progressive

society, QF has initiated the Qatar Ca-

reer Fair, Qatar Debate, Lakom Al Karar,

The Doha Debates.

Protecting Qatar’s heritage and

culture has always been a top priority,

and so the various programmes and

institutions promoting local culture are:

The Heritage Library, Mathaf, Al Jazeera

Children’s Channel, Baraem TV, Blooms-

bury Qatar Foundation Publishing,

Qatar Philharmonic orchestra, Qatar

Music Academy, Al Shaqab, Msheireb

Properties.

QF has also been keenly working

towards addressing social needs. They

work with Reach out To Asia, Social De-

velopment Center, Doha International

Institute for Family Studies and Devel-

opment, Qatar Diabetes Association.

Qatar UniversityQatar University (QU) is an intellectual

and scholarly community characterised

by open discussion, the free exchange

of ideas, respectful debate, and a com-

mitment to rigorous inquiry.

All members of the University – fac-

ulty, staff, and students – are expected

to advance the scholarly and social val-

ues embodied by the university.

The vision of Qatar University is to

cmu-Q:strIvInG fOr excellenceIn 2004, Qatar Foundation invited Carnegie Mellon to join Education City, a groundbreaking centre for scholarship and research. Students from Qatar and over 40 different countries enroll at the university’s world-class facilities in Education City. Carnegie Mellon University in Qatar (CMUQ) offers undergraduate programmes in biological sciences, business ad-ministration, computational biology, computer science and information systems. CMUQ is firmly committed to Qatar’s National Vision 2030 by developing people, society, the economy and the environment.

Dr Ilker Baybars, Dean of Carnegie Mellon University in Qatar, speaks about recent developments at the university. "CMUQ has launched an exciting new undergraduate degree programme in biological sciences. The programme is offered in collaboration with Weill Cornell Medical College in Qatar, drawing on the unparalleled expertise of two world-class institutions. The programme has a core curriculum that provides a foundation in biology as well as in chemistry, computer science, mathematics and physics. The Bachelor of Science (B.S.) degree in biological sciences, will equip students for graduate or medical school, as well as jobs in industry, government or academic research. The University will also be offering a BS degree in computational biology, which is one of the most rapidly growing areas of modern biology.”

To complement their theoretical studies, students will also gain substantial laboratory experience. For example, stu-dents will have the opportunity to engage in a discovery-based research programme at an on-campus lab or a collabo-rating institution. This experience will help students apply the critical thinking and problem-solving skills they learn in the classroom to real-world situations.

“Academically talented students admitted into this programme will have the opportunity to explore some of today’s most important scientific problems, such as human diseases, the environment and food sustainability. Graduates will become important contributors to Qatar’s National Vision - to become a knowledge-based society by 2030.”

AT PRESENT, QATAR UNIVERSITy IS

CoMPRISED oF SEVEN CoLLEGES: THE

CoLLEGE oF ARTS AND SCIENCES, CoLLEGE

oF BUSINESS AND ECoNoMICS, CoLLEGE oF EDUCATIoN, CoLLEGE oF

ENGINEERING, CoLLEGE oF LAW, CoLLEGE oF PHARMACy, AND THE

CoLLEGE oF SHARIA AND ISLAMIC STUDIES.


2011-2012

social development

be a model national university in the

region, recognized for high-quality

education and research and for be-

ing a leader of economic and social

development.

Its mission is to be the national in-

stitution of higher education in Qatar.

It provides high quality undergraduate

and graduate programs that prepare

competent graduates, destined to

shape the future of Qatar. The univer-

sity community has diverse and com-

mitted faculty who teach and conduct

research, which address relevant lo-

cal and regional challenges, advance

knowledge, and contribute actively to

the needs and aspirations of society.

The key performance areas that the

University specializes in are:

To prepare competent gradu-

ates by providing high quality

education.

To conduct quality research that

addresses contemporary challeng-

es and advances knowledge.

To identify and meet the needs and

aspirations of society.

To provide effective and efficient

support and facilities to academic

missions and maintain a support-

ive environment for the university

community.

Historic moveIn 1973, having foreseen education as

a principal contribution to its expand-

ing society, the Emir of Qatar issued a

decree proclaiming the establishment

of Qatar’s first national College of Edu-

cation. Among a small population, the

college admitted a respectable 57 male

and 93 female students in its first year.

After several semesters, the rapid

development of the country made it

necessary to expand the College of Ed-

ucation to accommodate new areas of

specialization. In 1977, Qatar University

was founded with four colleges: Educa-

tion; Humanities and Social Sciences;

Sharia, Law, and Islamic Studies; and

Science.

By 1985, two additional colleges,

Engineering and Business and Eco-

nomics, had been established.

At present, Qatar University is com-

prised of seven colleges: the College of

Arts and Sciences, College of Business

and Economics, College of Education,

College of Engineering, College of Law,

College of Pharmacy, and the College of

Sharia and Islamic Studies.

The University is situated on the

northern edge of Doha, approximately

16 kilometres from the city centre. The

location is excellent, and overlooks the

coast, the Doha Golf Course and the

West Bay Lagoon housing complex

on the eastern side. In addition to the

main campus, the University has an ex-

perimental farm located 65 km north of

Doha.

QU’s main campus is built on a total

area of about 8sq km, with architec-

ture that is distinguished and modern,

while reflecting the ideals of traditional

Islamic design. The campus is divided

into two adjacent sections, for male

and female students. Both the men’s

and women’s campuses have their own

lecture halls, laboratories, and learning-

support facilities.

Research strategies at QUResearch is not viewed as competing

with – or even as clearly distinct from

– the University’s teaching mission.

Scholarly inquiry, rather, is seen as a

means to foster effective teaching and

learning. More specifically, it:

Helps keep faculty engaged in their

respective disciplines and knowl-

edgeable about state-of-the-art

trends; and

Provides students with opportuni-

ties to be drawn into the spirit and

the practice of academic enter-

prise.

All faculty members are therefore ex-

pected to contribute to the university’s

scholarly endeavours. The university,

in turn, must support, encourage, and

reward these efforts. Such policies will

help the university attract and retain

high-quality faculty members.

The office of Research was estab-

lished to share and support the uni-

versity’s aspiration to exemplify a top

national university.

Community services at QUQatar University’s students are encour-

aged to participate in a wide array of

Community and Learning Service Pro-

grammes. A newly established section

in the student activities department

aims at:

INTEGRATED IN STENDEN UNIVERSITy QATAR IS

THE STENDEN INSTITUTE. STENDEN INSTITUTE WAS ESTABLISHED IN 2004 AS A DIVISIoN oF STENDEN

UNIVERSITy. STENDEN INSTITUTE oFFERS

CoRPoRATE AND PUBLIC TRAINING CoURSES.


2011-2012

social development

Gain knowledge of civic engage-

ment and responsibility.

Value and appreciate the unique-

ness of the Qatari culture.

Implement the rules and regula-

tions of citizenship.

Currently Qatar University Students

are engaged in two programmes: BAS-

MA and Best Buddies. The first aims at

supporting two disadvantaged popula-

tion: elderly and orphans. The second

aims at creating friendship with people

with special needs especially mentally

challenged young population in coop-

eration with Al Shafalah centre.

Stenden University QatarUnder the Chairmanship of HE Sheikh

Faisal bin Qassim Al Thani, Stenden Qa-

tar was established in 2000 and just fin-

ished celebrating the 10th anniversary

of its campus in Doha. Stenden Univer-

sity Qatar delivers three internationally

accredited four-year signature bache-

lor's programmes in International Busi-

ness and Management Studies, Inter-

national Hospitality Management and

International Tourism Management.

The main campus in the Netherlands

designs all study programmes and is-

sues the degrees which are recognised

by the Supreme Education Council

in Qatar.

Additionally, Stenden Qatar offers an

Academic Bridge Program for students

who do not meet the requirements for

entering into the full bachelor’s pro-

gramme. It is an ideal transition for all

students who need to improve and de-

velop their skills in English and prepare

themselves for academic studies.

A defining feature of the programmes

is that the practical element forms an

important part of the studies. All stu-

dents need to successfully complete

practical trainings during their studies

which count towards their study credits.

Having campuses in Leeuwarden (Hol-

land), Bali (Indonesia), Rangsit (Thailand)

and Port Alfred (South Africa), students

can go on a Grand Tour and complete

part of their studies abroad.

Stenden InstituteIntegrated in Stenden University Qa-

tar is the Stenden Institute. Stenden

Institute was established in 2004 as a

division of Stenden University. Stenden

Institute offers corporate and public

training courses.

Regular courses offered are English

and Business Skills courses. Arabic lan-

guage courses focus on conversation

rather than on writing.

The newest addition to the palette

is ‘Qatar Insight’, a course designed for

new expatriates in Qatar. The aim is to

brief the ‘newbies’ about the insights of

living in Qatar and facilitate their arrival

and beginning of a new life in their host

country. All public courses are conduct-

ed at the Stenden Institute with classes

available in the morning and evening.

All corporate trainings can be arranged

according to the needs of the custom-

er booking the trainings - location and

timing are up to the customer.

Stenden is proud of its corporate

client list which includes private, gov-

ernment and third sector organisa-

tions. The Institute works with clients

in the hospitality, retail, manufacturing,

banking and financial services sectors

as well as healthcare and the oil and

gas industry.

College of North Atlantic-Qataropened in September 2002 through

an agreement between the State of

Qatar and College of the North Atlan-

tic in Canada, the College of the North

Atlantic-Qatar (CNA-Q) is Qatar’s pre-

mier, comprehensive technical college.

With more than 650 staff and 4,600

full and part-time students, CNA-Q is

one of Qatar’s largest post-secondary

institutions.

As outlined in Qatar National Vi-

sion 2030, Qatar aspires to have an

educational system that prepares indi-

viduals for success in a changing world

with increasingly complex technical

requirements.

By providing training in a range of

technical areas including Business

Studies, Engineering Technology,

Health Sciences, Industrial Trades, In-

formation Technology, and Security,

CNA-Q brings the State of Qatar closer

to this goal.

Under the leadership of the State of

Qatar, CNA-Q has developed a strategic

plan that outlines its major directions

for the next five years, the guiding prin-

ciples under which it operates and a

revised institutional mission and vision

that accurately reflect its directions.

CNA-Q Strategic Plan 2010-2015CNA-Q Strategic Plan 2010-2015 is

planned as a be a living document and

therefore the University will re-engage

all of its partners to develop destina-

tions for each of its directions. Begin-

ning in September 2010, specific goals

and objectives were created for each of

the five strategic directions, and meth-

ods of integrating the guiding prin-

ciples have been developed.

The Strategic Planning process at

CNA-Q was an innovative and non-tra-

ditional one. Through the exclusive use

of an ‘appreciative inquiry’ approach,

the planning team used interviews

and group discussions to gather sto-

ries of CNA-Q excellence and to frame

directions for the future that will make

CNA-Q an even better place to learn,

work and grow.

All members of the college com-

munity were involved in this process.

There were actively engaged full-time

students, part-time students, contract

training students, graduates, CNA-Q

staff, CNA staff, and key industry part-

ners in a total of 14 four-hour sessions.

The experiences and ideas that were

shared were overwhelmingly positive

and formed the entire basis for the

strategic plan components

AS oUTLINED IN QATAR NATIoNAL VISIoN 2030,

QATAR ASPIRES To HAVE AN EDUCATIoNAL

SySTEM THAT PREPARES INDIVIDUALS

FoR SUCCESS IN A CHANGING WoRLD

WITH INCREASINGLy CoMPLEx TECHNICAL

REQUIREMENTS.

2011-2012


HEALTH

Due to improvements in infant care and healthcare facilities, newborns in Qatar now die at about the same rate as those in the US, Croatia and the United Arab Emirates, figures from a World Health organisation study show.

Hamad Medical Corporation and Weill Cornell Medical College in

Qatar have launched a new initiative which aims to bring globally-

recognised healthcare facilities, medical education institutions

and research programmes to the state.

The initiative, called Academic Health System, is expected to

change the face of healthcare being provided by the Corporation.

It was launched in the presence of HH Sheikha Moza bint Nasser, HE the Minister

of Public Health Abdullah bin Khalid Al Qahtani and HE the Minister of Education

Saad bin Ibrahim Al-Mahmoud.

Within the next five years and working across six themes – clinical, education,

research, community engagement, human resources and information systems

- the Academic Health System (AHS) seeks to establish in Qatar the best clinical

care in the region; win recognition as a leading health research organisation; at-

tract, train and develop a skilled and motivated workforce, fully equipped to sup-

port the delivery of world-class research and healthcare; develop an internation-

al reputation for the quality of staff and innovative practice; be the employer of

choice for healthcare professionals and biomedical scientists in the Middle East;

become a socially-engaged health system; and adopt international best practice in

information technology.

There are also plans to develop a sustainable financial strategy across mul-

tiple stakeholders to support the achievement of the AHS goals within the next

two years.

The best in healthcareQatar’s healthcare sector has come a long way since the first hospital opened its

doors almost 50 years ago. Today, the industry boasts the most advanced medical

exPanding health-care SyStemS


2011-2012

social development

equipment and highly qualified staff,

and a countrywide network of hospi-

tals and healthcare centres, as well as a

cardiology department that is referred

to by outside specialists as ‘one of the

best in the world’.

And according to a report from the

general secretariat of the GCC minis-

ters of health, Qatar enjoys the region’s

lowest maternal mortality rate.

Today, Qatar has numerous top-

class hospitals and clinics. Health

centres have also been set-up along

the highways for ease of access. The

healthcare system is available to all –

nationals, expatriates and tourists – and

that provides free or highly subsidised

healthcare and is of an excellent stan-

dard. The one possible exception to this

may be treatment for highly specialised

services.

Hamad Medical CorporationSince its establishment in october

1979, HMC has become Qatar’s leading

non-profit healthcare provider through

its network of Primary Healthcare Cen-

ters and four highly specialized hos-

pitals in Doha. At these HMC facilities,

medical and dental treatment is free for

Qataris and heavily state-subsidised for

expatriates.

The Corporation implements a pol-

icy of continuous improvement of all

management systems and patient care

protocols. All equipments and facilities

are upgraded in order to keep all hos-

pitals constantly ready to provide high

quality care.

An explosion in the amount of in-

formation has noticeably taken place

within the Corporation. The number

of scientific lectures held monthly has

considerably increased, and the Cor-

poration is organising an increasing

number of medical conferences.

The growing number of international

experts visiting HMC indicates a greater

use of overseas skills in healthcare and

management. Management has taken

up the challenge of accelerating the

internal exchange of information to

generate fresh ideas.

Hamad General HospitalThe Hospital opened in 1982 and has

a total of 621 beds for inpatient care, a

large outpatient department providing

65 specialty clinics, an Accident and

Emergency Department, five intensive

care units, eight operating theatres,

and a pharmacy. Modern diagnostic

facilities consisting of a Department

of Laboratory Medicine and Pathology

and a Department of Radiology support

all therapeutic services. Continuous up-

grading of all equipment and protocols

of care has kept Hamad General abreast

of new developments in all specialties.

