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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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Foreword 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 sr. distribution Executive Bikram Shrestha Distribution Support Arjun Timilsina Bhimal rai

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 powerhouse. 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 destination, 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 development 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 Economic 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...


contents OVERVIEW

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

Economy

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Oil to Gas 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 120m t/y in 2012 from 86m t/y in 2010 to meet the requirements 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.

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

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Banking Sector Growing Firmly Qatar 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.

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Providing World-Class Financial Services In 2011, Qatar Financial Center has continued to build on the foundations laid over the last six years. The QFC Regulatory Authority has introduced The Captive 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.

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

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Introducing The Railways The 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.

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Sustainable Shared Infrastructure Vodafone 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.

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A knowledge-based economy 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.

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Diversified Growth In Hospitality Qatar’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.

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overview

12 Surging Forward 22 A Sustainable Strategy


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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.

Surging Forward

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atar is heading for another year of fast growth by the end of 2011, underpinned by a final sizeable increase in LNG production, bringing total capacity to the targeted 77 million tonnes per year. From 2012 onwards, growth is set to slow as output from the hydrocarbon sector plateaus. The non-hydrocarbon sector will be targeted to provide the bulk of future growth through the recently unveiled National Development 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 percent in 2012, following estimated growth of 17 percent in 2010. The real hydrocarbon 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, housing, 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

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The Qatari Government’s strategy is to utilise its wealth to generate more wealth by diversifying the economic base of the country beyond hydrocarbons.

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Qatar forecast summary: (percentage y/y)

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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

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 housing rents. However, by the fourth quarter 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 increased revenue from rising LNG production, Qatar is expected to record sizeable budget surpluses of 14 percent of GDP by 2011 end and 12 percent in 2012. Almost half of the planned development 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 surplus is expected to improve this year and

next as export prices and volumes pick up. Qatar has risen in the annual business 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. 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 Bureau covered 32 percent of the adult population as of June 2011, according to the data used in the World Bank’s assessment.

National Vision 2030 The State of Qatar is enjoying a period of unparalleled prosperity, with exceptional economic progress being evident in the rising standard of living of its people. Major advances in economic, human and social development continue to occur.

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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 Qatar to fully developed nationhood, and strengthen its role in the international community. Qatar is at a crossroads. The country’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 future 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 society. Simultaneously, it inspires Qatari people to develop a set of common goals related to their future. Qatar’s National Vision defines longterm 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 National Vision aims at trans-

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forming Qatar into an advanced country 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 – development of its people to enable them to sustain a prosperous society. Social Development – development 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 – development of a competitive and diversified 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 between economic growth, social development and environmental protection.

Human Development The future economic success of Qatar will increasingly depend on the ability of the Qatari people to deal with a new international order that is knowledgebased and extremely competitive. To meet the challenge, Qatar is establishing advanced educational and health


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Qatar advances in World Bank’s Doing Business Index Qatar has risen in the annual business 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.

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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 encouraging sign that the business environment 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

change in rank since last year

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a business through to resolving insolvencies. The indicators relate to objectively 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 affected by regular refinements in the World Bank’s methodology, designed to make the rankings better reflect the issues that are relevant to businesses. For example, the latest report modified 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 assess loan requests more rapidly and

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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 Qatar’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 improvements in its ranking. Nonetheless, it is already ahead of some European countries such as Spain and Luxembourg. 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 nonGCC country, aside from Tunisia.

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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

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Qatar’s National Vision defines longterm 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.

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

systems, as well as increasing the effective 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 worldclass 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. The system will also encourage analytical and critical

thinking, as well as creativity and innovation. It will promote social cohesion and respect for Qatari society’s values and heritage, and will advocate for constructive interaction with other nations.

Social Development Qatar 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 coherent 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 Development Sustaining prosperity over the long term requires wise management of ex-

haustible resources to ensure that future generations inherit ample means to meet their aspirations. This management 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 hydrocarbon resources. Qatar’s bountiful hydrocarbon resources can be leveraged to make sustainable 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


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

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).

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public services; create a highly skilled and productive labour force; and support the development of entrepreneurship 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 Development The environmental pillar will be increasingly important as Qatar is forced to deal with local environmental issues, such as the impact of diminishing water and hydrocarbon resources, and the effects of pollution and environmental degradation, as well as international

environmental issues such as the potential impact of global warming on water levels around Qatar and thereby on coastal urban development. Assessing 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 population 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 environmental institutions that build

and strengthen public awareness about environmental protection, and encourage the use of environmentally sound technologies.

Beginnings Qatar has been inhabited for millennia. The Al Khalifa family of Bahrain dominated the area until 1868 when, at the request of Qatari nobles, the British negotiated 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 beginning of World War I, the British recognised Sheikh Abdullah bin Jassim Al Thani as ruler. The Al Thani family had lived in Qatar for 200 years. The 1916 treaty between the United Kingdom and Sheikh

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Abdullah was similar to those entered into by the British with other Gulf principalities. 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 extensive British protection. In 1935, a 75-year oil concession was granted to the Qatar Petroleum Company, a subsidiary of the Iraq Petroleum Company, which was owned by Anglo-Dutch, French, and US interests. 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 gradually increasing oil revenues brought prosperity, rapid immigration, substantial 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 protection (the seven sheikhdoms – present United Arab Emirates – and Bahrain) in a plan to form a union of Arab emirates. By mid-1971, as the termination date of the British treaty relationship


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(end of 1971) approached, the nine still had not agreed on terms of union. Accordingly, Qatar declared independence 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 intention for Qatar to move toward democracy 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 inhabitants Evidence of early habitation in Qatar that can be traced as far back as the 4th century BC appeared in many artefacts such as inscriptions, rock carvings, flint spearheads and examples of pottery which were all uncovered by Danish (1965), British (1973) and French (1976) expeditions. Researchers knew of Al Wasil hills since 1957 as an important 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 periods in the Stone Age were discovered to the east of Umm Bab. Other sites were found in the southernmost border near Soudanthil. An important site for the manufacture of flint tools, which probably goes back to the Mesolithic

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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 historian 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 important trading ports in the Gulf region at the time.

Economy Oil formed the cornerstone of Qatar’s economy well into the 1990s and still accounts for about 62 percent of total 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 downturn in the mid-1990s. Lower Organization of Petroleum Exporting Countries

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(OPEC) oil production quotas, a fall in oil prices, and the generally unpromising outlook on international markets reduced oil earnings. In turn, the Qatari 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 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). 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

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the UK by ship. Qatar’s natural gas liquefaction facilities 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 departments strive to move Qatari nationals into positions of greater authority. Growing numbers of foreign-educated Qataris are returning home to assume key positions formerly occupied by expatriates in order to control the influx of expatriate workers. Qatar has tightened the administration of its foreign manpower programmes over the past several years. Security is the principal basis for Qatar’s strict entry and immigration rules and regulations

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Growing numbers of foreign-educated Qataris are returning home to assume key positions formerly occupied by expatriates.

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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.

A Sustainable Strategy

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he Strategy builds on situational analyses, diagnostics, regional and international benchmarking and detailed strategies for each of 14 sectors. The situational analyses identify priority areas using baseline analyses 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-

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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 programme 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 selected monitorable indicators, to enable adjustments during implementation.

Four development pillars Qatar’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 provides added impetus and focus.


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Sustaining economic prosperity To embed sustainability in Qatar’s economy, progress is needed in three parallel, 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. Second, the government will guard against economic instability and promote increased efficiency. Third, the government 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 manmade capital (plants and buildings, machinery and infrastructure), human capital, natural resources, technology and institutions (defined broadly to include markets, systems, rules, organisations and social capital). When the value of the productive base grows, there are more opportunities for the average citizen, and when it shrinks, there are fewer. To be sustainable, an economy with a growing population must have an expanding productive 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

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how stability and efficiency influence the volume of investment and the returns on that investment and on how economic discovery and diversification expand opportunities. Links run in the other direction too, with the capabilities embedded in institutions and people (which are vital parts of the productive base) determining the economy’s ability to navigate a stable path, allocate resources efficiently and diversify into new activities. Mutually reinforcing relationships also exist between economic structure and economic efficiency and stability.

Promoting human development Qatar will continue to invest in its people so that all can participate fully in the country’s social, economic and political life and function effectively within a competitive knowledge-based international order. It is putting in place advanced health and education systems that meet the highest global standards. It is also supporting the productive participation 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 Development 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

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an indicator, the human development index added measures of life expectancy, 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 services in accord with the principle of cost-sharing partnerships. Preventive and curative care will take into account the differing needs of men, women and

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children. High-quality research will focus on public health, biomedicine and clinical effectiveness. Also, under the leadership of the Supreme Education Council, Qatar will build a modern, world-class education and training system that provides a first-rate education comparable to that offered in the best schools, universities and technical colleges in the world. That system will incorporate programmes that encourage analytical thinking, creativity, innovation and entrepreneurship, while promoting social cohesion and respect for Qatari values. The system will provide opportunities 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, preparing 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 value-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 Qataris to work in the private sector. For the foreseeable future, however, Qatar will not have enough citizens to meet the expanding requirements of a rapidly growing, diversifying and techno-

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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.

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logically advanced economy. To counter this shortfall, Qatar must attract and retain expatriates with the right mix of skills.

Integrated approach to social development

National Development Strategy 2011-2016 calls for continued diversification and an expanded productive base, along with forwardlooking management of environmental challenges.

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Many countries link social policies to social services, such as education, healthcare, 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 social tolerance, benevolence, constructive 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 broadening the traditional parameters of social policy, Qatar is able to enhance the government’s role in fostering a caring and cohesive society. Qatar’s social policy, therefore, may be defined as the activities of government 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.

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Qatar’s social development pillar encompasses a wide range of stakeholders in an expansive manner - from childhood to old age, from early education to retirement, from private family life to international relations. It encompasses the government’s responsibility to its citizens and citizens’ responsibility to their families and communities. The modern era in Qatar is a period of incredible growth and opportunity but also of unprecedented social change. The government will need effective measures to promote tolerance and maintain compassionate values as the country’s population grows and diversifies, 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 society through strong and effective government and family institutions, Qatar will achieve the QNV 2030 outcomes of effective social care and protection, sound social structure and international cooperation. The National Development Strategy 2011-2016 will lay the foundation for these goals without compromising Qatar’s cultural identity.