Rumaillah Hospital The Hospital is Qatar’s oldest health fa-

cility. originally built in 1956, Rumaillah

Hospital opened in 1957 as a 200-bed

general hospital with ambulance ser-

vices and a large outpatient facility. Fol-

lowing the opening of Hamad Hospital

in 1982, Rumaillah Hospital became

a rehabilitation centre for disabled

adults, elderly people and handicapped

children. With many of its units requir-

ing major renovation, management

launched a 10-year programme to re-

build the facility in three phases.

Women’s HospitalThe Hospital provides highly specialized

care to women and infants. The mater-

nity facility is patronized by women of

“We have together developed a strategy which will transform HMC and its partners into an academic health system capable of delivering the highest quality of care for our patients said Dr Hanan Al Kuwari, Managing Director, HMC.

mOre than 200,000 have health InsuranceThe number of persons having health insurance in the country is more than 200,000 and the total value of the premiums paid by them exceeds QR400 million. This represents a 100 percent increase over what it was two years ago. And this calls for a matching increase in the medical facilities in terms of hospitals and health care centres so as to reduce the pressure on the existing facilities.

An opinion survey on the status of health insurance business in Qatar said that firms and business establishments are eager to provide health in-surance coverage for their employees even before it becomes mandatory under a law, which is expected to be promulgated soon. However, the vol-ume of business in the other categories of insurance including life, travel and properties is very negligible in the local market.

ToDAy, QATAR HAS NUMERoUS ToP-CLASS

HoSPITALS AND CLINICS. HEALTH CENTRES

HAVE ALSo BEEN SET-UP ALoNG THE HIGHWAyS

FoR EASE oF ACCESS.


2011-2012

social development

all nationalities in the state and handles

1,000-1,200 deliveries per month. The

hospital offers a total of 334 beds to

women. The private wing offers 31 pri-

vate rooms and 4 wings for newly born

babies at the neonatal intensive care

unit.

Al-Amal Hospital Al-Amal Hospital is an integral hospital,

the first of its kind to secure first-class

medical treatment for cancer patients

in Qatar. It comprises all necessary

medical services including radiothera-

py. It is constructed and operated at the

best international standards.

Private healthcareBesides HMC, the Qatari government

has also encouraged the private sec-

tor to play a greater role in providing

healthcare to the public. The country’s

first private hospital opened in late

1999, and private practices and clinics

(both medical and dental) now offer

a full range of medical services, from

rheumatology and dermatology to re-

flexology and home nursing care. Laws

governing private practice are strict,

and licensing is mandatory for all es-

tablishments and each of their medical

and nursing staff. Notwithstanding that,

private medical service facilities have

expanded to represent 67 percent of

all the country’s health service provid-

ers, helping to ease the burden on HMC

and Primary Healthcare Centers.

Preventive healthcare The Preventive Health Department's is

responsible for combating contagious

diseases, carrying out vaccination, im-

munisation, food control, quarantine,

providing health education in the field

of maternal and child care and ensuring

environmental health and safety.

one of the main focuses for pre-

ventive healthcare is the fight against

contagious diseases. As such, Qatar

has a comprehensive list of vaccina-

tions for newborns and was one of the

first countries to add an anti-influenza

vaccine to this list. As well as conta-

gious diseases, a section was set up for

non-communicable conditions such as

pOst-natal care at hOme BY hamadThe maternity wing of Hamad Hospital is planning to imple-ment a programme of providing post-natal care for mother and their babies at home.

The Deputy Director of Nurs-ing at the maternity hospital, Heila Salem, said that initially this service will be provided only within Doha city and gradually extended to the outskirts.

“It is expected that it will help in shortening the duration of stay of the mother and baby in the hos-pital and thereby help in solving to some extent the problem of ever-growing demand for beds,” she said.

Hamad Hospital

PRIVATE MEDICAL SERVICE FACILITIES HAVE

ExPANDED To REPRESENT 67 PERCENT oF ALL THE

CoUNTRy’S HEALTH SERVICE PRoVIDERS,

HELPING To EASE THE BURDEN oN HMC AND PRIMARy HEALTHCARE

CENTERS.


2011-2012

social development

tobacco addiction, accidents and a unit

dedicated to nutrition.

Immunisation against hepatitis B is

carried out in the context of the nation-

wide immunisation campaigns against

contagious diseases.

A pre-school immunisation pro-

gramme was adopted as a regular prac-

tice. Efforts continue to eradicate teta-

nus, polio, measles and diphtheria.

Central laboratories have been up-

graded. Laboratories’ monitoring role

has been augmented and medical con-

trol staff are now given the authority to

investigate and seize foodstuffs and file

lawsuits.

The outcome of such efforts has

been reflected in the average life ex-

pectancy of Qatar’s residents – estimat-

ed at around 73 years – while, infant

mortality has dropped to less than 21

per thousand.

Sidra Medical and Research CenterSidra Medical and Research Center will

be an ultra modern, all-digital academic

medical center which is being designed

and planned to the best international

standards in health sciences.

It will offer specialty care for women

and children. It will encompass three

essential missions: world-class patient

care, medical education, and biomedi-

cal research.

Part of a collaborative effort entitled

‘one Programme in Multiple Institu-

tions’, Sidra will work closely with Weill

Cornell Medical College in Qatar and

Hamad Medical Corporation in regard

to all three missions, raising the stan-

dard of healthcare throughout the

country and providing valuable oppor-

tunities for research and learning.

The high tech facility will not only

provide world class patient care but will

also help build Qatar’s scientific exper-

tise and resources. Sidra is funded by a

QR28.8 billion ($7.9 billion) endowment

from Qatar Foundation, the largest en-

dowment of a medical and research

centre anywhere in the world.

Growth potential in medical insuranceQ-Life & Medical, a new Qatar-based in-

surance firm, sees ‘tremendous growth

potential’ in the country where life and

medical insurance remains largely un-

tapped. Initially, the wholly owned unit

of Qatar Insurance Company will pro-

vide life and group medical coverage to

corporate customers.

The company, with an initial capital of

QR100 million, plans to get into the re-

tail segment at a later stage, said Ewen

J McRobbie, Adviser to QIC's Group

President and CEo. Q-Life & Medical

was granted its licence by the Qatar Fi-

nancial Centre Regulatory Authority in

June 2011.

McRobbie said Q-Life & Medical

would take over from QIC the provi-

sion of group medical coverage to

corporate customers. Currently, Q-Life

& Medical has some 32 staff members,

all previously employed by Qatar Insur-

ance Company, who have considerable

‘medical expenses and life insurance

expertise’.

De-addiction centre to be ready within monthsThe Addiction Control Centre – a speci-

alised centre to treat substance abuse,

and drugs as well as other forms of ad-

diction as part of the country’s broader

mental health services – is expected to

open soon.

“The plan to establish the first de-

addiction centre in the country is under

way as we have already started recruit-

ing staff from within the GCC and Arab

region as well as Western countries who

will be working with inmates at the cen-

tre,” the Supreme Council of Health’s

Public Health Director Dr Mohamed bin

Hamad Al Thani said.

The first facility, which is a temporary

structure situated in Al Rayyan area will

be a stand-alone facility, to look after

patients suffering from mental illnesses

due to substance abuse and drug ad-

diction, he said, adding that a much

bigger centre would soon be built to

replace the temporary structure.

‘Lower child deaths on improved healthcare’Due to improvements in infant care and

healthcare facilities, newborns in Qatar

now die at about the same rate as those

in the US, Croatia and the United Arab

Emirates, figures from a World Health

organisation study show.

The study, which covers all 193 of

the WHo’s member countries over 20

years and looks at the comprehen-

sive global mortality rates for newborn

babies, shows that babies under four

weeks-old account for 41 percent of

child deaths worldwide.

Earlier, in April 2011, Qatar’s National

Health Strategy (NHS) had said that

child mortality rates in the country

have improved from 12.9 to 8.1 deaths

per 1,000 live births between 1990 and

2008.

THE ADDICTIoN CoNTRoL CENTRE – A SPECIALISED

CENTRE To TREAT SUBSTANCE ABUSE,

AND DRUGS AS WELL AS oTHER FoRMS oF

ADDICTIoN AS PART oF THE CoUNTRy’S BRoADER

MENTAL HEALTH SERVICES – IS ExPECTED

To oPEN SooN.

Qatar health 2012 Qatar Health is one of Hamad Medical Corporation’s and the State of Qatar’s most vibrant healthcare projects to date. This premier healthcare congress and exhibition will showcase advances in healthcare research and technol-ogy, and provide an international forum for the exchange of expertise be-tween healthcare professionals.

Qatar Health 2012 has local and international sponsors and exhibitors and will offer a wide range of information on the latest healthcare services and equipment for all visitors.

136 BuSinESSES givE BACK TO SOCiETy142 QATAr TAKES THE grEEn rOuTE

csR & EnVIROnmEnt


2011-2012

csr & environment

The RoTA Adult English Literacy Programme, first developed in 2009, was to teach English to low-skilled migrant workers in Qatar.

While environmental sustainability and protection are vital, most

companies have also realised the value of giving back to soci-

ety through their various Corporate Social Responsibility (CSR)

programmes. CSR programmes are usually self-regulated prac-

tices that are included in a business model. They can range

from green initiatives to education forums, charity work, wildlife preservation and

so on. The goal of CSR is to embrace responsibility for the company’s actions and

encourage a positive impact through its activities on the environment, consumers,

employees and communities.

RoTAThis year Reach out To Asia (RoTA) has undertaken many initiatives focusing on

the youth, around Asia.

RoTA partner Hashoo Foundation proposed the establishment of two Voca-

tional/Technical Training Centers called, ‘Human Development Resource Centers’

(HDRCs) in UC Nar Sher Ali Khan, Pakistan, to train men and women separately.

Each training centre will offer six courses including vocational and technical and

agricultural-based trainings.

Cambodia, a culturally rich and diverse country in Southeast Asia, is still recover-

ing from the repercussions of the 20 years of Khmer Rouge rule, a dark time in

the country’s history that all but drained Cambodia’s cultural heritage. Along with

its partners, RoTA focused on cultural and educational development programmes

to help rebuild the country’s heritage, and give children hope for their futures. In

July 2007, a Memorandum of Understanding was signed between RoTA and Cam-

buSineSSeS give back to Society

CSR:

2011-2012

overview economy infrastructure ict qatar and the world tourism, retail & sportsprivate sector & diversification csr & environment

bodia’s Monithapana Foundation to

expand the Vihear Suork Schools by

building primary, secondary and voca-

tional schools in the Kandal Province

of Cambodia. The upgraded Vihear

Suork Schools, recently renamed the

Samdech Akka Moha Sena Padei Techo

Hun Sen General and Technical High

School, have provided additional ac-

cess to primary and secondary educa-

tion for children and vocational training

the youth.

Construction was initiated in Sep-

tember 2009, and was completed mid-

November 2010, and the building was

inaugurated on April 4, 2011.

Reaching out to migrant workers in QatarRoTA’s volunteering programmes en-

courages local people to participate

in all kinds of initiatives established by

RoTA. Literacy programmes, patient

support programmes and foreign trips

were part of this year’s volunteering

programme.

The RoTA Adult English Literacy

Program, first developed in 2009, was

to teach English to low-skilled migrant

workers in Qatar. The programme trains

volunteers, mainly students, to become

Literacy Trainers, who go on to deliver a

16-week English literacy course to low-

skilled migrant workers using RoTA’s

custom-designed English Literacy

curriculum. The aim for 2011 was to

engage 60 student trainers and other

volunteers in delivering the course to

150 low-skilled workers based at three

Qatar Foundation universities and

local companies.

Qatar AirwaysQatar Airways is committed to protect-

ing the environment. They go beyond

the current industry best practices for

fuel and environmental management;

and is actively working to reduce avia-

tion’s impact on global climate change,

noise, local air quality, non-renewable

resources, and waste.

over the past few years, Qatar Air-

ways has been instrumental in driving

a number of environmentally-friendly

projects designed to find ways to maxi-

mise fuel efficiency and explore the use

of cleaner jet fuels.

QA’s well-documented move into

the research of alternative jet fuel as

part of an overall mission to secure a

cleaner and environmentally-friendly

future, helped win it the environment

accolade at the annual Airline Strategy

Awards held in London last year. The

airline earned recognition among an

illustrious judging panel made up of

chief executives, aviation consultants,

leading analysts and academics drawn

from across the industry.

The airline was acknowledged for

its leadership in pioneering the use of

alternative jet fuel having operated the

world’s first commercial passenger flight

powered by a fuel made from natural

gas. The flight from London Gatwick to

Doha in october 2009 made headlines

around the world.

otherwise known as gas-to-liquids

(GTL) fuel, the milestone flight was also

seen as the first step in helping make

the alternative synthetic fuel available

to all airlines in the future.

The airline has implemented a com-

pany-wide five-pillar corporate social

responsibility strategy that embraces

change management and integrated

fuel management for sustainable

development.

The airline, along with Airbus, has

launched a new environmental initia-

tive aimed at producing biomass-to-

liquid (BTL) jet fuel.

Fuel and environmental managementFuel and environmental management

are the major concerns of the aviation

industry next to safety and customer

satisfaction. However, whereas safety

and customer satisfaction are part of

the corporate culture, fuel and en-

vironmental management require

change management in order to con-

tinuously adapt to the ever-changing

business, political and social environ-

ment. Change management requires

a top-down approach and a clear vision

as well as full buy-in at all levels in the

organisation.

Qatar Airways therefore designed

a wide-ranging Environmental Man-

agement System around its six-step

environmental policy. It was the first

airline in the region to implement a fuel

efficiency programme in early 2007.

The programme moved to corporate

culture under the newly launched Five

Pillar Corporate Social Responsibility The passengers of the first commercial QA flight, along with the partners of the project

QATAR AIRWAyS HAS IMPLEMENTED A CoMPANy-WIDE FIVE-PILLAR CoRPoRATE SoCIAL RESPoNSIBILITy STRATEGy THAT EMBRACES CHANGE MANAGEMENT AND INTEGRATED FUEL MANAGEMENT FoR SUSTAINABLE DEVELoPMENT.


2011-2012

Programme – The oryx Flies Green. The

airline has a dedicated Fuel optimisa-

tion department whose primary focus

is to identify ways in which the airline

can reduce its dependence on fossil

fuels as part of its Integrated Fuel Man-

agement Programme. This includes

weight reduction on the aircraft, more

efficient routings, new takeoff and land-

ing procedures, improved engine wash

programme, aerodynamic cleanliness,

increased use of Ground Power Units

instead of the aircrafts’ Auxiliary Power

Unit, and much more.

As a result, QA has already imple-

mented a significant number of flight/

ground operations and engineer-

ing procedure enhancements and

weight-reduction initiatives to help to

reduce fuel consumption and carbon

footprints.

Furthermore Qatar Airways is get-

ting ready to comply with the Euro-

pean Union Emissions Trading Scheme

(EU ETS), a scheme that is aimed at

the reduction of carbon emissions

by aviation.

The Environmental Department

looks at ways to reduce usage of wa-

ter, paper and other materials and

thereby reduce waste. Recycling of

on-board and airport waste is the

next step forward. The airline's new

home base, New Doha International

Airport will also be a masterpiece of

environmental engineering.

QA also works on the political front

as a member of the Aviation Global

Deal Group. It recognises the urgent

need to combat climate change, and

is working towards developing a prac-

tical, business-led solution that helps

contribute to global efforts to address

climate change.

Msheireb Properties

A group of construction workers who

are rebuilding the centre of Doha

through the Msheireb Downtown proj-

ect, have significantly boosted their

skill sets after successfully completing

a free IT training course offered by the

project developer, Msheireb Properties.

“Career development and skills training

are an integral part of our approach to

human resources and community de-

velopment and, we believe in making

available learning opportunities and

creating the potential for advancement

to all those involved in the construction

of our unique development,” said Mo-

hammed Al Marri, Projects Director at

Msheireb Properties.

Msheireb Properties launched a

‘Safety First’ campaign to foster a posi-

tive safety culture amongst its con-

struction contractors and workers at

the main Msheireb project site. Al Mar-

ris aid, “As a socially responsible organi-

sation, our new ‘Safety First’ campaign

reinforces Msheireb’s commitment

towards all its workers on construction

sites. Msheireb Properties firmly be-

lieves that the labour force has a major

role in driving forward development

targets, and actively contributes to all

achievements to date.”

Recently, the Supreme Education

Council (SEC) announced its role as

the supporting partner to the Msheir-

eb-led Green Programme for Schools

(GPS), during a signing ceremony at the

Msheireb Enrichment Centre.

Jawaher Al Khuzaei, Communica-

tions Manager of Msheireb Properties

said, “This new eco schools initiative

forms part of our extensive corporate

social responsibility programme and

underlines the very core of Msheireb

Properties’ belief in sustainability and

the environment.

"By encouraging the next genera-

tion to commit to becoming fully eco-

aware, we are investing in the future of

our nation. By taking part in this pro-

gramme, students will be able to grasp

the valuable ‘green’ concepts behind

the Msheireb redevelopment – those

of preserving our heritage, designing

a sustainable way of living in the com-

(L-R) Ravi Raman, Vice President, Oryx Advertising Co WLL with Jawaher Al Khuzaei, Communications Manager of Msheireb Properties, at the launch of the Green Programme for Schools

MSHEIREB PRoPERTIES LAUNCHED A ‘SAFETy

FIRST’ CAMPAIGN To FoSTER A PoSITIVE

SAFETy CULTURE AMoNGST ITS

CoNSTRUCTIoN CoNTRACToRS AND

WoRKERS AT THE MAIN MSHEIREB

PRoJECT SITE.

csr & environment

2011-2012

overview economy infrastructure ict qatar and the world tourism, retail & sportsprivate sector & diversification

munity, with architecture that draw

on our ancestors’ insight, while at the

same time aiming for the very highest

LEED accreditation with the latest eco-

technology.”

VodafoneVodafone Qatar has launched a SIM

card pack that is made up of 100 per-

cent biodegradable paper. In May last

year, Vodafone initially redesigned its

plastic SIM packs to use polypropylene,

a recyclable material.

Aside from being biodegradable, the

new SIM pack contains a SIM plug-in

instead of a full ISo-size SIM card body

and is smaller in size. This will reduce

the volume of plastic disposal, as well as

Vodafone’s carbon footprint.

Better World, Vodafone Qatar’s Cor-

porate Social Responsibility strategy,

aims to unravel a community of real

transformational of change by bring-

ing together individuals who are willing

to share ideas and work together for a

common advocacy.

Vodafone Qatar believes in the pow-

er of promoting a culture of dialogue,

learning, good practice sharing and to

combined forces with the purpose of

making the world a better place.

Under the ‘Better World’ banner,

Vodafone Qatar hosted for the second

time this year, the quarterly gathering

of the Corporate Social Responsibility

(CSR) community, called the CSR Majlis

in Qatar in its headquarter office at Qa-

tar Science and Technology Park.

“The CSR Majlis in Qatar serves as a

platform for networking, information

sharing and partnering with the goal

of strengthening and increasing CSR

awareness and practice in Qatar,” says

Luisa Gentile, Head of Vodafone Qatar

Corporate Responsibility and Founder

of CSR Majlis in Qatar.

Vodafone has also launched a cor-

porate volunteering scheme which

allows its employees to take two days

paid leave every year to participate in

volunteering activities.

According to Vodafone, volunteering

has several benefits, as it is good for the

community, good for those who volun-

teer and good for the company itself.

Unlike financial donations and in-

kind support, the Vodafone Employee

Volunteering Scheme will allow the

company to foster a more personal link

to the community by sharing its human

resources with organisations in need.

“Vodafone Qatar’s employees are tal-

ented, energetic, skilled and are sure to

make a big difference in the community

by donating not only their time, but also

their skills and expertise,” says Gentile.

UDCUnited Development Company (UDC),

one of Qatar’s leading sharehold-

ing companies, in collaboration with

the Ministry of the Environment, has

agreed to establish the country’s first

urban turtle sanctuary at The Pearl-

Qatar (TPQ).

The sanctuary, the Turtle Rehab

Project, already has its first beneficiary,

“Will”, an endangered green sea turtle

that was found injured near The Pearl-

Qatar in october 2010.

The sanctuary is a key component

of UDC’s commitment to the environ-

ment, which has seen the master de-

veloper establish an Environmental

Affairs Department in 2007. The envi-

ronment of The Pearl-Qatar is evolv-

ing and UDC, the master developer of

the project, has taken great measures

to preserve and enhance the marine,

air and land resources on which the

development lies.

The Pearl-Qatar, the flagship project

of UDC and one of the largest urban de-

velopments in Qatar, hosted workshops

to enhance mental arithmetic skills for

children in June 2011.

As part of UDC’s Corporate Social

Responsibility, the company partnered

with the Skills Development Centre to

introduce the oKooL Mental Math Pro-

gramme, which was open to both resi-

dents and visitors of The Pearl-Qatar.

The programme used unique teaching

methods to teach children aged 6-14

essential mathematical skills.

QatargasConstantly improving its operations

to minimise environmental impacts is

a business goal. These ongoing pro-

cess improvements enable Qatargas

to meet or exceed the most stringent

government regulatory standards.

Through cooperation with industry

and government partners, the compa-

ny is committed to improving air quality,

reducing waste, and promoting healthy

marine and terrestrial ecosystems.

Qatargas strives to improve air qual-

ity by using the most advanced tech-

niques and systems available:

Emissions Reduction: Common

Condensate VoC Control System

When tankers are loaded with con-

densate at Ras Laffan, it vaporises

contributing to smog generation. The

common condensate VoC control

system eliminates these vapours by

burning them.

Pollution Control: Smokeless Flaring

Flaring, the burning off of excess gas, is

a vital safety feature at Qatargas' LNG

plant. Switching to smokeless flaring

technology has reduced the pollution

associated with flaring.

To support marine ecosystems and

to minimise industrial process effects

on the marine environment, Qatargas is

pioneering the use of these two inno-

vative, cutting-edge technologies.

RasGasIn the environmental arena, RasGas

keenly promotes the environmentally

conscious use of LNG. To this end, the

company regularly participates in en-

ergy exhibitions and conferences, such

as the International oil and Gas Confer-

ence (IoGC) and LNG 14 in 2004, Petro-

tech 2005, GasTech (the 21st Interna-

tional Conference and Exhibition on

LNG, LPG and Natural Gas), the Asian

AS PART oF UDC’S CoRPoRATE SoCIAL RESPoNSIBILITy, THE CoMPANy PARTNERED WITH THE SKILLS DEVELoPMENT CENTRE To INTRoDUCE THE oKooL MENTAL MATH PRoGRAMME, WHICH WAS oPEN To BoTH RESIDENTS AND VISIToRS oF THE PEARL-QATAR.

csr & environment


2011-2012

Markets Conference, and the World Pe-

troleum Congress.

As a pacesetting company, RasGas is

proactive io environmental issues, see-

ing its responsibility for the preservation

and development of the environment

as a core commitment.

It works with the State of Qatar and

institutions such as the Supreme Coun-

cil for the Environment and Natural

Reserves (SCENR) and the University

of Qatar on a range of innovative pro-

grammes, some directly concerned

with the LNG industry and others more

broadly affecting the natural environ-

ment of Qatar, such as air quality, waste

recycling and environmental aware-

ness projects.

Below are some of the recent sys-

tems and projects that RasGas has

implemented:

Taking a lead role in setting up Ras

Laffan Industrial City’s (RLIC) Waste

Management Facility, and being

proactive in establishing the Ras

Laffan Environmental Association

(RLEA).

Forming an alliance with the Uni-

versity of Qatar to develop special

conservation measures ensuring

that coastal disturbances are tem-

porary and minimal in nature.

In January 2006, RasGas’ environ-

mental laboratory became the first

in the State of Qatar to receive ISo

(International Standards organisa-

tion) 17025 accreditation.

In February 2006 RasGas Elements

for Excellence Management System

was recertified to ISo 9001:2000,

oHSAS 18001:1999 and upgraded

to ISo 14001:2004 standards.

QtelTelecommunications companies have

a clear role to play to help support a

cleaner environment. Firstly, as with

any company whose activities change

the environment around it, Qtel strives

to limit its carbon footprint and ensure

that sustainability is at the core of its

operating practices.

Secondly, and equally importantly,

Qtel recognises the key role that com-

munication is playing in educating the

world about climate change and sup-

porting the innovations that will ad-

dress the issue, and tailor its services

accordingly.

Qtel is continuously exploring new

ways of delivering on these two respon-

sibilities. As Qatar’s leading telecommu-

nications company, Qtel has invested in

building the network infrastructure that

supports telephony, Internet access,

digital television and enterprise tech-

nology across the nation. Ensuring that

this infrastructure was developed with

the least impact on the community was

always a key priority for the company,

which has deep roots within Qatar.

In March 2008, Qtel’s environmental

initiative took a big leap forward when

it began working with the National Pro-

gram for Raising Awareness and Safe

Disposal of Electronic Waste (NPRAS-

DEW) in Qatar.

This initiative, launched by the Su-

preme Council for the Environment

and Natural Reserves (SCENR), was a

response to wider global agreement to

reduce electronic waste and minimise

the impact of its disposal on the envi-

ronment. The aim was to raise public

awareness of the dangers of waste and

how to dispose of it without damaging

the environment.

The awareness and safe disposal

initiative was executed in two stages

through 2008, the first of which involved

hiring international experts to develop

recommendations for the manage-

ment of electronic waste in Qatar. The

second stage outlined a long-term se-

ries of public and corporate initiatives to

reduce the country’s electronic waste,

and was developed in partnership with

the expert panel. Qtel provided material

support for both stages.

one of the key challenges of this pro-

cess is working with all actors – State

and non-governmental – to create

nationwide processes for the disposal

of waste material. other environmental

actions within Qtel are to reduce paper

usage including online archiving and

workflow processes using Sharepoint

and oracle, with the goal of a paperless

workplace. It is also close to launching a

paper and plastic recycling programme.

Externally, the company is moving to-

wards managing relationships with cus-

tomers through paper-free methods as

much as possible, by providing online

billing, payment via mobile and account

management by self-service machines.

Q-ChemQ-Chem has acknowledged the fact

that the world’s consumption of re-

sources is growing exponentially, in-

volving the utilization of more energy,

production of more waste, discharge

of more pollutants to the environment,

and all that contributes to the world’s

major problems like greenhouse gases,

global warming, ozone depletion, acid

rain, and loss of biodiversity, etc. These

were acknowledged at the very earliest

stages, when designers and the project

installation team adopted state-of-art

technologies and operational philoso-

phies to reduce all impacts associated

with the company's production, stor-

age and shipping works. The local

authorities in Qatar have been using

Q-Chem as a role model for newer and

older facilities for the many good things

it has done and will continue to do for

the environment. Following are only

some examples:

Q-Chem received CPChem Presi-

dent's Environmental Harmony Award

s in 2007, 2008 and 2009. Q-Chem

also received the GCC prize for the

best establishment meeting standards i

n 2006.

Q-Chem was one of the pioneers in

Qatar to reduce Nox emissions and up-

grade treatment units and fired equip-

ment to meet new and more stringent

environmental standards

ENVIRoNMENTAL ACTIoNS, AMoNGST

oTHERS, WITHIN QTEL ARE To REDUCE PAPER

USAGE INCLUDING oNLINE ARCHIVING AND WoRKFLoW PRoCESSES

USING SHAREPoINT AND oRACLE, WITH THE

GoAL oF A PAPERLESS WoRKPLACE. IT IS ALSo CLoSE To LAUNCHING A PAPER AND PLASTIC

RECyCLING PRoGRAMME.

csr & environment


2011-2012

Through its slogan ‘creating green legacy’, GoRD strives to be one of the driving forces behind positioning Qatar as the leader in the field of sustainable development, design and construction in the region.

Two years ago, sustainable construction and green buildings were an

entirely new concept. Now the country has more than two buildings

that will soon get a Gold rating in LEED, and organisations that are

committed in their goal of sustainable development and the country

also has developed its own rating system, Qatar Sustainable Assess-

ment System (QSAS). QSAS was developed by the Gulf organisation for Research

& Development – a subsidiary of QATARI DIAR Real Investment Company (originally

called Barwa and QATARI DIAR Research Institute – BQDRI), a non-profit indepen-

dent organisation headed by Dr yousef Al Horr.

Located at the Qatar Science and Technology Park, the Gulf organisation for

Research & Development (GoRD) aims to ensure a healthy, rich and diverse envi-

ronment for present and future generations in support of the environmental pillar

of Qatar National Vision 2030. The vision is for Qatar to be a leader in sustainable

development, design and construction. GoRD will be one of the driving forces be-

hind this transformation, achieving recognition by the construction industry and

real estate sector as an invaluable contributor to the delivery of sustainable de-

velopment. Through its slogan ‘creating green legacy’, GoRD strives to be one of

the driving forces behind positioning Qatar as the leader in the field of sustainable

development, design and construction in the region.

By attracting and building a professional network of local and international or-

ganisations, GoRD provides support to the construction industry in aiming to ac-

celerate the adoption, development and application of sustainable solutions within

the building environment. on the training and qualifying level, GoRD provides great

opportunities for training professionals in the field of development, building and de-

Qatar takeS the green route

csr & environment

2011-2012

overview economy infrastructure ict qatar and the world tourism, retail & sportsprivate sector & diversification

signing according to QSAS standards.

This is a concentrated effort to have a

resource of engineers and architects in

Qatar who appreciate the importance

of the cultural heritage for the benefit

of the present and future generations,

while also acknowledging the need to

protect the environment.