Protecting the environment for the future Qatar’s natural resource endowment creates a unique mix of benefits and

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stresses. Significant wealth in hydrocarbons has generated one of the world’s highest per capita incomes, but extreme scarcity in water and arable land has created equally unusual vulnerabilities and deficits. The government’s first National Development 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 generations’ prosperity but with a quality of life unconstrained by shortages or inherited ecological damage. The National Development Strategy 2011-2016 calls for continued diversification and an expanded productive base, along with forward-looking management of environmental challenges. As in any fast-growing economy, economic activity introduces certain stresses into the surrounding environmental and social systems. A surging economy and rapid urbanisation have gone hand in hand with a fourfold increase in population since 1990. The increasingly affluent and growing population, 1.7 million in mid-2010, has raised demands on scarce water resources, heightened land-use pressure, increased automobile traffic and generated tons of household and industrial waste each day. The National Development Strategy 2011-2016 for the first time explicitly aligns the growth of national prosperity to the realities of environmental

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constraints. The strategy for improved environmental management draws on extensive consultations carried out throughout society, including interviews with individuals from government, industry, non-governmental organisations and academia. By establishing a programme of strengthened environmental management across economic and natural resource sectors, the government strategy sets out a framework for continued economic growth that avoids penalising future generations. Advancing specific actions to conserve water, manage waste and discharge, improve air quality and protect biodiversity, the strategy adheres to the foundational concept of intergenerational justice. While investing in sources of future prosperity, the government will adopt and adapt the most effective policies and technologies for protecting environmental assets and reducing pollution. To ensure continuing progress in environmental management, the government will take steps to mobilise all citizens. Public awareness-building will educate the population on the need for sustainable development. The government also recognises the imperative of cultivating a sense of environmental responsibility within industry, while building a legal system and effective institutions that support environmental protection over time


economy 26 34 38 45 48 50

Oil To Gas Diversifying Assets Asset growth for local bank Positive bourse performances Providing World-Class Financial Services At A Glance: Q Companies


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“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.

Oil To Gas

Q

atar’s economy is driven by revenues from natural gas and oil resources. 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 reserves in the world as well as the world’s largest single non-associated 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 2011-2012 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. 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 barrels 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 fuels, 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 requirements 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.

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Emir calls for transparency at WPC

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.

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After 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 opportunity to promote their latest innovations and offerings. The Emir, HH Sheikh Hamad Bin Khalifa Al-Thani, welcomed 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 evolution 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-

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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 attended plenary sessions discussing topics such as “MultiSectoral Cooperation and a Sustainable Energy Industry”, “Producer-Consumer Dialogue: Expectations and Deliverables” 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 Centre during the Congress and Exhibition which is set to register 20,000 visitors.

Barzan Gas Project In a clear boost to local industries and utilities, Qatar formally launched the qr37.49 billion ($10.3 billion) Barzan project, a QP-ExxonMobil joint venture 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 methane, Barzan’s Ras Laffan facility will also produce about 29,000 barrels per day

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(bpd) of both field and plant condensates, 1,900 tonnes per day (tpd) of ethane, 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 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. 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 barrels 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 produce about 4,000 tonnes of sulphur a day.

Record 8.3 million tonnes LNG supply to South Korea

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

RasGas 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


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World Proven Gas Reserves (2010) Total = 6,609 trillion cubic feet iran 1,046 (16%)

Others 2,036 (31%)

qatar 894 (14%)

Russia 1,581 (24%)

Turkmenistan 284 (4%)

Saudi Arabia 283 (4%)

us 273 (4%)

demand in the country. Currently, RasGas is the largest single supplier of LNG to South Korea delivering more than 7 million tonnes of LNG a year on a longterm 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 Mohammed bin Saleh Al Sada said, who took over his new post from HE Abdullah Al Attiyah.

uae 213 (3%)

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 capacity Qatar, and Rasgas, celebrated achieving 77 million tonnes per annum (Mtpa) of liquefied natural gas (LNG) production capacity, reconfirming the country’s

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position as the world’s leading producer of LNG with the largest production capacity by far. This momentous feat realises 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 industry 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 producer In 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 accomplishment 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, making it, alongside similar trains in Ras Laf-

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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 markets for LNG. In addition to the base destination in the United States, sale agreements have already been signed with China and Dubai. Although all volumes 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 percent) and Shell (30 percent). The Qatargas 4 project and its mega Train 7 were built in parallel with the identical Qatargas 3 project and its Train 6, by a single team. The two projects (which have different shareholders) share offshore, 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 unmanned platforms, up to 33 wells and two subsea pipelines, all of which are complete and are shared with the Qatargas 3 project. Qatargas Train 7 produces 1.4 billion standard cubic feet of gas per day, delivering 7.8 million tonnes per annum of LNG and 70,000 barrels per day of condensate 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

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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.

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Energy City

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 gasto-liquids.

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Energy 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 connected 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 economy. 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 approximately 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.

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266,000 cubic metres, operated by Qatar Gas Transport Company, known as Nakilat.

Third-largest Gas Reserves Qatar has the third largest gas reserves in the world, with 25.4 trillion cubic metres 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, holding 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 liquefied natural gas needed to help mitigate 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 production 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

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feeds. Tens of billions of dollars have been invested over 15 years in Qatar’s gas production sector, as well as at receiving 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 production – its contribution to global LNG production is growing, reaching 26 percent in 2010. Rapid expansion of shale gas production – gas trapped in rocks thousands of meters underground – in the US is unlikely to ruffle Qatari feathers. Buyers are lining up to buy its LNG, mostly in Asia and Europe.

First Pearl-GTL gasoil shipment According 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 diversification of North Field gas utilisation 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 production of GTL products when the State of Qatar and Shell, the operator of the Pearl GTL plant, begin to receive revenue from


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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 production 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-

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pected 140,000 barrels per day of gasto-liquids (GTL) products using Shell’s unique technological and project management 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 automotive fuel; GTL Base Oils for premium lubricants; GTL Normal Paraffin for detergents; and GTL Naphtha, a high-paraffin feedstock for the petrochemical industry.

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GTL Naphtha Qatar International Petroleum Marketing Company Ltd (Tasweeq) also sold its first cargo of GTL Naphtha, a high quality product from the world’s largest 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 marketer of GTL Naphtha, the latest addition 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-

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

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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 Qatar 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. “We expect Qatar’s share of total Middle 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 several 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 expected to play a significant role in global LPG trade in the coming years, Cahir said Qatar, specifically, will contribute to the region’s growing presence in the industry. In addition to increasing in supply, 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

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.

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Pearl gtl

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

Qatar 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 abundant supply of gas that the country is blessed with. An interesting fact is GTL offers the full upside of accessing the oil markets (with its escalating costs) and is also a very strategic 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 breakthroughs Pearl 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

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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 operational 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 outlook GTL technology provides an alternative route of natural gas monetisation, offering 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 produce 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 results in reduced local emissions (NOx, SOx and particulate matter), contributing 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."


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Qatar celebrated its 77mtpa milestone achievement

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 demand Qatar, whose liquefied petroleum gas (LPG) production is expected to reach 12 million tonnes by 2015, said the demand for LPG is growing rapidly, especially triggered by China and India, and due to the emergence of newer markets. “Demand for LPG in the residential and commercial sector is growing rapidly, 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 conference, held for the first time in Qatar and in the GCC region. In addition, he said, the petrochemical industry was increasing the need for LPG as feedstock. “Rising demand and production are driving forces for increased utilisation and expansion of existing LPG facilities, including terminals as well as the construction of new ones,” the Minister said. LPG production in Qatar has expanded rapidly during the past decade as a result of LNG output expansion. The Minister said that LPG production 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-

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try globally, such as the current outlook for LPG demand growth in developing markets, and he asked whether expanding supply was adequate to support projected growth in regional and global LPG demand. He also pointed to delays in new LPG projects, infrastructure constraints for supply and distribution in developing 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 commitment 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 suggested 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 coming 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 expected to grow with many opportunities expected to emerge in the coming years, according to him.

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Demand for clean fuel Expanding 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 carbonintensive energy supplies, combined with greater energy efficiency in nations around the world, will help mitigate 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 carbon 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 lower 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 electricity needs. Natural gas demand is rising in every 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.

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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.

SOVEREIGN WEALTH FUND:

Diversifying Assets

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ccording to an expert, “Since its inception in 2005, the Qatar Investment Authority (QIA) has made its mark globally through high profile purchases and a diversified investment portfolio, funded by its estimated 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 increase 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 savings 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 significantly 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 highlighted 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 diversifying into new asset classes. It is a sovereign wealth fund that invests domestically and internationally to curtail reliance on energy price volatility. According to its constitutive instrument, the QIA’s objectives are to develop, 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

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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 allocation consists of: Equities Private Equity Real Estate Alternative Investments Special Situations Direct Investments (Qatar Holding, LLC)

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.

2011-2012

Qatar Holding strategic partner of European Goldfields Qatar Holding LLC (QH), in its latest investment 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 exercised. The funding facility and related issuance of warrants, will be subject to exclusivity and definitive documentation as well as regulatory and shareholder approval.