GoRD will engage in research that

is related to the development of basic

knowledge and processes in urban

construction.

Among the studies and subjects on

which the Research organisation will

focus is the study of building energy

data, where it will seek to collect build-

ing energy-related data to set the base-

line for fact-based and benchmarking

studies in the region, leading to further

advanced studies.

To maintain its regional position as

a leading Research organisation in the

field of sustainable development, The

Gulf organisation for R&D will deal with

building technologies and material re-

search related to a desert climate and

low-energy construction solutions.

Besides this, it will concentrate on

studies related to energy planning by

relying on energy-driven Infrastructure

Planning and Research, and develop-

ing decision-making tools such as in-

tegrated GIS systems for energy use,

as well as onsite measurement of the

micro-climate.

GoRD intends to conduct many ap-

plied research projects aiming to speed

the application of QSAS standards and

provide practical models that people

and investors can follow when they

need to adopt QSAS in buildings.

Sustainability assessment systemThe Qatar Sustainability Assessment

System (QSAS) is the new ‘green build-

ing’ rating system developed specifi-

cally for Qatar. This rating system will

be included in the Qatar Construction

Code making it mandatory to use in all

buildings in the country.

It takes into account the specific re-

quirements of the region, with the aim

of helping Qatari companies, to save

money; reduce energy costs and gen-

erally protect the environment from

the effects of climate change.

The QSAS was developed in partner-

ship by BARWA Real Estate Company

and QATARI DIAR Real Estate Invest-

ment Company (Qatari Diar). Both com-

panies have now shown a commitment

to utilise this unique assessment meth-

od on all future and current projects.

BG2 Global Solutions have also taken

on this commitment to follow the QSAS

compliance requirements for all future

projects; and will provide consultancy

and certification services under QSAS.

Carrying out this assessment pro-

cess will enhance the design, construc-

tion, operation and maintenance of

office spaces with the aim of reducing

water consumption, energy usage and

materials use, while reducing impacts

on human health and the planet.

Councils For Green EffortsQatar Green Building Council (QGBC),

an independent non-profit organisation

committed to developing a sustainable

approach to design and development

of buildings for Qatar, was officially

launched in 2009.

Recently QGBC was recognised as

an official entity with an Interim Board

members announced at a ceremony

recently.

“Since QGBC was established, we

have built important partnerships with

“What makes QSAS special is that this assessment system is now being added to the Qatar Construction Code, which means we will be the first country to mandate its buildings (schools, government buildings and mosques) to construct sustainably. The Code will become functional by the end of the year and will include all the parameters of QSAS in phases,” says Dr youssef Al Horr, Founder and Chairman, GoRD

THE GULF oRGANISATIoN FoR R&D WILL DEAL WITH BUILDING TECHNoLoGIES AND MATERIAL RESEARCH RELATED To A DESERT CLIMATE AND LoW-ENERGy CoNSTRUCTIoN SoLUTIoNS.

csr & environment


2011-2012

the industry and community through

our membership and sponsorship

programmes, engaging multiple stake-

holders in advancing a green building

culture and sharing the benefits that

come with it.

"These founding organisations and

members share our long-term vision

and have been integral to the growth of

QGBC. With their expertise and signifi-

cant support, QGBC will help the indus-

try take the necessary steps towards

building a sustainable future for Qatar,”

said Eng Issa Al Mohannadi, Founder

and Chairman of the QGBC Interim

Board.

QGBC is a private organisation of

public benefit with a vision to provide

leadership and collaboration for Qatar

in guiding and adopting environmen-

tally sustainable practices for green

building design and development; and

to support the health and sustainability

of environment, people and economic

security for generations to come.

The Council’s mission is to educate

the public, generate and foster aware-

ness among the people, develop a de-

finitive set of clear environmental and

green building best practice guidelines,

and to support and commit to research

and development.

The Council supports numerous

certification programmes and inter-

nationally recognised benchmarks of

sustainable building practices including

L.E.E.D – Leadership in Energy and Envi-

ronmental Design (US-based), BREEAM

(UK-based), and Green Star (Australia-

based) and emerging systems, being

developed to address the unique cli-

matic challenges in this region, such

as BREEAM Gulf (Middle East) and

QSAS (Qatar).)

QGBC collaborates with the design

and building industry and liaises with

the government to promote sustain-

able development.

It helps define certain standards

for sustainable policies, products and

services, as well as guide and train

designers, planners, and develop-

ers in the creation and development

of green buildings and sustainable

communities.

To initiate a positive change in indus-

try practices, the Council has created

real incentives for the private sector

to pursue sustainable environmentally

friendly practices and technologies.

To ensure that the green building

initiatives are recognised, valued and

maintained, QGBC will set up an award

programme to recognise organisations

for their green building achievements.

Under the WGBC umbrellaQatar is a member of the World Green

Building Council (WGBC) through the

Qatar Green Building Council.

QGBC operates as a member of the

WGBC which represents over 50 per-

cent of global construction activity

touching more than 15,000 companies

and organisations worldwide.

A further 16 countries are also in

the early stages of setting up their

own Green Building Councils; joining

the 12 countries already members of

the WGBC

the fOllOwInG dIaGram shOws the dIfferent weIGhts Of Qsas cateGOrIes:

0% 5% 10% 15% 20% 25% 30%

MANAGEMENT & oPERATIoNS

MATERIAL

URBAN CoNNECTIVITy

SITE

CULTURAL & ECoNoMIC VALUE

INDooR ENVIRoNMENT

WATER

ENERGy

QGBC CoLLABoRATES WITH THE DESIGN AND

BUILDING INDUSTRy AND LIAISES WITH

THE GoVERNMENT To PRoMoTE SUSTAINABLE

DEVELoPMENT.

csr & environment

146 POSiTivE OuTLOOK BOOSTS rETAiL SECTOr152 DivErSiFiED grOWTH in HOSPiTALiTy162 CAPTuring HiSTOry166 SPOrTS LArgEr THAn LiFE

tOuRIsm, REtaIl & spORts

qatar and the world social developmentprivate sector & diversificationoverview economy infrastructure ict

2011-2012

tourism, retail & sports

2011-2012

overview economy infrastructure ict qatar and the world social developmentprivate sector & diversification tourism, retail & sports

Qatar's consumers are increasingly positive in their outlook, a confidence that is expected to be translated into higher spending in the country's shops. Qatari consumers are among the most positive in the region, with their expectations for the coming six months growing in line with the health of the economy.

Q atar's retail sector appears well-placed for solid growth over the

next few years, with prospects looking even brighter in the medi-

um term as the economy is expected to gain further momentum

as a result of the government's investment programme and the

feel-good factor leading up to hosting the 2022 FIFA World Cup,

Global Arab Network reports, according to the oxford Business Group.

The International Monetary Fund (IMF) forecasts an expansion in Qatar's GDP of

up to 18% this year, and the state is committed to a huge investment programme

that will see tens of billions of dollars flow into the economy through new projects,

most of which are aimed at improving the nation's infrastructure, diversifying the

economic base and boosting employment.

With per capita GDP the highest in the world at more than $86,000 a year, a fig-

ure that is set to grow as the economy continues to expand, Qataris are in a strong

position to spend. Local retailers should be buoyed by a groundswell of consumer

confidence to accompany the continuing increase in discretionary spending pow-

er, with two recently released reports showing that optimism is on the rise.

According to the latest quarterly consumer confidence survey conducted by on-

line job site Bayt.com, in conjunction with research specialists youGovSiraj, Qatar's

consumers are increasingly positive in their outlook, a confidence that is expected

to be translated into higher spending in the country's shops. The study found that

55 percent of Qatari respondents felt the local economy would be even stronger in

a year's time, with just one in 10 believing it will worsen in 2011. Some 50 percent

believe their financial position will improve this year and 52 percent are confident

the employment market will strengthen during the next 12 months.

These findings back up an earlier survey, the MasterCard Worldwide Index of Con-sumer Confidence issued in December 2010. The study found that Qatari consum-

PoSitive outlook booStS the Sector

RETAIL


2011-2012


ers were among the most positive in

the region, with their expectations for

the coming six months growing in line

with the health of the economy.

Qatar was ranked second on the

index for the first half of 2011, behind

only Saudi Arabia, while its overall rating

on the index of 83.6 was well above the

regional average of 71.6.

The survey also found that there was

an across-the-board increase in con-

sumer confidence, with all five indica-

tors covered by the study pointing to a

sharp improvement in sentiment, with

the quality-of-life index up from 57.5 six

months before to just under 90.

The survey showed similar trends for

confidence regarding regular income

and employment opportunities, the

former rising from 47.1 to 86.4 and the

latter up to 92.1 from 85.5, all solid por-

tents of higher spending.

The expected jump in demand is

feeding growth in shopping supply, with

a steep rise in retail space coming onto

the market over the past year.

According to a report released by

property consultancy Colliers Interna-

tional at the end of 2010, the total gross

leasable area (GLA) available to the re-

tail sector in Doha topped 630,000 sq

m, up by some 30 percent since 2009.

This demand-supply imbalance will

be eased over the next two years, with

Colliers estimating that GLA will in-

crease to 760,000 sq m by the end of

2012 as a series of new developments

open their doors. This will go some way

to addressing one of the few problems

Qatar's retailers face, with the increased

floor space on offer expected to push

down rental prices.

At around $660 per sq metre a year,

they are currently some of the highest

in the region, despite an 8 percent re-

duction in 2010.

Rental costs could start to climb

again as the World Cup comes closer,

with demand for premium space ex-

pected to heat up as the tournament

approaches. When drafting their medi-

um-term plans retailers will have to fac-

tor in a probable dip after the World Cup

winds down and fans leave town.

Qatar's retail, hospitality and tourism

sectors have already been given a small

foretaste of what to expect in 2022.

They enjoyed a brief boom in January

when the nation hosted the Asian Cup,

which saw supporters of the 16 quali-

fying teams arrive in the country. How-

ever, as successive sides were knocked

out the number of foreign sports fans

staying in Qatar's hotels and shopping

in its malls and boutiques dwindled.

Though there will undoubtedly be

some deflation for the sector following

the World Cup, this should not be too

extreme, as the expected expansion of

the domestic economy and population

growth should soak up the increased

retail capacity and keep the tills ringing

long after the final whistle in 2022.

Doha Festival CityConstruction work has started on the

QR6 billion ($1.65 billion) Doha Festival

City retail destination, which is slated

for completion in the fourth quarter

of 2014.

Bawabat Al-Shamal Real Estate Com-

pany (BASREC) said the mega-project

was a joint venture with Al-Futtaim

Group, Qatar Islamic Bank and other

investors.

IKEA, part of the Al-Futtaim Group,

will be developed under the first phase

of construction and the 32,000 sq

m store is set for completion in Q4

2012, with the remaining elements of

Doha Festival City due for delivery two

years later.

The company said the general con-

tractor contract for IKEA has been

awarded to QACC (Qatari Arabian

Construction Co) and Amana Qatar

Contracting Co with the MEP package

awarded to Hamad and Mohamad A

Futtaim Engineering.

BASREC said other leading interna-

tional and local brands are expressing

strong interest in being part of Doha

Festival City, which will also offer an en-

tertainment and leisure complex, car

showrooms and international hotels.

The project is one of the first mega-

projects to get underway as a result of

Qatar’s successful bid to host the FIFA

World Cup 2022 tournament.

Dubai’s Al Futtaim Group has also de-

veloped the Festival City construction

brand in the UAE and Egypt.

The project is located 15km north

of downtown Doha on Al Shamal Road,

one of the main arterial routes to the

city centre and connecting Doha

with Bahrain.

Due to be completed in 2014, some

of the main retail tenants already an-

nounced include the Swedish furnish-

ing giant IKEA, Toys R Us, Marks & Spen-

cer and Intersport.

Al Meera plans to build two Doha shopping mallsAl Meera Holding has announced

plans to build two new shopping malls

in Doha.

one will be built in the Ain Khaled

area of the capital city while another

will be at Al Mansoura, including two

hypermarkets, the company said in

comments published by state news

agency QNA.

The total retail space of the malls will

reach 100,000 sq m and form part of

the company’s expansion into the hy-

permarket business.

“We intend to add another 200,000

square metres of retail space over the

next few years,” said CEo Guy Sauvage.

“Customers will soon be able to reap

the benefits as our expansion strategy

will see more competitive prices and

a completely revamped shopping cli-

mate.”

Deputy CEo Mohammed Nasser Al

Qahtani said the company had award-

ed the construction contract to Arab

Engineering Bureau (AEB).

Al Meera recently announced their

half-yearly results, posting an 18.5

QATAR'S RETAIL, HoSPITALITy AND

ToURISM SECToRS HAVE ALREADy BEEN GIVEN A

SMALL FoRETASTE oF WHAT To ExPECT IN 2022.

THEy ENJoyED A BRIEF BooM IN JANUARy WHEN THE NATIoN HoSTED THE

ASIAN CUP, WHICH SAW SUPPoRTERS oF THE

16 QUALIFyING TEAMS ARRIVE IN THE CoUNTRy.

2011-2012


percent gain over the same period

last year.

Spinneys plans toopen six new outletsSupermarket retailer Spinneys is plan-

ning at least six new outlets in Qatar

over the next three years, according to

Alistair Calder, Spinneys' Chief Develop-

ment officer. He said the GCC region is

a key target market, with Qatar standing

out as the most stable with a constantly

growing economy.

"our investment in Qatar was a

natural expansion of Spinneys' op-

erations to one of the most promising

GCC markets. There is a growing com-

munity here which is seeking premium

products and our presence in Qatar will

naturally attract this segment to our re-

tail outlets."

"As Qatar continues to develop, we

hope to become an even bigger part

of the local society by opening further

branches in its fast developing loca-

tions, offering more for local custom-

ers," added Calder.

Spinneys also said it was opening

two stores this summer at Doha's high

profile residential, commercial and

hospitality location, The Pearl-Qatar.

Spinneys, established in 1924, now op-

erates supermarkets in Egypt, Jordan,

Lebanon, Qatar and the UAE.

The Gate Mall opens at West BayQatar's shopping options have been

enhanced with the opening of the main

doors at The Gate Mall, the fashion and

lifestyle destination located in the heart

of West Bay.

Many boutiques of high-end brands

are already open and several others are

set to open in the coming months.

"opening of the main doors to the

public is a significant milestone for us,"

said Neville Koen, Head of Properties at

The Gate.

The new main access points deliver

a fresh experience to the public and add

a sense of life and energy to The Gate

that the architects first envisioned.

Vast skylights flood the shopping

areas with natural light. The mall com-

bines cutting edge interior design with

a relaxing ambience. A number of areas

in the mall are designed to feature ex-

hibition spaces, hosting art and sculp-

tures created especially for The Gate.

A number of diverse works have

been commissioned with local and in-

ternational artists, including a crystal

lighting installation that hangs promi-

nently above a walkway. Several more

pieces are currently in development

and will soon be unveiled in key loca-

tions throughout the mall. "From the

outset, our aim has been to create a

shopping destination unlike anything

else in the country," said yasser Hamad,

General Manager of developer Salam

Bounian. The Gate is not only a shop-

ping and entertainment destination but

also a gathering point for social, cultural

and functional activities.

The interior highlights include Ital-

ian marble, polished granite, coloured

glass, natural wood and polished metal

works, as well as lighting fixtures and re-

strooms that are more often associated

with five-star hotels.

The Gate features two floors of retail

space covering an area of 15,000,000sq

m, dedicated to luxury fashion outlets

with some food and beverage outlets.

The second floor will soon be opened

to host a leisure, entertainment and

food destination with a concept that is

entirely unique in Qatar. The third floor

is designated for health, wellness and

various service outlets.

Hugo Boss, Just Cavalli, Givenchy and

Versace Collection add to the list of

world-leading fashion houses currently

on offer in the mall.

Boutiques in the mall are exception-

ally fitted and finished, with most repre-

senting the brand's first and only outlet

in Qatar. The Gate incorporates Salam

Stores, the country's leading depart-

ment store, which when launched in

1982 was West Bay's first commercial

outlet. Salam Stores is now the anchor

tenant at The Gate Mall, and connects

to it via four separate entrances.

Boutiques offering contemporary

fashion for men and women include

La Martina, Diesel, Salam Denim, 7 For

All Mankind, Boss orange and Frankie

Morello. Women's fashion and acces-

sories will include the likes of Rocco Ba-

rocco, Alberto Guardiani, Stuart Weitz-

man, Loriblu, Red Valentino, Versus,

Rochas, Ice Iceberg, Galliano, Elie Tahari,

Catherine Malandrino, Edition 1 and

Sharqiyat.

Men's fashion is represented by Brit-

ish designer Paul Smith, Italian fashion

house Canali and the yachting brand

Paul & Shark.

For kids there is I Pinco Pallino, Why

And 1/2, Lola Et Moi and Monnalisa.

Couture watches and jewellery are to

be found at Breitling, Korloff/Zenith and

Al Baker Boutique, with the French in-

terior decor specialist Mis en Demeure

offering furniture, accessories and

objects for elegant homes and apart-

ments. Doha Bank will also be opening

a branch in the mall.

Coming to the dining options, three

outlets are currently on offer. Vapiano,

opening soon, is an innovative Euro-

pean concept serving made-to-order

hand tossed pizzas, fresh, house-made

pasta and hand tossed gourmet salads.

Farggi is a Spanish restaurant specialis-

ing in ice cream, fine pastries, choco-

late, sandwiches and coffee. MBCo

hails from Montreal in Canada, and is a

bakery shop concept featuring freshly

baked breads, gourmet sandwiches,

desserts and exotic coffees.

opening shortly is the innovative

Australian food emporium Jones the

Grocer which focuses on providing nat-

ural ingredients produced by specialist

artisan suppliers and showcases these

through a menu offered in the in-store

designer cafe.

As well as several drop-off locations

THE GATE FEATURES TWo FLooRS oF RETAIL SPACE CoVERING AN AREA oF 15,000,000 SQUARE METRES, DEDICATED To LUxURy FASHIoN oUTLETS WITH SoME FooD AND BEVERAGE oUTLETS.


2011-2012


and street level parking bays, there is

over 60,000sq m of parking within The

Gate's three basement levels.

Lagoona Mall The 128,000 sq m Lagoona Mall opened

in August and confirmed its investment

in the project to date totalled QR1.4 bil-

lion ($384 million).

Located in the West Bay district of

Doha, Lagoona includes 160 retail

stores, including the 13,000 sq m de-

partment store Fifty one East, which

the developer claims is the largest of its

kind in the Middle East.

The anchor tenant is joined by re-

tail brands including Porsche Design,

Mango, La Senza and Adidas, while the

mall's cornerstone attraction is expect-

ed to be its European-style piazza.

Bader Abdullah Al Darwish, chair-

man of Darwish Holding, said the mall

is aimed to be a rounded destination

rather than just a retail offering.

Lagoona is still a work in progress,

with a host of other stores planned for

the future, he said.

Real estate consultancy Jones Lang

LaSalle had warned that in April malls

in the Middle East must bolster their

entertainment appeal or risk becoming

obsolete in a glutted retail market.

Changing consumer habits and a

rise in online shopping means malls

that fail to reposition themselves in the

new landscape are likely to suffer, the

company said in a report.

Lagoona, a Darwish Malls develop-

ment, welcomed its first visitors in Au-

gust 2011. With 128,000 square meters

of finely designed space, a wealth of

convenient facilities and premium qual-

ity services, Lagoona is Qatar’s newest

retail avenue offering Qatar residents

and the region an exciting assortment

of lifestyle brands.

With August 2011 marking the soft

launch phase, Lagoona will showcase

its first parade of exciting brands and

outlets with various other bouquets of

stores lined up for inauguration in the

future.

Lagoona brings home a unique mix

of new international and regional brand

names, some of which are founding

their first flagship store in Qatar such

as Cortefiel, Blanco, Porsche Design,

Adolfo Dominguez, Al Zain Jewellery,

House of Mouawad, Kayra, Riva, Goelia,

Spiegelburg, Moreschi, Fruits & Passion,

Nara Camicie, i-Space, Bose, Bang &

olufsen, Point Zero, Carrefour Market,

McDonald’s (LIM Fresh), Tamarind In-

dian Restaurant, Wagamama Restau-

rant, outback Steakhouse, Marakech

Restaurant, A Zigo Zago – Italian Res-

taurant and Wrapt. Lagoona will also

include as anchor tenant the largest

luxury multi-brand superstore in the

Middle East, Fifty one East in addition

to Clarks, Pari Gallery, Springfield, Table

Arts, Boutique Veleno, Sugar & Spice,

La Senza, Crono, Al-Muftah Jewellery,

yateem optician, QTel, Starlink, Adidas,

Haagen-Dazs, Al Jaber opticians, Wom-

en’ Secret, Ray-Ban, QNB, Jeff de Bru-

ges, Mango, Mephisto, Reebok & Lotto

multi-brand store, Pronovias, Bert’s Cafi,

Sun Fashion, Amber, Al Jaber Watches, Il

Cafe Di Roma, IBQ, Vendome Pharmacy,

Al-Khozama Tobacco, Silkor, Al Qurashi,

Hanayen, occhiali optics, Axiom Tele-

com, Al Majed Jewellery, Edible Arrange-

ments, Plaza Hollandi, Chili’s and Caffe

Vergnano.

Lagoona’s gorgeous array of imagi-

natively decked-out boutiques exude

comfort and warmth, adding to that a

selection of international gastronomic

venues dotting 20,000 square meters

of a breathtaking European Piazza, all

engulfed by a refined atmosphere of

style and cocooned within a distinctive

architectural style.

With a unique air of timeless el-

egance and a new philosophy in style

and structure, Lagoona is a sophisti-

cated lifestyle experience and is poised

to be the place to be seen for Qatar’s

affluent society.

Lagoona will be home to Qatar’s

most luxurious multi-brand store, Fifty

one East, the biggest of its kind in the

Middle East region.

The Pearl opens new lifestyle brandsThe Pearl-Qatar, celebrated the launch

of Wood Architectural Works (WAW)

stylish interior design showroom at Por-

to Arabia, on May 16, 2011. The store

offers the ultimate design experience

with an international standard, while

providing first-class services and pro-

fessional advice in planning the perfect

interior space. The exclusive showroom

houses stunning German and Italian

products by international brands Miele,

Rolf Benz, Hulsta and Hacker. These

brands combine contemporary interior

design ideas with practicality, creating

the ultimate living environment. Prod-

ucts range from kitchens to domestic

appliances and lighting, which include

crystals and Murano chandeliers.

Hiref, a Turkish artisan crafts and ac-

cessories brand launched its showroom

in Porto Arabia at The Pearl-Qatar, dur-

ing an exclusive event on April 14, 2011.

Each Hiref product is unique in that it

is hand-made, designed to perfection

and of the highest quality, reinforcing

Hiref 's status as the ultimate trend-set-

ter of the cultural design world.

French luxury leather goods brand,

Lancel also celebrated its launch at The

Pearl-Qatar on March 31, 2011.

Bisazza, the international leader in

glass mosaic production and one of the

most distinguished luxury brands in the

design sector for interior and outdoor,

also opened at 1 La Croisette, at The

Pearl-Qatar. Bisazza is opening its first

venture in the Middle East, following its

successful expansion into world-capi-

tals like Milan, Paris, London, Barcelona,

Berlin, New york, Miami, Los Angeles

and Tokyo. Now, clients and profession-

als like architects, consultants, contrac-

tors and designers in Qatar will be able

to explore and choose among many

timeless designs created by Bisazza

LoCATED IN THE WEST BAy DISTRICT oF DoHA,

LAGooNA INCLUDES 160 RETAIL SToRES,

INCLUDING THE 13,000 SQUARE METRES

DEPARTMENT SToRE FIFTy oNE EAST, WHICH THE DEVELoPER CLAIMS IS

THE LARGEST oF ITS KIND IN THE MIDDLE EAST.


2011-2012


“The sector continues to diversify and grow. This shows great investor confidence in Qatar’s hospitality industry and the strategy and direction of the tourism sector,” Ahmed Al Nuaimi, Chairman of the Qatar Tourism Authority.

Q atar’s tourism industry is witnessing steady growth as a result of

new hotel and resort development and an increase in visitors from

the GCC. The Qatar Tourism Authority (QTA) recently released sta-

tistics showing results for the third quarter 2011, showing a 4 per-

cent increase in hotel occupancy over 2010 figures.

Four and five star hotel revenues also witnessed an increase during the summer

period, pointing to strong local and regional interest in the sector. This increase co-

incided with a 24 percent increase in visitors from nearby Gulf Cooperation Coun-

tries Council (GCC) including the UAE and Saudi Arabia.

Visitors from the GCC increased from 178,245 in the third quarter of 2010 to

221,793 tourists in Q3 2011.

Announcing the latest statistics, Ahmed Al-Nuaimi, Chairman of the Qatar Tour-

ism Authority, said the growth in hotel revenues and visitor figures showed the suc-

cess of the country’s national tourism strategy, which in turn supports the growth

of the country and its aim to diversify the economy.

Al Nuaimi revealed that average room occupancy for hotels in the third quarter,

the period from July to September 2011, was 48 percent, compared to an average

room occupancy rate of 44 percent during the same period of 2010.

Meanwhile July recorded average occupancy rates of 50 percent versus 48 per-

cent last year. However, September’s figures saw an increase of 11 percent-55 per-

cent compared to 44 percent in 2010.

There are currently 115 new hotels under construction, according to the Depart-

ment of Licensing and Classification. These new developments will add 21,988 new

rooms to the country’s room inventory. Al Nuaimi said the new facilities include 74

hotels with 16,811 rooms and 41 serviced apartments with 5,177 rooms.

This year also marked a steady increase in the number of tourists from neigh-

diverSiFied growth in hoSPitality

MICE:

2011-2012


bouring Gulf countries. In the third

quarter 221,793 tourists from the GCC

visited Qatar compared to 178,245 in

the same period last year. Visitors from

Saudi Arabia made up the bulk of the

Gulf tourists, numbering 136,000 this

quarter.

“The sector continues to diversify

and grow,” Al Nuaimi said, adding, “This

shows great investor confidence in Qa-

tar’s hospitality industry and the strate-

gy and direction of the tourism sector.”

Safest spot for tourismParticipants at a workshop on Meetings,

Incentives, Conventions and Exhibitions

(MICE) tourism organised by the Qa-

tar Tourism Authority for some 40 top

tourism experts observed that Qatar is

one of the safest countries in the world

where tourism and business invest-

ments can thrive without hindrance.

The focus of the workshop, held in

partnership with Germany’s biggest

tourism industry publication, Fvw, was

to showcase Qatar and all its attrac-

tions, as well as highlight the tourism

and hospitality infrastructure in the

country.

Most of the speakers acknowledged

Qatar’s peaceful ambience as the spirit

for investment to succeed while not-

ing that its ability to host international

sporting events such as the FIFA World

Cup would further boost its reputation

among leisure investors.

“Qatar’s state-of-the-art infrastruc-

ture for events, varieties of investment

possibilities and its interstate road net-

work, as well as its modern and liberal

Arab statehood, are making it become

a choice destination in Germany,” Anja

Straub, an executive at German-based

Hogg Robinson, observed.

She noted that an international

sporting event like the FIFA World Cup

2022 is key to success for the coun-

try. “Germany is still reaping from the

impact of the FIFA World Cup held in

2006 as it helped sustain our economy

apart from serving as a promotion for

the country and its people. So I believe

all these will help give an added fillip to

Qatar’s image as well,” she said.

Straub pointed out that some 55

percent of travellers to Qatar are on

business due to its world-class event

destinations and investments of around

QR62 billion ($17 billion) pumped into

tourism infrastructure.

other speakers suggested the

need for the country to combine with

other countries in the region to make

a multi-centre destination in order to

be more attractive to business and

leisure tourists.

Qatar has ranked so well on the

Global Peace Index (GPI 2011) being

12th – above Germany which ranked

15th – because it is a relatively secure

country and safe for tourists. And with

its good number of MICE hotels, both

four and five-stars, traditional souqs

and places like Katara, Sealine Beach,

deserts and other attractions, it will still

need to compete with other countries

like oman to be more attractive to

guests to visit, noted some observers.

$20 billion tourism investment through 2022Qatar’s copious natural gas reserves

have turned it into an economic

powerhouse and the world’s richest

country per-capita, and driven its bold

ambitions to attract visitors. And with

such a boom, about QR72.8 billion

($20 billion) is going to be pumped into

tourism till 2022. “This is mostly going

to be in hotels, but also in parks and

entertainment venues,” QTA Chairman

Al Nuaimi said.

The country, which currently has

10,000 hotel rooms, will add an addi-

tional 5,500 in 2011 with plans to reach

30,000 by 2013. 5,000 new rooms will

come on stream each year through

Apartments Hotels

41 74

115

5,177 16,811

21,988

Increase In cultural, tOurIst actIvItIes In 2010There was a 12 percent increase in 2010 in the number of guests staying in Doha hotels compared to the previous year, according to the Qatar Statistics Authority (QSA). The annual report on Information, Culture and Tourism, is considered one of the most important provided by the authority.

With regard to statistics on hotels, the report showed that the number of hotel guests rose by 12 percent in 2010 compared to 2009. GCC hotel guests represented 31 percent of the total number of guests. The report noted that March, October, November and December were the most active months for the hotels while January and August were the dullest.

In terms of nationalities, Qataris came in first place with 348,000 guests in 2010. Saudi nationals came in second place in terms of GCC with 100,000 guests.

The number of guests with business visas was 333,000 and those travel-ling on tourist visas was 320,000.