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The total capital commitment made by QH amounts to QR2,821 million ($775 million), which includes funding support for capital expenditure to develop gold deposits in Greece. Subsequent to successful closing of this transaction, QH will become a significant shareholder 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 significant deposits in Greece and Romania. Taking into account all reserves and deposits in place, European Goldfields has total gold equivalent resources estimated at 24 million ounces. It is envisaged 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 whollyowned 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 Understanding (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 portfolio in the commodities sector, with a specific position in gold resources and

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major investment by qia in 2010 switzerland 0.395

germany 0.534

uK 2.3

USA 0.663 uk 0.38

australia 0.412

brazil 2.7

$21.6bn malaysia 5.0

russia 0.5

greece 5.0

egypt 0.25 saudi arabia 0.674

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 commitment to the company, but also to Greece. "

Accelerated European acquisition splurge QIA has acquired the private banking unit of Belgium’s KBC Group NV for

china 2.8

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 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. KBC Group said it had agreed to sell its Luxembourg-based private-banking


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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 Frieden 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 estate In 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 London’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 development 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 Selfridges – and being almost impossible to replicate. These characteristics are shared by many of the sovereign investor’s other prime developments, including the

infrastructure

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 develop 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 biggest shareholders, Qatar Holding and Simon Glick had increased their stakes in the company. QH acquired 28.5 million ordinary shares, raising its stake by 3.7 percent to 27.7 percent , Songbird said in a statement to the

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London stock exchange. GF Investments 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 Spain In 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 headquarters 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 AlSayed was present at the signing ceremony. 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 construction of the 2,000MW Mesaieed combined cycle plant, one of the largest in the Middle East, at a cost of QR7.28

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billion ($2 billion).

Buying French football team The most expensively assembled team in French soccer history was bought by the QIA in May 2011, holding a 70 percent 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 American group Colony Capital, revealed back in December 2010 that they were looking for new investors and that search reportedly led them to the QIA. Colony Capital have had a controlling stake in PSG since 2006, but will now pass overall ownership to the Qatari group, though they will remain 30 percent shareholders. A statement on PSG’s official website read, “Colony Capital and a Qatari investment company have signed a letter of intent whereby this company shall, if the agreement is signed as contemplated, become the majority shareholder of PSG, with 70 percent of the football club. Colony would retain a 30 percent interest. With this new partner, Colony Capital 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 debtladen 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


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2011-2012

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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.

BANKING

Asset growth for local banks

W

ith 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 accounts 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 extent natural. Nevertheless, the slowdown in domestic credit has not dampened the non-hydrocarbon growth engines, which are mainly sustained by government and

2011-2012


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Qatar's Credit Growth and GDP Growth correlated 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% -10.0% 2005

2006

2007

Credit Growth government-owned corporate investments. Credit to the public sector has continued to increase.

New Islamic banking regulation

Total assets of Qatari banking sector reached

QR547.7 billion in 2010

2011-2012

The Central Bank’s directive, in February 2011, for local conventional commercial 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 conventional commercial banks' Islamic operations that they fail to convert to conventional. 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 depending upon their relationship with their clients. Looking ahead, we forecast above

2008

2009

2010

GDP Growth

average loan growth of a little over 20 percent for QIB and Masraf al Rayan for the period 2010-2014 as they benefit 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.

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 expansion outside Qatar as well.

Capitalisation levels have been strengthened

Funding not an issue

Capital adequacy has been consistently above 10 percent over the last couple of years, and has become even stronger now with Qatar Investment Author-

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

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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 diverting funds from international bank accounts. There is an expection that the local banking system will continue to enjoy strong public sector support as hydrocarbon inflows translate into a direct and indirect funding base.

Firm growth Qatar has a buoyant and increasingly diverse banking sector catering for the needs of all kinds of customers. The industry is supervised by the QCB which was established in 1993 as the successor to the Qatar Monetary Agency. QCB acts as the government’s agent to control the country’s monetary policy and to monitor the commercial banking system. It regulates interest rates on Qatari Riyals funds. Other banks can float interest rates within limits specified by QCB. The bank also administers the country’s relations with international financial agencies, acts as a banker for the government and issues currency notes and coins. There are currently 15 commercial 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


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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 foreign 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 rates QCB cut its key interest rates by 25-50 basis points, a move that could enhance 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 Qatar 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 transactions 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

infrastructure

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 repurchase agreements while the size and time of the repurchase transactions are initiated by commercial banks. Given the fixed parity between the riyal and the dollar, QCB short-term interest rate policies have had to be subordinated 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

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Standard Chartered told Bloomberg. The US Fed said that it would hold interest 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 entering a period of expansionary monetary policy where rates are coming down because economic growth is in doubt in many parts of the world, particularly in the US and the eurozone,” Farah Ahmed Hersi, senior economist at Masraf 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 considering the overall economic growth of the country, they admit. The total

Banks equipped to handle crisis Qatar’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 report has said. A sharp escalation in global commodity prices and rising domestic nonrent 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.

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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 borrowings by both nationals and expatriates. The banking regulator had capped lending to expatriates at QR400,000 and limited the borrowing for nationals to QR2 million. It has also capped personal 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 efforts 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 portfolio) 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.

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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.

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infrastructure

Closure of Islamic banking window

Total Loans and Advances for the Qatari banking sector reached

QR303.9 billion in 2010

2011-2012

This year QCB announced that all Islamic banking activities by conventional commercial banks should be closed by the year-end. Banking industry sources say the suddenness with which the announcement was made caught them off-guard and its motives were not made clear. There are about 16 Islamic banking 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 overseas branch of the QNB, say industry sources. Many believe if such key policy decisions 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 investments in Islamic banking activities and manage their long-term credit portfolios, 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 principles,” 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

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customers. “We need to study the possible impact of the banking regulator’s move and see what viable alternatives we have so that we don’t lose our customers,” 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 option would be to ask the affected banks to declare their Islamic banking branches separate entities altogether so that the confusion between their conventional 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 demands more banks in the arena.

Establishment of Qatar Credit Bureau QCB announced that preparations are under way to inaugurate Qatar Credit Bureau as the establishment contract has been awarded to Dun and Bradstreet, according to which the company will provide an integrated solution to the Bureau comprising both the individuals and the corporate sector. The Bureau will help to support the sustainable growth of credit in Qatar, relying on customer data and risk-based methodologies; it will also provide the

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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 / Total Risk 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

Central Bank and the banking sector with analytical data to support the implementation 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 fundamental economic sectors so as to promote the management of the economy in the country.

The establishment of Qatar Credit Bureau constitutes a major and distinctive turn for the benefit of the national economy and the banking sector.

Doha Bank mulling acquisition in emerging market Doha 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


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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 percent 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 country’s largest lender, had a 31 percent increase in the period. Doha Bank intends to start operations 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 depending on market opportunities.” The bank, which obtained approval to start operations in Abu Dhabi in October 2011, also plans to start brokerage operations in January 2012 and an asset management business by the end of next year, Seetharaman said. Qatar’s market will likely get emerging market status at MSCI Inc. in December, 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

infrastructure

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 compared with a 9.4 percent decline in the Bloomberg GCC 200 Index.

QCB in MoU with NBP HE Sheikh Abdullah bin Saud Al Thani, Governor of QCB, and HE Marek Belka, President of the National Bank of Poland (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 system stability and development, as well as financial market systems and payment systems performance and development.

QIB launches funding for micro-enterprises Qatar 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 innovative finance solutions that cater to the needs of smaller start-ups and to empower ambitious entrepreneurs to take their business to new levels through

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BARWA BANK ACQUIRES ibq's islamic banking retail operations Qatar’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. funding their fixed assets and working capital. 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. QIB’s financing programme aims at helping micro-enterprises and small businesses to increase their productivity and profitability while enabling them to deal effectively and efficiently

with the banking sector.

QIB UK in finance deal for tech company QIB’s subsidiary QIBUK, which operates out of the United Kingdom, has joined forces with Unilever Ventures Limited – the European venture capital arm of Unilever, the world’s second largest FMCG company – in putting together a financing round to support the commercialisation of a new technology 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.

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NanoSolutions (INS). INS is a high-tech science and echnology 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 Finance at QIBUK, said of the joint venture: “We are delighted to join Unilever in supporting IOTA NanoSolutions in their development and commercialisation of ContraSol.

QIB, Al-Futtaim, Aqar in QR6 billion JV

Total customer deposits for the Qatari banking sector reached

QR358.5 billion in 2010

2011-2012

QIB, Al-Futtaim, and Aqar Real Estate Investment Company signed a QR 6 billion joint venture agreement to construct a state-of-the-art entertainment and retail complex in Doha, slated to become a driving force behind the country’s diverse economic development. The country’s largest multipurpose complex is located on the northern highway linking Doha International Airport with the proposed Bahrain Causeway 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 country – 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 futuristic 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, accentuated 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 transfers QCB permitted telecom network operators, 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 institutions, companies and other enterprises. The service will also enable consumers to transfer funds through their telecom operator locally, as well as abroad, in accordance with the stipulated limits


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

QATAR EXCHANGE

Positive bourse performances

T

he 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 Exchange (QE) was the best performer in the Gulf region that week, helped by sustained 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 employed 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-

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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 index weighting of 0.63 percent.

QE adopts DVP

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.

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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 government 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 successful 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

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line with international best practices related to settlement cycles. The implementation will strengthen the confidence 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 important 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 Central 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 securities settlement obligations for rejected trades will remain with the broker for settlement. This ensures that custodians 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 provider MSCI for a potential upgrade from ‘frontier market’ status to ‘emerging market’. The main challenges to the revised status highlighted by MSCI during

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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 enhance 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 continue during 2011 to enhance liquidity in the market. Some of the topics being

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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 Network Qatar Exchange (QE), Qtel and NYSE Euronext (NYX) have concluded a major partnership agreement to enable the extension of the Secure Financial Transaction Infrastructure (SFTI) network platform to Qatar, connecting financial participants in the US and Eu-


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World-class International Exchange Platform The 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 establish 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 investors and members. Provide domestic and international investors with access to listed companies 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 products. Be a challenging and rewarding place to work.

rope to the Qatar markets. The pioneering solution will see Qtel providing global connectivity, a complete disaster recovery solution, and premium network services to support the extension of SFTI to Qatar. By connecting QE and its market participants to SFTI, the important emerging 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 institutions including brokers, investment

banks and investors are already connected 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 provided by Qtel ensures that the SFTI extension is supported by the highest levels of connectivity, reliability and security.

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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 strategic partnership between Qatar Holding 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 connectivity with NYSE Euronext’s global network, ensuring that Qatar increases its international profile by providing significant benefits for investors.” Stanley Young, CEO, NYSE Technologies 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 facilitate cross-region trading and bring financial communities together. This extension 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 Universal Trading Platform in early September, 2010, connecting to the global SFTI network is the next step in the overall

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QE development roadmap. The SFTI network was first developed in 2002 in the US, and was subsequently extended 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 MoU QE and the Cyprus Stock Exchange (CSE) signed a memorandum of understanding (MoU) which has formalised cooperation between the two markets. The MoU will help establish and implement a procedure of mutual cooperation 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 exchanges, increasing mutual recognition and the exchange of legal and technical information. The MOU clearly fits in a range of agreements that have been signed between the State of Qatar and the republic of Cyprus and it signals the willingness of the two countries to cooperate and develop this relation further

Following the successful migration of QE and its market participants to NYSE Euronex’s state-ofthe art Universal Trading Platform in early September, 2010, connecting to the global SFTI network is the next step in the overall QE development roadmap.

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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.

QATAR FINANCIAL CENTER:

Providing World-Class Financial Services

T

he Qatar Financial Centre (QFC) made good progress in 2011. Established 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

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

Readjust and reclassify A 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.


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Enhancements were also made to the process for approving individuals to conduct business in the QFC environment, 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 standards and provides a strong foundation 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 effective and efficient risk management and exploring how to use captives as a risk management mechanism to better control risks and insurance costs.

Reinsurance Barometer project The launch of the Reinsurance Barometer underlined the QFC’s commitment to serving the reinsurance industry by helping to deepen understanding of the business as well as providing a highly attractive place for firms to operate in. The Barometer is a major research project 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.

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Regional hub for asset management More work has also gone into promoting Qatar as a regional hub for asset 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 development 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 regime Last year, the QFC Authority also introduced a highly attractive low tax regime. The salient features of the regime include: 10 percent corporation tax on locally sourced profits, self-assessment regime and an advance transaction ruling scheme, tax incentives for the reinsurance, captive insurance and asset management industries;, zero personal

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income tax; no restrictions on dealing in any currency; and access to an extensive 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 charges (or fees) and taxes on turnover rather than profits, with the result that Qatar now offers one of the friendliest tax regimes in the world. Overall, the regime offers clarity of law along with ease and transparency of administration, while ensuring that firms operate in a wellrecognised tax efficient environment.

Vital agreements Several significant Memoranda of Understanding (MOUs) have also been signed by the QFC Authority and QFCRA this year with their overseas counterparts in China, India, Japan and Turkey. In August, the QFCRA and the Banking Regulation & Supervision Agency of Turkey signed an MOU to promote stronger cross-border regulatory oversight and supervisory information sharing. 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 interests to benefit both financial centres as well as the financial and business

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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 future collaboration between the QFCRA and the JFSA. These agreements were evidence of Qatar’s increased standing as an international financial centre.

Growing financial centre Several rankings and awards have also signalled the progress Qatar has made. The World Economic Forum Competitiveness 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 Middle 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 financial centre. As we go into 2012, the QFC’s strategy of focusing on the three hubs of asset management, reinsurance and captive insurance is paying dividends in expanding business and a growing reputation globally as well as regionally.

By Shashank Srivastava Acting CEO and Chief Strategic Development Officer, QFCA

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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.

Q COMPANIES

At A Glance

W

ith the 2022 FIFA World Cup coming to Qatar, an unprecedented wave of investment in Qatar’s social and industrial infrastructure 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 Industries Industries Qatar (IQ) QSC is one of Qatar’s most dynamic and progressive companies – 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

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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 requirements. In 2009, QAPCO commenced production of linear low-density polyethylene (LLDPE). QAFCO was founded in 1969 as a joint venture between the Government of Qatar 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 implementing several expansion projects over the past three decades, the Company has


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Qatar Industries H1 Financial Results Summary H1 2011 Financial Position

Total Assets (in QRm)

H1 2011

Change v YE 2010

33,180

+1,272

Revenue (In QRm)

+4.0%

Growth %

-953

Gross Profit (In QRm)

4,503

-18.0%

Margin %

55.1%

+1,399

Net Profit (In QRm)

4,171

+6.5%

Margin %

51.1%

Growth % Cash & Short Term Deposits (in QRm)

4,338

Growth % Shareholders' Equity (in QRm)

Results of Operation

23,063

Growth %

evolved into a world-class fertiliser producer. 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 QAFCO-5 expansion project, will raise QAFCO’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. Consequently the project will strengthen the Company’s position as a key player in the global fertiliser market. Currently, QAFCO exports ammonia and urea to more than 35 nations across the globe, with its primary markets being the countries of Southeast Asia, North America, Australasia and Southern Africa. Recently, 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, Coromandel, who have been given permission

H1 2011

Change v H1 2010

8,165

+2,604 +46.8% +1,756

+1,537

for direct urea imports. A QAFCO official expressed optimism that a future policy of decanalisation will allow more private Indian companies to import directly. 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 whollyacquired by IQ in 2003. QS is engaged in the manufacture and sale of steel

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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 Company Limited QSC (QAFAC) is currently owned by IQ (50 percent), OPIC Middle East Corporation (20 percent), International Octane Limited (15 percent) and LCY Middle East Corporation (15 percent). 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 highquality methanol and methyl-tertiarybutyl-ether (MTBE). The primary markets for the company are the Far East, Europe and the Gulf region. Fereej Real Estate Company QSC (Fereej), a Qatari Shareholding Company incorporated in the State of Qatar in July 2008, is a joint venture between IQ (34 percent), Al Koot Insurance and Reinsurance Company QSC (33 percent), and by Qatar Real Estate Investment Company QSC (33 percent).

Mawashi: Qatar Company for Meat and Livestock Trading The 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 slaughterhouses; and uses the latest tech-

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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.

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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

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.

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nology in processing its products according to international standards and specifications. Mawashi is implementing the second 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 second phase of the project plan was announced 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 vegetables, 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 recent 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 Agricultural 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 areas of technical consulting and feasibility studies, financial and rehabilitation, training and capacity-building in preparation 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 desalination 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 company is composed of eleven board members under the chairmanship of HE Abdullah bin Hamad AlAttiyah, Deputy Prime Minister and Chairman of the Emiri Diwan, and executive management of the company 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 capacity of electricity until the end of June 2011 to about 8,000 MW, a substantial increase from 2010.

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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 capacity 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 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, having cost in the region of $4 billion to build. The development is subject to a 25year contract with Qatar General Electricity 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 Qatariowned, divided between QECW (45 percent) and Qatar Petroleum (15 percent), 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 highest efficiency and quality. Qatar has spent more than $10 billion on power generation and water desalination in the past decade, and the country is expected to invest more


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than $20 billion in the two fields during the next decade. More than half a trillion dollars will be needed to meet the power requirements 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 Hilal Al Kuwari said that Qatar was focusing on infrastructure in the power sector to meet the National Vision 2030. Qatar Electricity & Water Company (QEWC) has also announced it will sign a MoU with Syrian-Qatari Holding Company to set up two power plants with capacity of 450 MW each in Syria.

WOQOD: Qatar Fuel Company Qatar Fuel, also known as WOQOD, is responsible for the distribution of all fuels within Qatar. This includes diesel, gasoline and aviation fuel through a fleet of more than 150 road tankers. The company 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 Qatar’s top ten companies, being profitable 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-

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tomer and employee satisfaction and shareholder earnings. To achieve this there are clear business plans together with the ambition to invest in and develop Qatari nationals to at least be 50 percent of company headcount. Recently, WOQOD awarded five contracts pertaining to new fuel stations and technical inspection centres in different places in Qatar. The contracts were signed with local companies to build three new fuel stations at Bufseilah, Rawdat Al Hamama and Muaither, 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 stations 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

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proportion to QR6.04 billion, leading to a 27 percent jump in gross profit to QR1.62 billion, according to its financial statement filed with the Qatar Exchange. The company’s total assets were valued at QR6.15 billion, comprising current assets of QR4.41bn and non-current 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 represents a total investment of approximately $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 manoeuvrability, 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 Company (Q-Ship). These ships are utilised

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for the transport of LPG cargoes and, together with the LNG Fleet, will provide Nakilat, its partners and the customers 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 worldclass 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 completion 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 percent more capacity than conventional LNG carriers, with the further benefit of being able to operate with 40 percent lower energy requirements due to economies of scale and the efficiency of its engines.

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Higher revenues and better general cost management helped WOQOD to report a 23 percent jump in its 2010 net profit to QR1.07 billion.

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Qatar Industrial Manufacturing Company

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.

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Qatar Industrial Manufacturing Company (QIMC) was established in 1990 with 20:80 percent government-private equity interests respectively. The establishment 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 economic 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 companies in the field of small- and mediumscale industries in Qatar. Far from being confined to the State of Qatar, QIMC’s activities extended to other GCC countries such as Saudi Arabia, Bahrain and Oman. Currently, QIMC has equity interest in 13 operational projects in various industrial sectors including chemicals, petrochemicals, construction materials 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

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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 increased its Fiberglass Pipes production capacity from 15,000 to 17,000 tonnes per year.

Qatar National Cement Company Qatar National Cement Co. is a major producer of ordinary Portland cement, the sulphate-resistant cement, hydrated 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 commissioned with a capacity of 100,000 tpa in 1969. With growing cement demand in the State of Qatar, another produc-

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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 technology 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 cement plant of 2,000 tpd clinker production was commissioned in 1998.

Qatar Petroleum Qatar Petroleum (QP), a state-owned corporation established in 1974, is responsible for all phases of the oil and gas industry in Qatar. The principal activities of Qatar Petroleum and its subsidiaries and joint ventures cover exploration, drilling and production operations, transport, storage, marketing and sale of crude oil, natural gas liquids, liquefied natural gas, gas-to-liquids, refined products, petrochemicals and fertilisers, and helicopter and financial services. Qatar Petroleum’s strategy of conducting hydrocarbon exploration and new projects is through Exploration and Production Sharing Agreements (EPSA) and Development and Production Sharing Agreements (DPSA) concluded with major international oil and gas companies.