Statistics also show that around 21,000 people visited the Museum of Islamic Art in 2010.

Regarding theatrical events at Qatar National Theatre, the number in-creased from 41 in 2009 to 125 in 2010.

SoME 55 PERCENT oF TRAVELLERS To QATAR ARE oN BUSINESS DUE To ITS WoRLD-CLASS EVENT DESTINATIoNS AND INVESTMENTS oF ARoUND $17 BILLIoN PUMPED INTo ToURISM INFRASTRUCTURE.


2011-2012


2022, according to Al Nuaimi.

“Big names are coming into the mar-

ket, including four-star brands and fur-

nished apartments. Five hotels at The

Pearl will start coming in the next three

years: Four Seasons, Nikki Beach Hotel

and one boutique hotel. Every brand

in the world will be in Doha,” Al Nuaimi

added.

A cruise ship terminal will be built at

Doha’s new QR20 billion ($5.5 billion)

deepwater seaport with capacity for

two to three cruise ships that could be

used to house visiting sports fans.

Al Nuaimi said the country would be

able to absorb any extra hotel capacity

that may remain from the 2022 FIFA

World Cup. “(oversupply) is a big con-

cern for everybody. But don’t forget that

by then, we will have the full capacity of

the airport, which will serve 50 million

people. By then we will have created a

hub for the cruise business coming to

Doha. If we just attract 5 percent of the

airport capacity, that’s about 2.5 million

a year. That’s going to be great busi-

ness,” he said.

The biggest worry facing the country

right now is the speed of development

of the hotels and infrastructure, accord-

ing to Al Nuaimi. “We’re working with

investors right now, speeding up devel-

opment. We don’t want to wait until the

last minute.”

Al Nuaimi said the country is still

hoping to capture the high-end tour-

ist market, even with 2022 looming on

the horizon.

“We don’t want people to come for a

QR182 ($50) room to lie on the beach

all day and walk around with a backpack

and shorts. These are not the type of

people we’re targeting. For the last five

or six years we’ve invested in high-end

hotels and facilities, high-end conven-

tion centres and museums. But we’re

not looking for tourism to be a revenue-

generating industry. We are different

from the neighbouring countries. They

focus on tourism as a source of income.

If the tourism market crashes, it should

make no difference to us.”

Focus on heritage for tourismIn order to develop tourism and attract

more investments to the sector, QTA

will focus on the country’s cultural iden-

tity and heritage instead of vying with

leisure destinations.

“The QTA is promoting Qatar as a

unique world-class destination, and a

centre for business innovation. We seek

to enrich visitors’ awareness of the most

Doha skyline with Al Gassar Resort in the frame

A CRUISE SHIP TERMINAL WILL BE BUILT AT DoHA’S

NEW $5.5 BILLIoN DEEPWATER SEAPoRT

WITH CAPACITy FoR TWo To THREE CRUISE SHIPS

THAT CoULD BE USED To HoUSE VISITING

SPoRTS FANS.

2011-2012


visited traditional and cultural world-

class places here,” said Al-Nuaimi.

Recalling that tourism has grown

remarkably in the last four decades in

Qatar, the official pointed out that the

country has experienced a dynamic rise

in the number of international hotels

and a diversity of tourist activities.

“Qatar boasts a robust position as

a business tourist destination. The in-

dustry has developed remarkably and

made a positive impact on the number

of hotel facilities and number of visit-

ing businesspeople. Business tourism

accounts for the lion’s share of all visi-

tors – at 90 percent. In 2011, Qatar won

the World’s Leading Emerging Business

Destination Award at the Annual World

Travel Awards gala ceremony,” he said.

There is a strategic plan set for the

QTA to play a key role in national in-

come generation and participate in

sustainable development through the

diversification of sources of income

other than from oil and gas.

Conferences and business meetings

are the main target of the tourist mar-

ket. The newly opened Qatar National

Convention Centre is one of the new at-

tractions which will leverage the coun-

try's position as a MICE destination.

The Museum of Islamic Art on the

Corniche, the Weaponry Museum in

Al Luqta District, the House of Folklore

on Grand Hamad Street, the Zubara

Fort at Al Zubara, and Umm Salal

Mohamed Fort are among the tourist

attractions. The Khor Al Udeid featur-

ing sand dunes of about 40m height,

and Al Jassasiya site are among Qatar’s

unique attractions.

Renovation at Four Seasons completeGuests at Four Seasons Hotel Doha

are being treated to a brand new look

and feel in all Standard, Superior, De-

luxe and Premier Rooms, Ambassador

Suites, Four Seasons Suites and Four

Seasons Executive Suites, as the hotel

unveils its renovated inventory of guest

accommodation.

The refreshed guest offering marks

completion of the first phase of the ho-

tel’s QR36.4 million ($10 million) reno-

vation project announced earlier this

MoNTH 2010 2011

JULy 48% 50%

AUGUST 40% 38%

SEPTEMBER 44% 55%

AVERAGE 44% 48%

OccupancY rate In hOtels

Three Marriott brands open to guests at City Center

THE QATAR STATISTICS AUTHoRITy HAS REVEALED THAT IN 2010, HoTELS AND RESTAURANTS GENERATED A PRoFIT oF QR25 MILLIoN. THE QSA INDICATED THAT QATAR SPENDS A LoT oN PRoMoTING CULTURAL, SPoRTS AND EDUCATIoN ToURISM.


2011-2012


year, which will also see the opening

of an all-new Southeast Asian-inspired

signature restaurant and further suite

upgrades in the coming months.

Named Qatar’s Leading Resort at the

World Travel Awards 2011, the renova-

tions highlight the hotel’s unique prop-

osition in the Qatari capital - offering a

waterfront stay experience alongside

an enviable location in the heart of the

West Bay business district.

Marriott launches three City Center hotelsMarriott International announced the

opening of its three-hotel Doha City

Center complex in July 2011, including

the 257-room Renaissance Doha City

Center Hotel, 204-room Courtyard by

Marriott Doha City Center and 123-unit

Marriott Executive Apartments.

The opening marks the debut of the

three brands in the country and is an

exciting addition to the Doha City Cen-

ter Mall complex which features over

340 shops and attractions.

All three hotels are located in two

modern 48-storey towers, in West Bay,

across Qatar Financial Centre, on the

doorstep of the new business district

of Doha and 15 minutes from Doha

International Airport.

Although each hotel has its own look

and feel, they share floors 1-7 featuring

three expansive and elegant lobbies,

nine restaurants and bars, 1,200 square

metres of meeting space, a world-class

Vitality Zone health club and Marriott’s

signature Saray Spa featuring tradi-

tional Middle Eastern treatments and

products.

“The opening of the three hotels is a

major step forward in reinforcing Doha’s

futuristic vision and surging tourism po-

tential in Qatar,” said Ed Fuller, President

and Managing Director, Marriott Inter-

national. “These three new hotels give

us six properties in Qatar, which is fast

becoming a key business and leisure

destination in the Middle East.”

The 257-room Renaissance Doha

City Center Hotel is spread across 19

levels and is ideally situated for busi-

ness and group travellers.

The hotel stands out with its colour-

ful fabrics, unique pattern, innovative

designs and the local touch showcased

through artworks featuring Qatari ar-

chitecture and images from Sheikh

Faisal bin Qassim Al Thani’s collection of

cultural and historical art.

Marriott International currently man-

ages six hotels in Qatar, including the

three just opened. Its first hotel in the

country was the 362-room Doha Mar-

riott Hotel opened in 1999, followed by

the 374-room The Ritz-Carlton Doha

in 2011 and Sharq Village and Spa in

2007.

New four-star hotel offers 85 apartmentsThe Dunes Hotel and Suites, represent-

ing the latest property to offer apart-

ment accommodation on a daily to

monthly basis, has opened catering pri-

marily to the business market in Qatar.

The hotel is a four-star property, made

up of 85 one and two bedroom apart-

ments, offering rooms of between 75

and 107sq m in size.

Dunes also offers a spa facility on the

21st floor of the hotel, and will include

a number of restaurants in its second

phase of opening in 2012.

“We offer absolutely everything

the discerning traveller needs,” Rene

Vincent-Ernst, General Manager of

the property said, adding, “We have

placed more emphasis on the business

market, and we offer all the mod cons

for our guests, from an extraordinary

bed, to fantastic TVs to our shower

facilities.”

“This is an exciting new hotel, and we

are raising the bar in terms of a busi-

ness hotel in Qatar with an outstanding

concierge service offering anything our

guests could possibly want,” he added.

Vincent-Ernst believes that with so

many people coming to Qatar to do

business on a regular basis, serviced

apartments are the future.

He said that he is looking at a num-

ber of other properties to expand the

hotel’s portfolio in the future, but at the

moment is looking forward to welcom-

ing guests to Dunes.

Al Gassar ResortExcitement is building across Qatar as

more details emerge about the iconic

Al Gassar Resort that is set to open in

2012.

When work began on the develop-

ment three years ago, the resort’s dis-

tinctive towers, unique architecture

and fantastic waterfront location im-

mediately created a landmark destina-

tion that sparked excitement across

Qatar. This excitement has continued

to grow as this amazing development

dOha hOtels’ rOOms YIeld ‘sees de-clIne’Qatar’s hotel industry witnessed flat occupancy but registered lower rooms yield on a drop in average room rate in dollar terms in August year-to-date (YTD), according to a survey by Ernst and Young (E&Y).

Doha hotels’ average room rate declined by 6.5 percent, resulting in a 6.8 percent fall in rooms’ yield in August, said the Middle East Hotel Benchmark Survey. Occupancy was flat at 62 percent in August YTD.

In August alone, Doha hotels’ occupancy rate was down 2 percent and av-erage room rate by 0.3 percent to $232 – leading to a 4.1 percent fall in rooms’ yield to $81.

THE MARRIoTT ExECUTIVE APARTMENTS oFFER

THE IDEAL CoRPoRATE HoUSING SoLUTIoN

AND THE PERFECT CoMBINATIoN oF

UPSCALE APARTMENT-STyLE LIVING AND

PREMIER HoTEL SERVICE.

2011-2012


Qncc vItalIses cOuntrY’s mIce amBItIOns

The 20th World Petroleum Congress (WPC) came to the Middle East region for the first time and was hosted by the Qatar National Convention Centre (QNCC). Adam Mather-Brown, General Manager of the Centre tells Progress Qatar more about the Centre.

“The exciting thing about QNCC is that we have everything under one roof - this in-cludes a conference hall, three auditoria, 52 meeting rooms, nine exhibition halls as well as an outdoor exhibition space; on top of that, we have a lyric theatre that is capable of hosting international productions.

“With the capacities and capabilities of the building, QNCC is set to become one of the iconic buildings of Qatar. Although we have literally just opened, we have already had a few soft opening events which took place in October and November, including Teachers of English to Speakers of Other Languages (TESOL), World Innovation Summit for Education 2011 (WISE), The Hague In-ternational Model United Nations (THIMUN) and Qatar Foundation’s Annual Research Forum leading up to the much anticipated 20th WPC.

With the high calibre events that we hope to attract to Qatar, QNCC will be a catalyst for knowledge and business exchange, creating a direct economic impact for the country. The Centre will attract local, regional and interna-tional conferences and exhibitions and through hosting such events, the world’s leading specialists and delegates from across many fields will visit the country,” he says.

On Qatar’s ambitions to position itself as an important MICE venue, he says, “As you may already be aware, Qatar’s goal is to achieve one of the most dy-namic knowledge-based economies in the world, one that is dominated by information and technology, innovation and entrepreneurship. It is remarkable to note that Qatar has one of the highest GDPs per capita incomes in the world with massive investments in institutional infrastructure that are unprecedented in the region.”

Qatar is one of the safest countries in the world and consistently ranks high

in the Global Peace Index. Meeting Planners and delegates are seeking safe and stable destinations.

Qatar is already a regional hub for conferences and exhibitions, with 95 per-cent of visitors coming for business, whether as an individual traveller or to at-tend a conference, a meeting, or an exhibition, and with the addition of new infrastructure, like QNCC, the State is targeting a 20 percent increase in the number of visitors during the next five years.

As part of its five-year plan, Qatar is investing $17 billion (approximately QR62 million) into tourism infrastructure, including the construction of luxury hotels, resorts and meeting facilities. To meet forecast demand, hotel capacity will in-crease by 400 percent to over 29,000 luxury rooms and apartments by 2012.

Such growth and well-thought-out development provides a modern and sophisticated environment for business events. Unlike some cities in the re-gion, Doha preserves its heritage and culture to complement the modernity of the developing city, resulting in a truly authentic Arabian experience. Mod-ern facilities and international service standards blend well with cultural and traditional values.

SITUATED IN DoHA’S PREMIUM REAL ESTATE AREA, DIRECTLy AT THE WATERFRoNT WITH BREATHTAKING VIEWS oF THE ARABIAN GULF, THE DEVELoPMENT oF AL GASSAR RESoRT CAN BE SEEN FRoM ALMoST ALL DIRECTIoNS IN THE CITy.


2011-2012


continuously evolved during its differ-

ent project stages.

Now, as the luxury development

counts down to its opening, set for

2012, more details are emerging about

Al Gassar Resort. The St Regis Doha,

the centrepiece hotel for the resort, re-

nowned for its reputation in providing

the highest levels of luxury service is al-

ready receiving positive reviews across

the travel trade industry and prides it-

self on its distinguished characteristics

of privilege, authenticity and originality.

Alongside the magnificent St Regis

Doha is the residential element of the

three towers of Al Gassar Resort, offer-

ing a unique living experience to resi-

dents that reflects the luxury services

offered by the famous St. Regis Hotel.

Situated in Doha’s premium real es-

tate area, directly at the waterfront with

breathtaking views of the Arabian Gulf,

the development of Al Gassar Resort

can be seen from almost all directions

in the city. Al Gassar Resort enjoys close

proximity to the key business hubs of

Qatar, including the West Bay Business

District and Doha Exhibition Centre, and

is equally close to a number of premier

leisure areas such as the Katara Cul-

tural Village, The Pearl-Qatar and Doha

City Centre.

However, the developers believe

that the real attraction of the Resort

will be the enviable lifestyle supported

by the facilities and unparalled services

provided for residents and guests. The

Al Gassar Resort has been designed to

become a major social hub in Qatar,

and the preferred choice for residents

looking for a hotel-style living experi-

ence and customised service in their

own home.

With a range of executive apartments

available, from business bachelor quar-

ters through to opulent family spaces

with as many as five bedrooms, the Al

Gassar Resort will provide choice and

value as well as unmatched luxury.

The TorchAt 300 metres in height and with 360-

degree panaromic views across the

whole of Doha, the Torch-Doha, situ-

ated in the heart of Aspire Zone, has en-

tered the country's hospitality market.