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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 Production Sharing Agreement with QP, has opened natural gas wells offshore allowing 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 coming months. Pearl GTL is the largest energy project ever launched in the State of Qatar, in terms of total investments. Last year, Qatar Petroleum and ExxonMobil Chemical Qatar Limited, a subsidiary of ExxonMobil Corporation, announced they had signed an agreement to progress the development of a world-scale petrochemical complex in Ras Laffan Industrial City. The proposed complex would include 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 proprietary steam cracking furnace, polyethylene process and specialty polyethylene product technologies. 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


infrastructure 56 58 62 64 72

Developing smart power grids Spearheading transformation Introducing The Railways Soaring Investments In Infrastructure Airline Industry Upbeat


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“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.

KAHRAMAA

Developing smart power grids

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o meet the high reliability on power and water in the future, Kahramaa 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 developing a Smart Power Grid (SPG). This will be based on intelligent solution in power transmission and distribution network, with integration of control using computerised 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

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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 during 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 phases 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,


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Qatar is now capable of transmitting 750 megawatts to other GCC countries 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 increasing and the main water network pipelines lengths is expected to double by 2012, compared to the year 2000. Kahramaa is also looking at new technologies in desalination and in building the mega reservoirs to meet the normal needs and the emergencies as well, apart from seeking the latest desalination technologies and finding solutions to minimise water loss.

Encouraging local industries Kahramaa 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 companies. Moreover, this company has succeeded in the production of high voltage 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

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in line with Qatar National Vision 2030 to support the basic infrastructure project for the achievement of the comprehensive and sustainable development. As a strategic trend in all KAHRAMAA projects materials, the HV power cables supplied are environment friendly, enjoy high quality and durability. This contract comes within a series of supply and Call-off agreements KAHRAMAA concluded with various companies. 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 recognitions Kahramaa'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 distributors. Kahramaa President also received Qatar Sustainability Assessment System (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 environmentally sustainable development. The Park symbolises Kahramaa’s commitment towards its valued customers

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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 supply 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 generation & desalination ventures Own, construct and operate electricity & water transmission and distribution 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.

and social responsibility. It comes as a positive contribution to sustainable development of the community. It aims to become a model centre for disseminating awareness of electricity and water conservation with special concentration on the school and university students sector as it represents the future of Qatar. It will also demonstrate in an attractive way the complete processes of electricity generation and water desalination from sea. The park, which open its doors for the public in the beginning of 2013 will form an innovative source of entertainment 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 infrastructure services needed for development as it develops effective measures to minimise obstruction of daylight. ​ Site: It provides landscape that promotes green and fights desertification. ​Energy and Water: It applies efficient lighting, cooling, plumbing, and irrigation systems. It uses solar energy to heat water and a system to treat grey water

Kahramaa Awareness Park comes within the Corporation's commitment to Qatar Vision 2030, which among its four main objectives, targets environmentally sustainable development.

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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.

ASHGHAL

Spearheading transformation

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n 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. Besides 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,

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with a length of 900m. The Al Asiri Interchange is also an important road project that is in place to provide easy traffic flow between western cities and the capital Doha. The 2,000mlong 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.


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Ashghal allocates $20 billion for 2010-2015 projects In recent months, Qatar’s construction and infrastructure industry has provided a focal point of interest for both regional and international consultants and contractors looking to break into this lucrative market. 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. Qatar has embarked on a definitive 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-yearplan is highlighted by three of their biggest road projects currently underway. The Doha Expressway, currently under construction is valued at QR98.28 million ($27 million), the Dukhan Highway also under construction has been valued at QR1,092 million ($300 million) and the largest proposed project, the Lusail Highway which is currently being tendered has been valued at an impressive 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 Qataras a business hub. The country will face its own unique challenges, due to previous insufficient master plan-

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ning and future forecasting of existing roads. Ashghal is therefore committed to selecting the right partners to support them in their quest and address these previous construction challenges to achieve easily serviceable and lowmaintenance roads. Ashghal plans to establish two roads linking Bani Hajir roundabout to Shahaniya 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 roundabout to the Ritz Carlton hotel), Al Muntazah (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, environmental and future dimensions in implementing projects to cope with the 2030 Qatar vision in cooperation with Mowasalat, Woqod and the Ministry of Municipality and Urban Planning, he said.

Ashghal implementing seventh package of Doha Expressway Ashghal will be soon starting the implementation of the seventh package of

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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 December 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 accommodate local traffic through two-lane access roads on both sides of the highway 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 tunnels and interchanges at the Wholesale Market and Aziziya will be integrated into a single tunnel to shorten the dis-

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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-allocation of existing parking spaces to different areas as well as the construction of roundabouts at the existing intersections of Salwa Road. Phase two and three: The construction and building of new services and parking spaces serving the commercial

Ashghal announced in August 2011 that it will build nine playgrounds in Qatar. The authority has already announced a tender for the project. The project involves maintenance 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.

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Ashghal plans to construct a number of new schools and kindergartens in different parts of Qatar.

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The newly constructed Mall signal.

shops, in addition to the construction of three-lane road diversions and converting 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 Commercial Road includes the following: Upgrading all services and relocating the existing ones. the installation of large bore sewage 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 network (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 planned Ashghal 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 kindergartens at Sailiyya, Shahaniyya and Duhail and two kindergartens each at Bu Nakhla, Ain Khaled and New Doha areas. Each of these buildings will have 12 classrooms, administrative offices, and annexes consisting of a guardroom

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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 international standards approved by the Ministry of Education and Supreme Education Council. Recently Ashghal announced a package of 20 new schools around Doha and villages. Of these, six schools have been delivered to SEC, including two schools at Umm Garn one each for boys and girls, Umm Hakeem Girls Secondary School at Mamoura, Umm Aiman Girls Secondary 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 building 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 suspended ceilings. The school building project has been divided into seven packages, and three of them, covering 18 schools, are already under implementation


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“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.

QRAIL

Introducing The Railways

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oha 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, efficient and reliable public transport in the country. The requirements led for the proposal 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 modernisation strategy involving public and private investments. The campaign also aims to reduce its dependency on natural gas exports.

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Plans for the metro are still in the early phases but it is reported that many contracts 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-notch The 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 facing 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


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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 worldwide - there is no other system which is working on this high level standard that has been planned for Qatar.

Master plan 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 based on the GCC feasibility study. The master plan involves development 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 planning 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 Estate Investment, the national development agency, appointed the German national railway company Deutsche Bahn to produce plans for a railway

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network in the country. DB International (DBI), the international wing of Deutsche Bahn, along with Qatari Diar prepared conceptual designs for a consolidated railway network development in Qatar.

The project Qatari Diar and Deutsch Bahn signed an agreement in November 2009 to form a joint venture, Qatar Railways Development Company (QRDC), for implementing, developing and managing the concept 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 contribute its expertise in setting up the railway infrastructure as well as providing 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.

Infrastructure The 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 centre. The railway lines and infrastructure will be through tunnels, overhead railways and at the ground level.

The proposed Doha Metro network map

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 developments; 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

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.

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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.

REAL ESTATE

Soaring Investments In Infrastructure

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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

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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 sagging 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.


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Msheireb Properties

Eng Issa M Al Mohannadi, CEO of Msheireb Properties

Msheireb Properties is a subsidiary of Qatar Foundation for Education, Science 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 Vision 2030 led by His Highness Sheikh Hamad bin Khalifa Al Thani, Emir of Qatar, 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

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leading an urban and sustainable development 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 sustainable downtown regeneration project, in a 31 hectares (76 acres) historical site of downtown Doha. 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. Under the agreement, the joint venture 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

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1B comprises 15 buildings, including the country’s first Mandarin Oriental Hotel comprising 158 rooms and 91 serviced apartments, two office buildings with 52 retail units and 12 residential buildings providing a total of 180 apartments. Eng Issa M Al Mohannadi, CEO of Msheireb Properties, said, “With the awarding of this contract, the ambitious plans for our capital’s regeneration 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 appointed 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-

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tion and preservation of these properties 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 cultural 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 reconstructing it on another location within the Heritage Quarter. Located next to Msheireb’s Cultural Forum, the transformed Heritage Quarter 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-Qatar

An aerial view of Msheireb Downtown

The Pearl-Qatar is a phased mixed-use development comprising 10 distinct themed districts that include beachfront villas, elegant town homes, luxury apartments, exclusive penthouses, five-

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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.

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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 PearlQatar to receive residence permits, under the new rule that allows a nonQatari to own real estate and residential property in the country. Residency permit 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 DIAR

QATARI 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.

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The Pearl-Qatar, an ambitious project by UDC

star hotels, marinas, and upscale retail and restaurants all situated on a multibillion dollar man-made island encompassing 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 international investors freehold title ownership. The Pearl-Qatar is a destination in its own right - a lavish, secure and exclusive island retreat with a Riviera-style community. The project developer is United Development 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 private sandy beaches to fashionable apartment-style accommodations with

sweeping sea views. Diversity of housing choices with the highest quality of accommodation have been key objectives in the project’s master planning. The Pearl-Qatar is a secure, family 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 reminiscent 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 developer of The Pearl-Qatar announced

More than just a real estate investor and master developer QATARI DIAR is the organisation proudly entrusted with realising the country’s vision for a beautifully 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 investment, commercial, cultural and social community. It is the region’s most influential and innovative real estate investment company – a master developer and planner whose mission is to promote a better quality of life by creating a distinguished legacy of developments, 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


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structure and quality control for the country’s real estate development priorities. Capitalised at QR3.64 billion ($1 billion), the company has the investment resources to be truly innovative and forward-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. Although 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 unprecedented in size, scope, and vision. The developments seek to holistically nurture the growth of local communities and provide long-term sustainable economic opportunities, while beautifully preserving and seamlessly enhancing 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 Tower, a new landmark on the Doha skyline, the visionary Lusail project in Qatar, and landmark developments in locations such as Morocco, Oman, Egypt, Tajikistan, Sudan, Libya, Seychelles, Paris and London.

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social development

Barwa Village on the way to Wakra

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 domestic real estate project, it is one of the most prestigious community developments 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 residents, 170,000 workers, and 90,000 visitors will live, work and play. Lusail City encompasses not only new residential, commercial, hospitality, and retail facilities, but a full array of community needs, such as schools, medical facilities, sport, entertainment, cultural facili-

ties and shopping centres. Its dynamic and innovatively built structures will be seamlessly integrated and shall incorporate an array of tranquil open spaces and pedestrian and cycle networks. QATARI DIAR is also currently working on the Doha Exhibition Centre and Tower. The Tower will soar approximately 112 storey into the sky and offer panoramic views. It will be home to a hotel with 300 guest rooms, 80 serviced apartments, and 300 residential apartments. The Exhibition Centre will provide an expansive retail area dedicated to luxury 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 vacation in a scenic waterfront community.

Barwa Barwa’s foundations were laid on November 15, 2005 when it obtained its commercial licence. Barwa began operations on 19 January 2006. Barwa’s creation was a demonstration of the vision of the country led by His Highness the Emir and the

tourism, retail & sports

One 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


overview

economy

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.

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infrastructure

government of the State of Qatar to build a modern country with a diversified economy for the benefit of future generations. It seeks to contribute to the government’s overarching development 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 developments, and has a total asset capitalisation of approximately QR64 billion. In 2010, turnover of its shares represented almost 12 percent of total turnover of shares listed by the Qatar Exchange. Barwa is has a market capitalisation 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 investments 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

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two and a half million square meters, offers residential units for more than 35,000 people. The city will utilise district cooling plants to provide air conditioning, 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.

Ezdan Ezdan, 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 Abdulla hAl Thani and was subsequently transformed into a limited liability company 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 International Housing Group Company WLL(IHG). IHG included the non-rental and for-rent properties of TAHG, stock investments and Sheikh Thani’s personal contracting and real estate divi-

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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 growing demands of Qatar’s economy and its burgeoning local and expatriate population. Ezdan relies on its extensive experience in developing properties using all available capabilities to meet its fundamental corporate goal, which is ‘To build trust between itself and its clients’ Over the past five years, the company has successfully completed some of the largest construction projects in Qatar. These projects are a testament to the new era of development in Qatar, 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 residential, commercial and hospitality real estate properties with high quality and affordable prices and to present com-

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prehensive real estate solutions not only within Qatar but also in the International 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 construct 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 partnerships with the landowners, but not all permits for construction have been issued, adding that the company is trying to get the process completed. The new projects will add to the company’s properties tens of thousands of apartments and villas, dedicated to the middle income grou[s, which is the largest segment of the society that plays a role affecting rental values


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private sector & diversification

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NDIA:

Qatar ’s gateway to the world

T

he New Doha International Airport (NDIA) project led by HE Abdul Aziz Al-Noaimi, Chairman of the Qatar Civil Aviation Authority, is a key project in Qatar’s national development strategy worth QR51 billion ($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 AlNoaimi leads the NDIA Steering Committee, whose members are senior

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officials from various ministries and government organisations. NDIA will be one of the first airports in the world to accommodate unrestricted 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 accommodate 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 airport support facilities and extensive commercial developments. The key features include of NDIA include: Be the home base and hub of Qatar Airways. Provide unconstrained A380 aircraft 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 provide 42 contact gates and 22 remote gates. Other key facilities include the Emiri Terminal, Air Traffic Control Tower, Cargo Complex and Aircraft Maintenance Centre.

PASSENGER COMPLEX The 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 seaside setting, the roof will be wave-like in structure. The transparent facade of the terminal beneath further emphasises 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, generous 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 passengers will walk through this area. The terminal will also have a 100-room transit 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. Featuring 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,


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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 unobstructed 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 visible 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 traffic control equipment ever produced in the aviation industry, eg Advanced Surface Movement Guidance and Control System (A-SMGCS) with to interface capabilities with the Instrument Landing System (ILS), Airport Surveillance Radar (ASR) and Surface Movement 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 water treatment plant (CWP) and a standalone utility plant to provide power, cooling and emergency back-up to

both the tower and the technical building. This will house the advanced technical systems for the control tower, in particular that relating to the approach control room. There will also be a training 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 processing 1.4 million tons of cargo per year, making it amongst the largest cargo terminals in the world. A main feature of the Cargo Complex is the 55,000 sq m Cargo Terminal building which houses the Air Cargo Handling System. The Air Cargo Handling System will have the capacity to accommodate over 1,000 main deck ULDs and over 5,000 individual consignments. The Cargo Warehouse Information 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 areas, 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 worldclass 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. Located in the midfield area, it will be capable of handling a maximum of eight widebody 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 provide specialised maintenance, for engine storage and automated spare parts storage. The workshops are planned for the maintenance of engines, avionics, 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-

KEY FEATURES: Air Traffic Control Tower in 2010 Height

85 metres high with triangular footprint.

Control cabin size

85 square metres in area, 10 metres diameter.

Size of technical buildings

5,000 square metres, 4-storey buildings.

Traffic capacity

100 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

riety of floor pits which can pop up from the hangar floor to provide preair-conditioned air to the interior of the aircraft, power supply, water, and compressed air for servicing of aircraft. The length of the combined hangars 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 approximately 65,000 sq m of food operations and production area for a daily meal production capacity of 85,000 A Special Corporate Feature 2011-2012


overview

2011-2012

economy

infrastructure

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qatar and the world

private sector & diversification

social development

tourism, retail & sports


overview

economy

infrastructure

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qatar and the world

private sector & diversification

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tourism, retail & sports

“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.

AVIATION

Airline Industry Upbeat

Q

atar has made remarkable progress in the fields of aviation and airline transportation. With the establishment of the Civil Aviation 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 Airways In 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 available in the skies today, airlines are looking to maintain or grow their position in the

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overview

economy

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 multistory short-term and long-term parking.

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marketplace must provide high-quality service with ever-increasing efficiency and demands. In this highly competitive environment, Qatar Airways has achieved much with its phenomenal route expansion averaging 30 percent growth year-toyear 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 worldwide 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 industry for outstanding in-flight service, superior onboard products, and operational excellence. Part of this excellence offers customers a 5-star experience online at the newly relaunched qatarairways.com which provides a great travel shopping experience. The new site also features the highest levels of price transparency, a new flight deals section, and an easier navigation tool to find the information passengers look for. The airlines received its 100th airliner – 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 jumbos will be on top of the five aircraft that the airline previously ordered.

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This further strengthened the airline’s commitment to rapidly expanding 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 Airways also) destinations in 55 countries across Africa, Asia, Europe, North America, 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 aviation hub, the New Doha International Airport. Situated approximately four kilometres 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 technologically advanced systems. Forecasted for maximum develop-

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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 approximately 50 million by the time the airport is fully operational beyond 2015. Both runways have been completed as has the dredging work on site with 60 percentof the airport built on reclaimed 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 4,250metre runway capable of taking a

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fully loaded Airbus A380 – the largest passenger aircraft in the world. A 600,000 square metre three-storey 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 accommodate up to 13 aircraft of different types at any one time, including 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 access 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 terminal building to 900,000 square metres to handle fifty million passengers a year


ict 76j75 Qatar: A Technology Hub 80 Privatisation of ICT 84 Sustainable Shared Infrastructure


overview

economy

infrastructure

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private sector & diversification

social development

tourism, retail & sports

“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.

ICT

Qatar: A Technology Hub

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 development and inspire confidence in the future. Established in 2004 as the nation’s ICT policy and regulatory body, ictQatar supports Qatar's ambitious vision to achieve social and political change while advancing 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

2011-2012

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 knowledge-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 economy. 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 Internet 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.


overview

economy

infrastructure

National E-Accessibility Policy to make ICT more accessible for persons with disabilities ictQATAR took a major step towards ensuring all of Qatar experiences the full benefits of technology in November, 2011 with the introduction of Qatar’s first eAccessibility Policy. The policy aims to ensure people 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, telecommunications services, handsets, 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 assistance 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 organizations that provided input into the development of the policy, including government agencies, corporations and not-for-profit organisations serving people with disabilities. Mada, formed last year, Mada is a non-profit organisation 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).

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qatar and the world

And to compete on the global stage for investment, talent, jobs, and economic influence, Qatar must continue to advance the growth of the ICT sector as a major pillar of its economy and society, the Supreme Council of Information, Communication & Technology said. To meet those goals, a comprehensive, strategic framework has been developed by ictQatar. It has five ‘strategic thrust’ areas – improving connectivity, boosting capacity, fostering economic development, enhancing 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 Vision 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 hub 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

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social development

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 private 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 infrastructure 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 consumers 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, increasing 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-

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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.

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overview

economy

Q.NBN will provide fibre access to citizens and businesses across Qatar, achieving coverage targets in excess of 95 percent by 2015.

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infrastructure

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 mediumsized 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, compared with 71 percent in 2008; 85 percent of individuals had a computer 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-processing training last year 60 percent of all businesses in Qatar 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 applications to streamline their operations,

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qatar and the world

Qatar’s IT software market is growing faster than any other in the Gulf Cooperation Council. Overall, 1.8mn mobile handsets were purchased in Qatar in 2010 with 30 percent in the smartphone 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 Company ictQATAR announced recently that Qatar’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 highspeed 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 knowledge economy. “The Qatar National Broadband Network represents a bold step forward in Qatar’s drive to be a leading knowledge economy. Ubiquitous access to a highspeed network is essential to business development, economic growth, in-

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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 deployment of a passive network infrastructure, efficiently leveraging existing and new infrastructure in Qatar. This government-led initiative was developed in consultation with existing network operators, Qtel and Vodafone, and will support the development of their broadband service offerings to government, 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 licence conditions issued by ictQATAR. ictQATAR is planning a range of initiatives to drive demand and uptake for broadband in the country. Among these initiatives is the fostering of a digital content ecosystem that encourages innovation and entrepreneurship including national digitization and cloud computing for government, enterprises and individuals.