The hotel is an ideal venue for those

who are searching for state-of-the-art

sporting, leisure and rehabilitation fa-

cilities. The tower is the result of com-

prehensive architectural, engineering

and technical design. It was designed in

the shape of a colossal torch which was

used during the opening of the Asian

Games in 2006. The unique structure

of the hotel includes 17 floors of five-

star hotel accomodation featuring 167

rooms and suites. Three signature res-

taurants, a business centre, a top-floor

viewing deck, a breath-taking revolv-

ing restuarant at 240 metres above

ground, four levels of health clubs

with a cantilevered swimming pool are

but some of the interesting features

of the Torch.

THE UNIQUE STRUCTURE oF THE THE ToRCH-DoHA INCLUDES 17

FLooRS oF FIVE-STAR HoTEL ACCoMoDATIoN FEATURING 167 RooMS

AND SUITES.

The beacon of glory: the Torch-Doha Hotel


2011-2012


2011-2012


Holding a collection of more than 6,000 works, Mathaf will for the time being occupy a 59,000sq ft former schoolhouse that has been redesigned by French architect Jean-Francois Bodin to contain two floors of galleries, a cafe, a museum shop and an education wing that features a research library.

The vision of the Qatar Museums Authority is to be a global leader in the

world of museums, art and heritage. It also looks to develop, promote

and sustain museums, art and heritage at the highest global standards

for community engagement, education, and enjoyment in Qatar

and beyond.

The museums in Qatar plan to develop and showcase world-class collections in

world-class architecture, explore, protect and promote archaeological and heritage

sites, develop unique programmes independently and in partnership, propose na-

tional policies to build a vibrant museum, art and heritage sector, at the forefront of

research and innovation, be a place for artists and creators to express themselves,

offer the best career opportunities to create leaders of tomorrow, engage in cul-

tural dialogue and educational programmes that build bridges between nations,

and foster national pride and engage in cultural diplomacy on behalf of the State

and in trust for the people of Qatar.

The Museum of Islamic Art, the National Museum of Qatar, and Mathaf: Arab Mu-

seum of Modern Art are controlled by the Qatar Museums Authority. It also owns

various cultural and historical artefacts such as coins, armour, photographs and

many other items.

Museum of Islamic ArtThe Museum of the Islamic Art is an imposing building set on an artificial buildout

of Doha’s Corniche. The building, which opened to the public in December 2008,

showcases a selection of Islamic artefacts, many of which are both ancient and

historically significant.

Although the museum features Islamic art, and is built using Islamic design, the

building was actually designed by Chinese-American architect I M Pei, designer of

the Louvre Pyramid, and one of the most celebrated architects in the world today.

Pei, who at 90 years old had to be lured out of retirement to undertake the work,

then travelled across much of the Islamic world studying its architecture, and de-

signing the Museum.

Pei drew inspiration from Islamic buildings such as Ibn Tulun’s mosque in Egypt

and the Alhambra Palace in Spain. The result is an imposing white museum, con-

sisting of a blend of modern and traditional styles, and designed so that the cubic

shapes of the museum, which descend from the dome in changing geometric pat-

terns, will interplay with the sun and the shadows.

To protect against the harsh sun, the heat and the salt-heavy sea water, Pei

selected a stone which could resist all these elements: the Shamisen stone from

caPturing hiStory


2011-2012


the new natIOnal museum Of QatarThe proposed new National Museum of Qatar, expected to be complete in three years, will be a sustainably-designed building inspired by desert architecture and the Bedouin culture.

Hyundai Engineering & Construc-tion won a QR1,580 million ($434 mil-lion) order from the Qatar Museums Authority to build the museum on a 46,000sq m site in Doha.

Designed by the Pritzker Prize win-ning architect Jean Nouvel, the new museum is coming up on the left side of the Corniche near the Ras Abu Fontas flyover.

From above, the arrangement of the 430,000sq ft museum suggests a caravanserai, a traditional enclosed marketplace that supported com-merce and people who were moving across the desert.

Nouvel’s design is made up of a series of interlocking discs with cavities inside buffered from the hot desert sun.

The architect’s concept reflects the vanishing Bedouin culture of Qatar, in an effort to embrace the realities of a rapidly urbanising society, and main-tain a connection to this fading world from which the country sprang.

The starting point of the design is the desert rose, tiny formations which crystallise below the desert’s surface.

Made primarily from steel and con-crete which will be locally sourced or fabricated, the new building will be constructed from dozens of in-terlocking disc-like forms varying in curvature and diameter, suggestive of the blade-like petals of the des-ert rose. The petals will intersect at various angles, some standing, others acting as support elements or lying horizontal, creating an uneven pile.

They will be made from steel truss structures, and will be assembled in a hub-and-spoke arrangement all clad with glass-fibre reinforced

concrete panels. A tour of the museum will pro-

vide visitors with a look at a group of galleries addressing three major inter-related themes: the natural his-tory of the Qatar peninsula, the social and cultural history of Qatar, and the history of Qatar as a nation from the 18th century to the present day.

The building will provide 86,000sq ft of permanent gallery space, 21,500sq ft of temporary gallery space, 220 seat auditorium along with a food forum, TV studio, two cafes, a restaurant and a museum shop.

Staff facilities include a heritage research centre, restoration labora-tories, staff offices and collection pro-cessing and storage areas.

The new museum will be built around a historic structure, the Fariq Al Salata Palace, but will have new ex-hibitions and provide a better under-standing of life in the Gulf region.

The entire complex will seek silver certification from Leadership in Ener-gy and Environmental Design (LEED), relying mostly on traditional building practices to create shady and cool ar-eas with thermal buffer zones.

THE NEW NATIoNAL MUSEUM oF QATAR WILL

BE BUILT ARoUND A HISToRIC STRUCTURE,

THE FARIQ AL SALATA PALACE, BUT WILL HAVE NEW ExHIBITIoNS AND

PRoVIDE A BETTER UNDERSTANDING oF LIFE

IN THE GULF REGIoN.

2011-2012


France. A crescent cape located in

front of the museum offers further

protection from the sea.

The project has a full size of 45,000

square meters, and is protected from

the sea by a concrete crescent cape.

Behind the museum a landscape of

dunes and oases is being constructed

to offer a backdrop to the stone-clad

construction.

As well as the Qatar National Collec-

tion of Islamic Art – a collection of met-

al work, ceramics, jewellery, woodwork

and glass collected from three conti-

nents – the Museum includes 600 year

old artefacts of ivory and silk inscribed

with Islamic and Arabic inscriptions.

Examples of exhibits include panels

lined with gold thread that decorated

the imperial tents of Iran and Central

Asia in the 13th century, as well as a

curtain decorated with calligraphy

that lined the walls of Al Hambra in 15

century Muslim Spain. Audio tours in

different languages accompany the ex-

hibits, allowing staff to keep labelling to

a minimum.

Qatar National MuseumHoused in one of the former Al Thani

residences, the museum is a notable

example of eastern Arabian architec-

ture. Built in 1901 during the reign of

Sheikh Abdullah bin Jassim Al Thani, the

home was transformed into a museum

in the 1970s to display traditions and

archaeological findings uncovered in

Qatar. The palace consists of a number

of majlises, used to receive guests, and

individual pavilions linked with a beau-

tiful garden and surrounded by high

walls. Beyond the walls surrounding the

palace and in the direction of the Ara-

bian Gulf lies a lagoon that was part of

the sea until the Corniche was built.

The main majlis offers a complete

archaeological collection that reveals

the history of Qatar’s first pioneering

residents. Another pavilion features a

display on the Qatari marine ecosys-

tem, which was the way of life for Qatar-

is before the discovery of oil. A special

collection of the ruling family’s array of

military decorations is displayed in its

own pavilion.

The museum has an extension in a

modern building, with sections on the

geological origin and natural history of

Qatar, exhibits of archaeology, Islamic

art, sciences, traditional games, fal-

conry, Bedouin life, and contemporary

history.

Mathaf: Arab Museum of Modern ArtMathaf: Arab Museum of Modern Art

(mathaf means museum in Arabic) joins

an Middle Eastern arts landscape that in

recent years has been undergoing tre-

mendous infrastructural growth.

Holding a collection of more than

6,000 works, Mathaf will for the time

being occupy a 59,000sq ft former

schoolhouse. This building has been

redesigned by French architect Jean-

Francois Bodin to contain two floors

of galleries, a cafe, a museum shop,

and an education wing that features a

research library.

The new museum has been a project

of the government-sponsored Qatar

Foundation along with the Qatar Mu-

seums Authority, which is chaired by

Sheikha Mayassa bint Hamad bin Khal-

ifa Al Thani, along with Sheikh Hassan

bin Mohamed bin Ali Al Thani, a long-

time collector and Mathaf’s founder

who serves as vice-chair

vIsItOrs Of museums BY mOnth In 2010

Museum Name

Museum of Islamic Art 21233 22366 14067 13002 5988 10412 10438 17587 22454 19147 21040 16599

Weaponry Museum

Zubara Fort/ Museum

1136 1251 1387 ... ... ... ... ... 1023 1301 1422 1561

Dec

embe

r

Nov

embe

r

oct

ober

Sept

embe

r

Augu

st

July

June

May

April

Mar

ch

Febr

uary

Janu

ary

OnlY Open tO OffIcIal vIsItOrs

AS WELL AS THE QATAR NATIoNAL CoLLECTIoN oF ISLAMIC ART – A CoLLECTIoN oF METAL WoRK, CERAMICS, JEWELLERy, WooDWoRK AND GLASS CoLLECTED FRoM THREE CoNTINENTS – THE MUSEUM INCLUDES 600 yEAR oLD ARTEFACTS oF IVoRy AND SILK INSCRIBED WITH ISLAMIC AND ARABIC INSCRIPTIoNS.


2011-2012


2011-2012


“The Sport Sector Strategy aims to achieve the ambitious goals which will be factors of empowerment for other sectors,” says Sheikh Saoud bin Abdulrahman Al Thani, General Secretary, QoC.

The Qatar olympic Committee (QoC) has launched a ‘Sport Sector

Strategy 2011-2016’ that highlights the main goals that the country

aims to achieve by 2016, based on an accurate analysis of the current

situation in the sports sector.

The Sport Sector Strategy, is one of fourteen sector strategies with-

in the National Development Strategy (2011-2016) launched by His Highness the

Heir Apparent Sheikh Tamim bin Hamad Al Thani on March 28, 2011.

The strategy was prepared in cooperation with the General Secretariat for Devel-

opment Planning by a work team from the concerned government authorities.

Based on six important domains including Sports Facilities, Media Promotion,

Sports Culture and Awareness, Development of Athletes’ Careers, Sports Manage-

ment and Hosting International Championships, the strategy reflects Qatar’s con-

cern on issues of sustainable development of its community.

Sheikh Saoud bin Abdulrahman Al Thani, General Secretary of QoC, at the

launch of the strategy, said, “The Sport Sector Strategy aims to achieve ambitious

goals which will be factors of empowerment for other sectors.”

Qatar’s National Vision 2030 defines long-term outcomes for the country and

provides a framework within which national strategies and plans can be developed.

Qatar aims to be an advanced society capable of sustaining its development and

providing a high standard of living for its populace.

The three main outcomes defined in the strategy are: increasing participation of

the local community in sport and physical activity, enhancing and integrating plan-

ning for general and specialised sports facilities and increasing and enhancing the

process of building, managing and improving the performance of sports talents.

Further to the enhancement of general health, the strategy focuses on the ne-

cessity to provide an enabling environment for sports and physical activity through

SPortS larger than liFe


2011-2012


the achievement of the outcome. In

addition to that, the strategy takes

into account the balance between the

needs of society and the needs of the

environment.

The QoC has launched the first

system in the world to assess the sus-

tainability of sports facilities, signing a

memorandum of understanding with

the Gulf organization for Research and

Development to cooperate in building

sustainable sports facilities through the

adoption of the Qatar Sustainability As-

sessment System (QSAS).

“The three outcomes identified by

the strategy are fully consistent with

QoC goals,” Sheikh Saoud explained,

with a mention of two main axes – to

achieve performances by elite athletes

in Arab, Asian or olympic Games and

to promote the culture of sports and

physical activity in Qatari society.

“In line with the country’s direction to

focus on investment in human capital,

the QoC has accorded considerable

attention to building citizens’ capabili-

ties through scholarship programmes

for employees and talented athletes,”

he added..

The QoC General Secretary also

believes Qatar’s successful bid to host

the FIFA World Cup in 2022 will bring

more positives to the country. “Host-

ing the Qatar 2022 FIFA World Cup will

positively reflect on accelerating the

development of the State of Qatar,” he

said, adding that the programmes and

projects carried out by the QoC, work-

ing together with its partners from oth-

er government agencies, private sector

and civil society institutions will pave

the way towards achieving the results

of the Sport Sector Strategy.

2022 World Cup preparations ‘to get boost next year’Qatar’s preparations for hosting the

2022 FIFA World Cup will get a boost

early next year with the appointment

of a programme management con-

sultant (PMC), who in turn will be co-

ordinating with different government

departments and relevant international

agencies in the coming years, to make

the sport extravaganza a thumping

success, Communications Director of

the Qatar 2022 Supreme Committee

Nasser Al Khater said.

“The Supreme Committee was

formed with the purpose of ensuring

successful and timely delivery of all vital

projects necessary to host an amazing

World Cup and also to ensure a lasting

legacy for many generations to come,”

Al Khater said.

The Supreme Committee official said

the activities of the World Cup would

get a kickstart, once the appointment

of the programme management con-

sultant is made. It has been announced

that the consultant in tandem with the

Supreme Committee will create the

road map and master plans until 2022

and beyond. The committee will bring

on board consultants, contractors and

suppliers when the road map is ready,

Al Khater noted.

The official also indicated that there

would be spending of several billion

dollars in the next 11 years for building

facilities, including upgrading the coun-

try’s road, and other communications

infrastructure. This would include the

spending likely to be incurred on pro-

motion of the event through world me-

dia, as well as hospitality and marketing

of the event in different world capitals

in the coming years.

The communication official indi-

cated that more efforts to popularise

the event would be made in what he

referred to as ‘emerging markets’.

While speaking about the World Cup

infrastructural plans, Al Khater said that,

as announced earlier, there would be

12 world-class stadiums in and around

Doha, of which nine will be brand new.

Three existing stadiums, namely Khalifa

Stadium, Gharafa and Al Rayyan, each

of which the FIFA officials feel is good

enough to hold matches, would un-

dergo massive refurbishing.

Besides Lusail, the new venues will

be at Al Shamal, Al Khor, Umm Salal, Al

Wakrah, Education City, Doha Port, Qa-

tar University and Sports City.

“Among the new stadiums will be

the iconic sports facility at Lusail, which

will have seating for 86,250 spectators,”

said Al Khater. Both the opening and

final matches of the championship will

be held at this venue.

The committee official felt the cool-

fIrst fIfa stadIum readY In 2015

The first stadium for the 2022 FIFA World Cup is expected to be ready by 2015, Secretary General of Qatar 2022 Supreme Committee Hassan Al Thawadi has said. Though which of the nine new stadiums for the FIFA World Cup in 2022 would be built first is unknown.