Qatar-specific Domain The Qatar Domains Registry (QDR) officially made Qatar-specific and Arabic Internet domain names available through accredited registrars in November. “The introduction of Arabic domain

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names is a major milestone in making the Internet accessible for all. Businesses and individuals will find great value in using the new Qatar-specific Arabic domain names, allowing them to position themselves as uniquely Qatari and connect with new audiences.” said Saleh Al-Kuwari, Chief Technical Manager at ictQATAR. The Qatar-specific domain names are available to the public through accredited registrars that have been approved by Qatar Domains Registry. QDR adopted a Registry/Registrar-based business model to encourage competition, choice. The Latin-script .QA domain names were made available to the public in September 2011.

ictQatar, IBM in digital content initiatives ictQatar and IBM announced the signing 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 entrepreneurs by providing them with access to research, technologies and international best practices in digital content, social networking and smarter commerce. 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


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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.

ICT

Privatisation of ICT

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atar is well on the road to form an information-based society. Private 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, Qatar 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 advanced technologies much earlier than other neighbouring GCC countries.

MEEZA MEEZA, 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-

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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 business 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 knowledgebased 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 operations to service the Qatari community. MEEZA’s services will be provided through


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local IT experts and state-of-the-art data centres. MEEZA has built a wide range of capabilities since its launch in 2008 with its leading offer being cloud services. SYS-CON’s Cloud Computing Journal 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 Computing Vendors Shaping the Emerging Cloud by Datamation and was recognised by the Data Centre Strategies Forum in Abu Dhabi in May 2010 for their outstanding contribution to the development of cloud services across the region. The Best New Cloud Services Provider Award was received by MEEZA

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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 purchasing software as hosted or subscriptionbased services, businesses reduce up-front costs and are free to focus on their businesses (without requiring large in-house IT expenditure). However, 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 Islamic Insurance, Delta Dot, Al Emadi Enterprises.

Microsoft Microsoft Qatar said that its newest cloud product will offer customers the most complete set of cloud-based so-

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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-upto-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 information, 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 industries in the country. In addition to enterprises, Office 365 will also help the SME (Small & Medium Enterprise) community in Qatar. SMEs typically have little or no IT support and very little time and financial resources to dedicate to technology. 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

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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 simply 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 software. The initiative, named ‘Student Select’, was set up to further Microsoft and Qatar Foundation’s dedication to delivering 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 businessmen access to an integrated solution that enables users to communicate from anywhere in a cost-effective and secure manner. Lync is a single platform that integrates instant messaging, presence, audio, video, webconferencing and voice to bring people together in the ways they communicate best with one interface that works with the applications businesses know and use today.

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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.

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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.

Dell

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.

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Sidra Medical and Research Center, a Qatar-based clinical care, medical education and biomedical research facility, has selected Dell as its partner to deliver 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 innovation that enable critical health science results, rather than managing IT support. “We are extremely honoured to be working on this beacon project in Qatar,” said Michael Collins, Vice President and General Manager, Dell EMEA Emerging Markets. “When Sidra opens its doors, the facility will set a new benchmark for excellence in healthcare 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

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provider involved with such a significant healthcare project for this region. Dell was chosen to entirely manage the IT systems for Sidra following a thorough 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) endowment from the Qatar Foundation, the largest endowment of a medical and research centre in the world, said a senior official.

IBM ictQatar and IBM announced the signing 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 entrepreneurs by providing them with access to research, technologies and international best practices in digital content, social networking and smarter commerce. 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

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of ictQatar’s initiatives aimed at supporting Qatar to become a knowledgebased economy characterised by innovation, 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 enablement and information technology and to making the IBM value available to a wider community of Qatari talents under this initiative.” “IBM is excited to join forces with ictQatar under the Digital Content Cluster – Incubation Programme. IBM has unique business and IT capabilities in the domains of digitisation, social networking and smarter commerce which will be made available through this collaboration, thus allowing IBM to contribute more actively to realising the 2030 Vision of the Qatari Government.” said Bashar Kilani, Territory Manager, IBM Middle East.

SAP SAP has signed a Memorandum of Understanding (MoU) with ictQatar to become an anchor tenant at the Digital Content Cluster. This initiative is expect-

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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 modernising policies and regulations aimed at protecting the interests of end-users, attracting investment, and creating a business model to stimulate the development of digital content, especially Arabic content. As part of this effort, ictQatar is committed to innovation so entrepreneurs can offer new competitive services and applications. ictQatar is encouraging research to develop broadband content by providing funding mechanisms and support for startups and SMEs,” said Marwan Marouf Mahmoud, Executive Director, ictQatar. “For SMEs with limited resources and infrastructure, cloud computing provides companies with the opportunity 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 Digital Content Cluster provides a strong platform to help enable the growth and success of start-ups and small companies, and SAP is delighted to collaborate with ictQatar on this exciting initiative that will ultimately build a stronger entrepreneurial community, drive economic diversification and prosperity in Qatar and across the region.”


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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.

Sustainable Shared Infrastructure

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atar might be one of the region’s smallest countries but since the launch of Vodafone Qatar in 2009 its telecoms sector has attracted significant attention. The Qatar unit of the UK telecommunications 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 company 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

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

Working together Qtel 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 currently 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.


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With a growing customer base, Vodafone’s use of QDC will allow the company to extend its switching and billing equipment for its mobile network and deploy new core equipment for its broadband business. Since the launch of the QDC in 2006, Qtel has provided Qatar’s leading companies with comprehensive local and international connectivity, security and protection. Dr Nasser Marafih, Chief Executive Officer, Qtel, said, “This agreement marks a major building block towards creating a sustainable shared infrastructure. Infrastructure sharing has already paved the way to a pervasive infrastructure platform for e-government that supports open IP (Internet Protocol) technologies, 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 benefit from the latest in hosting and managed services." Vodafone Qatar said, “This agreement is another important step forward in the collaboration between Vodafone Qatar and Qtel in the field of infrastructure 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 controlled environment that optimises the

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deployment of fundamental components such as power, cooling and networking 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 out Vodafone Qatar welcomed ictQATAR’s landmark decision in response to Vodafone 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 violated the Qatar telecoms law and significantly misled people in Qatar by its introduction of Virgin Mobile in Qatar. In making this decision, ictQATAR used a new dispute resolution process 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: Qtel Qtel 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

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16.7 percent to QR15.4 billion. Net profit attributable to shareholders in 2010 was positively impacted in the first quarter of 2010 by a one-off favourable 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 momentum continues in Qatar, driven by increased voice usage and broadband subscribers. H1 2011 represented a further positive period of growth and achievement for the Qtel Group. During this period the group’s priorities remained in market strategies, driving subscriber growth and service development across its operational footprint. As a result, the Group delivered further revenue and profit growth during 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), representing 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.

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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 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 attributable to Qtel shareholders growing 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 willingness to invest in developing markets and to manage those assets with a medium-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 customers. 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 delivered resilient performances in highlycompetitive markets such as Qatar,

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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.

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Kuwait, Iraq and Algeria, demonstrating our capabilities to meet customer demands 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 underway

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.

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Qtel announced the launch of a major new long-term evolution (LTE) programme 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 begin immediately, adding to the strength and speed of Qtel’s broadband network. The programme will provide ongoing improvements to mobile broadband 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 offered 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

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completed the test phase for this technology 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 technology that supports roaming Internet access via cell phones and mobile devices and which seamlessly interworks with 2G and 3G networks. Because of the significant improvements 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 nationwide 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.

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Qtel has already completed a number 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 growing 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 offer Wi-Fi offloading, so that customers using wireless Internet will be able to switch seamlessly to Wi-Fi hotspots during periods of peak demand.

Vodafone Qatar Vodafone Qatar gained over QR65 million profit before interest, tax, depreciation 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 attributed 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

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year-on-year to QR111. “Vodafone Qatar has grown its mobile customer base significantly over the year to deliver strong financial results 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 Qatar 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 network coverage, developing a post-pay billing engine and exceptional, highquality roaming services. “As we enter 2012, our fixed line network and expanded range of services will see us enter a number of new revenue-generating segments,” Daly said. John Tombleson, Vodafone Qatar Chief Financial Officer, said that the significant increase of 53 percent in halfyear total revenue is a direct result of the growing mobile customer base that ultimately led to strong profitability at the EBITDA level


qatar and the world 88 Qatar’s role in world peace 89 Britain: Qatar, a vital and strategic Partner 91 Japan: Qatar, The greatest contributor


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Qatar’s role in world peace

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atar has developed a reputation as a nation with an independent and assertive foreign policy: its strategic decision to pursue strong relations with countries across the political spectrum has opened doors to significant investment opportunities abroad, and has increased its political influence across the region and globe. Progress Qatar speaks to the ambassador'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 development and disaster relief aid as well

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as the sponsorship of international media outlets and charitable organisations that either work in the peacebuilding sector or serve a peacebuilding function. Direct activities have seen Qatar involved in particular in the Middle East and North Africa region: acting as a mediator in peace negotiations in Sudan; facilitating a peace settlement between the Yemeni government and northern rebels; playing an active role in the Palestinian peace process; hosting peace negotiations during the violent sectarian unrest in Lebanon in 2008; and also serving as a key member of the Gulf Cooperation Council. Most recently, Qatar has been significantly 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 network become one of the most respected 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 UN Qatari diplomat, and Doha’s ambassador to the UN Nassir Abdulaziz Al Nasser was elected as President of the UN General Assembly, saying 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 Qatari 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 twothirds 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 Commission 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’


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Britain:

Qatar, a vital and strategic Partner

Progress 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 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 Minister, 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 exchanges 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

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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?