After the World Cup, more than 170,000 seats built with modular com-ponents would be donated to countries needing sporting infrastructure, he said.

Cooling technologies will also be shared with countries having climatic conditions similar to Qatar. These are ideas that the committee consider seri-ously, and they provide a genuine legacy for football, opening up possibilities for new regions of the world, according to Al Thawadi.

The official has also said that as part of its renovation, the capacity of the Khalifa Stadium will be enhanced from the present 50,000 to approximately 68,000 seats.

THE QoC HAS LAUNCHED THE FIRST SySTEM IN

THE WoRLD To ASSESS THE SUSTAINABILITy

oF SPoRTS FACILITIES, SIGNING AN MoU WITH

THE GULF oRGANIZATIoN FoR RESEARCH AND

DEVELoPMENT To CooPERATE IN BUILDING

SUSTAINABLE SPoRTS FACILITIES THRoUGH

THE ADoPTIoN oF THE QATAR SUSTAINABILITy ASSESSMENT SySTEM.

2011-2012


ing technologies to be put in place in

the stadiums would be a wholly new

experience for the spectators and were

expected to give them a lot of comfort

while at the venue of the matches.

Qatar’s stadium ‘to be the most expensive ever’The Sports City Stadium to be con-

structed for the 2022 FIFA World Cup

in Qatar could be the most expensive

sports facility ever built, the architect

who is designing the project has said.

originally designed to accommodate

45,000 spectators, the stadium’s ca-

pacity is now being increased to 65,000

which could take its cost past QR7.28

billion ($2 billion), Dan Meis said.

“A lot of the cost is the fact that it’s

much more than a stadium,” Meis said,

adding, “That’s kind of the big idea, that

it’s a full entertainment destination in

one building. It’s a mall, it includes a ho-

tel tower, an office tower and a media

tower that all support this giant floating

roof and there’s occupied space up on

the roof, as well. There are places where

you can look from the roof of the build-

ing down to the pitch or to the plaza.”

Meis, a senior principal at the inter-

national architectural firm Populous

based in Kansas City, said the final cost

would not be known until he complet-

ed a more detailed design, but in the

end it could ‘creep up to QR7.28 billion

($2 billion) and change’.

The Sports City Stadium, one of 12

facilities being built for the mega event,

would also be among the most tech-

nologically advanced, with removable

seats that can scale the building down

to a 10,000-seat amphitheatre.

The project is inspired by the shape

of a Bedouin tent, but Meis has inte-

grated flexible design elements into it,

enabling them to adapt to their envi-

ronment.

The stadium will have a partially re-

tractable roof, which will open and close

in 15 to 20 minutes. The technology to

adjust seating is based on Japan’s Saita-

ma Stadium, also designed by Meis.

Large seating blocks move on trucks

and they can slide back and be moved

elsewhere to open up space. They are

similar to the retractable field used at

the University of Phoenix Stadium in

Glendale, Arizona.

The cooling system will be combined

with the stadium’s retractable roof, ex-

tending its reach beyond the pitch to

plazas outside the venue to create an

oasis-like feel in the desert.

An in-stadium cooling system will be

installed to help players and spectators

from overheating in a climate where

temperatures surpass 40 degrees Cel-

sius. Water will run through an absorp-

tion chiller that will chill the water and

send it into another tank. The tank will

pump 18-degree air at ankle and neck

level in each row of seats. The air will

be distributed throughout the stadium,

eventually producing a 27 degree tem-

perature near the soccer pitch.

Meis said he wanted the venue to

have a lasting effect. “often countries

will build stadiums for events, and they

have difficulty utilising the building af-

terwards,” he said, citing Beijing’s 2008

olympic Bird’s Nest as an example.

Bid for 2020 olympic Games launched‘The 2022 FIFA World Cup is ours – now

bring on the olympics.’ That was the

message delivered by Qatar as it an-

nounced its bid for the 2020 olympic

Games, less than nine months after

being awarded football’s showpiece

on an emotionally charged December

evening in Zurich.

His Highness, the Heir Apparent

and Qatar olympic Committee (QoC)

President Sheikh Tamim bin Hamad Al

Thani officially announced the bid after

International olympic Committee (IoC)

President Jacques Rogge confirmed

that his organisation was open to the

idea of the event being held outside

the traditional July-August window as

requested by Qatar.

“In light of the decision of President

Rogge and the IoC Executive Board,

I am delighted to formally announce

Doha’s bid to host the olympic and Par-

alympic Games in 2020,” HA, His High-

ness Sheikh Tamim bin Hamad Al Thani

said in his statement.

“It is fitting that the dream of hosting

the Games should come to the Middle

East at this time; our bid can inspire

peace and is a priority for our youth-

ful region,” the statement said, adding,

“Sport and olympism together instil

self-discipline, teamwork, drive and help

teach all of us the means of achieving

our personal goals. To simply have a

chance to enter the bidding process

is a step closer to realising something

very special for our nation, our region

and the olympic Movement.”

Doha had bid for the 2016 Games

but lost out to Rio de Janerio only be-

cause the IoC then was not flexible on

the dates of the event.

Qatar wanted to host the Games

in october to avoid the stifling sum-

mer heat, but the IoC insisted that

the Games could be only held during

July-August because that’s the only

time of the year when there’s a lull in

other sporting activity worldwide and

the sponsors could derive maximum

mileage.

QoC Secretary General HE Sheikh

Saoud bin Abdulrahman Al Thani said,

“We appreciate the understanding

shown by the IoC and we have listened

and learned from our 2016 attempt

to bid for the Games. We have also

consulted all of the current olympic

sport International Federations and are

pleased to have received a very favour-

able response to our proposed dates.”

Ace shooter and rally driver Nasser

Saleh Al Attiyah, currently preparing for

the London 2012 olympics, was thrilled

at Qatar’s announcement. “Doha’s bid

for the 2020 Games is designed to in-

spire hope in a new and youthful Middle

East, offer the entire region a chance

THE SPoRTS CITy STADIUM, oNE oF 12 FACILITIES BEING BUILT FoR THE MEGA EVENT, WoULD ALSo BE AMoNG THE MoST TECHNoLoGICALLy ADVANCED, WITH REMoVABLE SEATS THAT CAN SCALE THE BUILDING DoWN To A 10,000-SEAT AMPHITHEATRE.


2011-2012


QATAR HoSTED THE 2011 ARAB GAMES IN

DECEMBER WHICH IS A FANTASTIC oPPoRTUNITy FoR THE oRGANISERS To

SHoWCASE THEIR ABILITy To STAGE A MAGNIFICENT

MULTI-SPoRTS EVENT AHEAD oF THE oLyMPIC

GAMES 2020 DECISIoN IN 2013.

to connect with the positive values of

olympism and greatly contribute to the

promotion of the olympic Movement

throughout the region and around the

world,” he said.

Apart from Doha, Rome, Madrid, Is-

tanbul and Tokyo have all declared their

intention to bid. Istanbul too is bidding

in the hope of becoming the first Mus-

lim country to host the Games.

Hosting Arab GamesQatar hosted the 2011 Arab Games in

December which is a fantastic oppor-

tunity for the organisers to showcase

their ability to stage a magnificent

multi-sports event ahead of the olym-

pic Games 2020 decision in 2013. The

two week sports-festival involved some

7,000 athletes from 22 Arab countries

competing in 35 sports. The legacy

of the highly successful 2006 Asian

Games was on display in the form of 20

venues, and the event included the Par-

alympic sports of athletics, table tennis

and power-lifting.

The Qatari national football team has

all but qualified for the final group stage

of 2014 World Cup qualification, but will

now come up against the likes of South

Korea, Japan and/or Australia later next

year. Getting to this stage will be seen

as par for the course so the ultimate

test will be to reach the finals, which will

mean finishing at worst third in a group

of five. Anything less than this will mean

elimination and work will begin for the

2018 World Cup Finals in Russia.

The 2012 olympic Games will be-

gin in London in July, where Qataris

will be hoping their athletes – such

as ogunode and Barshim – will really

compete for medals.

Qatar impresses AFCThe Qatar Football Association (QFA)

hosted the Asian Football Confedera-

tion (AFC) Asian Cup for the second

time here in January. Qatar came into

the tournament, with manager Bruno

Metsu more in hope, as hosts, than ex-

pectation.

Al Saad won the AFC Champions

League on November 5 with a dramatic

penalty shoot-out victory over Jeonbuk

of South Korea – Algerian Nadir Belhadj

scoring the decisive penalty. Victories

over Suwon (South Korea) and Sepa-

han (Iran) in the knock-out stages set

them up for a tilt with Jeonbuk, who had

the advantage of hosting the final on

their home turf.

AFC Competitions Director Tokuaki

Suzuki has identified a strong grass-

roots and youth programme structure

to be one of the strengths of Qatar foot-

ball that can be developed further as a

foundation for professional football.

Speaking on the last day of an inspec-

tion visit by an AFC professional football

taskforce in Qatar, Suzuki who is also

AFC Professional Football Development

Director was quoted by the AFC official

website as saying, “We were impressed

by the progresses which have been

made under the strong leadership of

Qatar FA (QFA) and Qatar Stars League

(QSL) since the last AFC Special Mission

Team’s (SMT) inspection. Especially, the

complete team of youth development

in each club will become a foundation

where Qatar football can develop tal-

ented players as well as local coaches.”

Qatari clubs seek to participate in the

next edition of the continent’s top-tier

club competition, the AFC Champions

League, and the SMT’s visit aims to help

the clubs fulfil the ACL participation cri-

teria and achieve this goal.

At the end of its inspection visit, the

SMT met with the QFA, QSL, clubs and

the press to share its findings.

During the meetings, Suzuki pointed

out that the SMT’s inspection also dis-

covered good club facilities, composi-

tion of coaches and supporting staff

(in each age group), strong media

coverage and TV broadcasting and

strong government support among the

strengths in Qatar.

However, Suzuki pointed out the low

turnout of crowds as the main area of

concern. He advised QSL and clubs to

improve on winning over fans, boost

clubs’ capability to generate their own

earnings and reduce their reliance on

the local organising committee.

Qatar’s races get international recognitionThe Racing and Equestrian Club’s plans

to develop and improve the profile of

racing in Qatar received a shot in the

arm recently when its races were ele-

vated to Part Two status in the Interna-

tional Federation Blue Book. Qatar was

An artist's impression of one of the stadiums to be built for FIFA 2022 in Qatar

2011-2012


unanimously voted for the upgrade at

a meeting held at the France Galop in

Paris. The International Racing Pattern

Advisory Committee (IRPAC) approved

the recommendation made by the

Group and Pattern Racing Committee.

Three prestigious races conducted by

the Racing and Equestrian Club which

have got the approval are HH The Emir’s

Trophy, HH The Heir Apparent's Trophy

and the Qatar Derby.

Qatar now joins an elite list of coun-

tries hosting Group I races like Singa-

pore, Hong Kong, Macau, Malaysia and

the United Arab Emirates.

“This development recognises the

standard of racing in Qatar and how

much it has improved over the years.

This is international recognition for the

quality of racing in Qatar. The next step

is to further incorporate some more

feature races into Part Two.

"Eventually the whole country would

be upgraded to the same status,” Rac-

ing and Equestrian Club CEo of Racing

Ian Paterson said.

“Now having accepted the top qual-

ity of racing in Qatar, the top three fin-

ishers in the three elevated races will

get international status, which will help

the breeding industry. This will send

the message across about the status

of Qatar racing, which is improving rap-

idly. We are very sure, it is not too long

before we conduct Group I races on a

regular basis,” Paterson added.

English trainer John Gosden who led

in a Group I winner with Elusive Kate in

the Total Prix Marcel Boussac welcomed

the decision to elevate Qatar racing to a

new level.

“Qatar racing has been growing rap-

idly in the past few years and they de-

serve to be part of the elite group. This

would definitely put Qatar firmly on the

global map of horse racing. I think their

sponsorship is very well directed by be-

ing part of the championship series in

England and the Qatar Prix de l’Arc de

Triomphe,” he said.

Barca approve QF sponsorship dealBarcelona has approved a contested

shirt sponsorship deal with the non-

profit Qatar Foundation (QF) worth

171mn euros at a general assembly by

a wide margin.

The club signed the five-and-a-half

year deal, touted as the largest shirt

sponsorship deal in football history, in

December 2010, but the decision to

collect money for the first time in its

history to display a logo on its jerseys

did not go down well.

Barcelona’s legendary former Dutch

coach Johan Cruyff has blasted the

endorsement deal as ‘vulgar’ and

thousands of club fans signed a peti-

tion to demand that the agreement be

revoked.

But club members unanimously ac-

cepted the shirt sponsorship deal at a

general assembly, with 697 votes in

favour of keeping the deal, 76 against

and 36 abstentions, the club said on its

Internet site.

The Qatar Foundation, founded in

1995, has set up projects focusing on

education, scientific research and com-

munity development, mainly in the

Middle East.

Barcelona coach Pep Guardiola, who

played for Qatar’s Al Ahli between 2003

and 2005 and who was one of the am-

bassadors for the nation’s successful

2022 World Cup bid, had defended the

Gulf State calling it 'the most open Mus-

lim country’. “Qatar is opening up to the

Western world and I know the efforts

that the Foundation is putting in to do

some really good things,” he added

QATAR RECEIVED A SHoT IN THE ARM RECENTLy WHEN ITS RACES WERE ELEVATED To PART TWo STATUS IN THE INTERNATIoNAL FEDERATIoN BLUE BooK. QATAR WAS UNANIMoUSLy VoTED FoR THE UPGRADE AT A MEETING HELD AT THE FRANCE GALoP IN PARIS.

Opening ceremony of the recently held 2011 Arab Games in Doha

qatar and the world social development tourism, retail & sportsprivate sector & diversificationoverview economy infrastructure ict

2011-2012

Qatar celeBrates natIOnal daY wIth Grandeur وقفة وحتية للم�سري الوطني، وعزف للن�سيد الوطني اأثناء االحتفال باليوم الوطني دي�سمرب 2012

2011-2012



2011-2012

2011-2012



2011-2012

the prestIGIOus araB Games 2011 held recentlY

In dOha

دورة االألعاب العربية الثانية ع�سرة التي

عقدت يف الدوحة يف دي�سمرب 2011

2011-2012



2011-2012

mathaf: araB museum Of mOdern art was InauGurated earlYIn 2011 BY the emIr hh sheIkh hamad BIn khalIfa al-thanI an 80 fOOt rIchard serra

InstallatIOn was revealed at the InauGuratIOn Of the museum Of IslamIc art park On 15 decemBer 2011

املتحف:

�سمو ال�سيخ حمد بن خليفة اآل ثاين يقوم بافتتاح متحف الفن العربي احلديث يف 2011

االحتفال بافتتاح حديقة متحف الفن االإ�سالمي والتي مت

افتتاحها يف 15 دي�سمرب 2011

Documents

Progress Qatar 2011-2012