"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. "

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 relationship – 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 Chairman 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 economy. 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

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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 challenges 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 collaborations 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 relationship 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 country envision ties with Qatar? I think we see this as a strategic long-term relationship 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

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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 College. There are a number of other schools that have opened up here in recent years – Park House English 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 Supreme 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 country, 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


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Japan:

Qatar, The greatest contributor HE Kenjiro Monji, Ambassador of Japan, speaks to Progress Qatar HE Kenjiro Monji, Ambassador of Japan Can you please give us a brief description of the political bilateral relationship between your country and Qatar, for the year 20102011? 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 supply 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 community including Qatar has proven essential for Japan to cope with this national crisis. I truly believe that the relationship between Qatar and Japan has become much stronger after this unprecedented calamity which hit Japan. In the political area, Japan and Qatar have been

cooperating with each other on various international agendas. Japan highly values the effort by Qatar to help resolve regional conflicts through its active diplomacy. As our Prime Minister Yoshihiko Noda mentioned in his address to the 66th Session of the UN General Assembly in September 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 Committee was held on October 4, 2011, with the participation 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 Qatar for her kind and generous support for reconstruction after the Great East Japan Earthquake. Second is the expansion of the energy cooperation 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 environment 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.

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Fourth is the cooperation in infrastructure projects. I just name some examples mentioned in the joint statement: the cooperation in preparation for the 2022 FIFA World Cup including the construction of infrastructure such as stadiums, transportation systems, etc., the holding of a seminar on potential infrastructure projects, the cooperation by Japan in Qatari desalination projects, the cooperation with the Qatar National Food Security Program, 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 partner of Qatar with the total volume of trade reaching $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 vehicles and general machinery dominates Japan’s exports 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

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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 October 2010, we have organised several Japanese cultural events in Qatar such as Photographic Exhibition, 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 celebrate 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 Qatari 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 exchanges 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 organisation towards any foreign policy or diplomatic programmes on a global platform? If so, please give

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us a brief description of the same. Japan and Qatar also collaborate with each other in a multilateral context. Japan has actively participated 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 Tokyo, 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 session of the UN General Assembly. President Al Nasser visited Japan from November 12-16 at the invitation of the Ministry of Foreign 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 prevention, 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 Qatar 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

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the economy. I was much impressed by the importance 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 establishment 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 introduce 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, diplomacy 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 gratitude 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. Although this number is relatively small compared to other foreign nationalities, the number has drastically increased about seven times during the past seven years. * Source: Trade Statistics by Ministry of Finance of Japan


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“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.

QSTP

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atar Science & Technology Park (QSTP) is a hub for technologybased global companies and an incubator for start-up enterprises. QSTP functions by providing office and lab space to tenant companies, 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 entity 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 Rome The Qatar Science and Technology Park (QSTP) and the Rome City Council have formally announced an agreement that allows Rome to deploy QSTP’s RASAD technology 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

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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.

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weigh the imposing cardiovascular risk as a result of insufficient activity. Several research protocols have been devised. They include the relationship between physical activity, body mass index, lipids, blood pressure and cardiac hypertrophy in childhood; quantifying physical activity in patients with diabetes after a period of dedicated training period, and the outcome upon cardiovascular health workers following physical 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 epidemiological studies will help develop better control and prevention means against the problems.

TENANTS AES International Consultants AES International Consultants is a professional services firm focusing on the environmental needs of its clients and providing them with sustainable environmental strategies and solutions. AES is proud to have attracted strong principals with more than 25 years of successful experience in developing and delivering environmental strategies and solutions at an international level. AES principals have an extensive international network that provides them the ability to assemble worldclass professional teams to address en-

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The company has a rich portfolio of multimedia and multimodal solutions and a dynamic and competent to advise and accompany each customer in the development of their business. Opened in June 2009, within the Qatar Science & Technology Park, with the aim of developing innovative services and solutions for the Middle East region.

rect support to the construction industry to accelerate adoption, practice and application of sustainable solutions and technology within the building environment. BQDRI aims to attract and build strong consortium and network of local, regional and global research institutions, 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 implement sustainable environment construction and practices, the Qatar Green Building Council (QGBC) and BQDRI signed a Memorandum of Understanding (MOU) on December 8, 2010. The agreement will establish mechanisms enhancing knowledge on sustainability through dissemination of knowledge on sustainability in the built environment, offer training workshops and undertake research furthering the sustainability in the built environment.

BQDRI

Chevron

Barwa and Qatari Diar Research Institute (BQDRI); a joint venture between BARWA Knowledge (Subsidiary of BARWA Real Estate) and Lusail Real Estate Development Company (Subsidiary of QATARI DIAR Real Estate Investment Company); 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-

Chevron Corporation is one of the world’s leading integrated energy companies, with subsidiaries that conduct business worldwide. At QSTP, it opened Chevron’s Center for Sustainable Energy Efficiency (CSEE) in Chevron 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-

vironmental challenges. AES’ vision is to be a premier international professional services provider of environmental strategies and solutions. At QSTP, AES will undertake applied R&D work focusing on the development of environmental models and applications that are specific to the country. It will provide training and education in the environmental field as well as professional consulting services to both public and private entities, including supporting QSTP activities.

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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 Qatar Energy Technology Ltd, Chevron is investing QR72.8 million ($20 million) in its QSTP activities over five years. Energy sustainability is vital to Qatar’s continued 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 provider of other networking services. Its QSTP presence is known as ‘Project IQ’. Qatar Foundation is working with Cisco on the launch of the global project aimed at building a platform comprising business and collaboration applications that will allow people from Qatar Foundation, Qatar, and across the globe to work together on research, education, 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 providers for Qatar’s newly launched Youth Employment Initiative. To enhance IT skills in Qatar, Cisco is providing technical training and intern-


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ship opportunities to local universities, partners, and customers. Cisco aims to further address the needs of entrepreneurs and small-to-medium business owners at its Entrepreneur Institute. Working with local organisations, the programme will develop or license educational content for entrepreneurs to enable sustainable business growth.

ConocoPhillips

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.

ConocoPhillips has undertaken its own project at QSTP - a Water Sustainability Centre which is examining ways of treating and using by-product water from oil production and refining operations, as well as other projects relating to industrial and municipal water sustainability. When companies produce oil and gas, water is often produced at the same time - roughly three barrels of water 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 treatment 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, disseminating findings to the company’s global operations as well as to local government and industry.

deltaDOT QSTP

deltaDOT QSTP LLC (dDQ) is a global

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leader in Label Free Intrinsic Imaging, a novel and very powerful technology used in separating, analysing and quantifying a wide range of biological and chemical entities. dDQ are working 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 certification programmes for non-destructive testing technologies, and internationally-accredited training courses in aircraft maintenance. It also focuses on research and development 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 capable of inspecting pieces up to 500 kg.

Engineering Solutions Engineering Solutions a start-up committed to develop products mainly for the oil and gas industry. Initial development focuses on wireless communications 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

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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 native 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 continuity and quality of ancient carbonate reservoir rocks found in Middle Eastern oil and gas fields. There have been a number of highlights of the first year of operation, including installation and progress of a world-class facility for developing advanced three-dimensional visualisation training technology for LNG safety training and other applications. EMRQ presented to the Ministry of Environment a significant environmental research report on coastal water quality near Ras Laffan Industrial City, and conducted environmental studies of Qatar’s coral and sea grass. EMRQ partnered with Qatar University’s Environmental Studies Center to survey the northern Qatari coastal and marine regions. The research and development facility advanced remote gas detection research that seeks


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to automatically scan for and identify hydrocarbon emissions in LNG production and transportation facilities. EMRQ also continued active involvement in high school and college educational communities.

Fuego Digital Media Fuego Digital Media is a ‘software on demand’ company focused on building a Qatar-based enterprise to provide simple 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 requirements of MENA users.

General Electric General Electric is investing QR182 million ($50 million) over a five-year period in the GE Technology and Learning Centre at QSTP. Several GE divisions are participating, including customers of GE’s aviation and energy businesses 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 development 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

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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 operation and maintenance, and leadership development. The energy unit conducts courses in fully equipped labs, simulating a refinery or power-plant control room, or in product demonstration 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 airline flight-line and maintenance crews. The engine training focuses on overall familiarisation, line maintenance, inspection, troubleshooting, diagnostics, and fleet management. The centre also provides technical and mechanical services to airline customers through GE’s On-Wing Support programme. GE’s Global Research Centre is supporting applied research to enhance Qatari technology and economic goals. Among the areas of research are water, emissions, and oil and gas infrastructure. GE’s oil and gas business is also providing a team of engineers to work primarily on new product initiatives and development. They are focusing on turbo-machinery technologies necessary for efficient and environmen-

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tally friendly use of oil and natural gas reserves.

GreenGulf Chevron Qatar Energy Technology QSTP-B, an affiliate of Chevron Corporation, and GreenGulf Inc. QSTP-B (GreenGulf), a Qatar-based renewable energy and clean technology company, today announced the signing of a memorandum of understanding for a joint study to test solar energy technologies and their application in Qatar. The research will be performed at Qatar 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 photovoltaic and solar thermal technologies. The project supports QSTP’s strategy for assisting in the development of a national solar energy industry in Qatar. Solar technologies vary in their sensitivity to dust and heat and use different amounts of land and water, which can reflect their relative costs. Measurements obtained over a period of years under Qatar climate conditions are expected to help local planners evaluate, select and install technologies best suited to local conditions. Under the memorandum of understanding Chevron and GreenGulf will each invest up to QR36.4 million ($10 million) in the study programme, with Chevron’s investment part of

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an initial QR72.8 million ($20 million) commitment to QSTP. Technology tests are expected to commence in late 2010 and continue for two to four years.

Gulf Bridge International Gulf 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.

Hydro Hydro is an integrated aluminium and energy company, serving the global market with aluminium and aluminium 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.

iHorizons iHorizons is a Qatari software company, with offices throughout the region, specializing in the development of ebusiness 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.

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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.

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

lutions. It is establishing a research and development subsidiary at QSTP that will engineer applications in new markets such as Arabic language technologies, wireless services, bioinformatics and corporate knowledge tools. iHorizons is also pursuing joint projects with the computer science department of Carnegie Mellon Qatar and various QSTP members.

Institut de Soudure Institut de Soudure, the French national welding institute, has established a centre of excellence in welding technology at QSTP. The centre is undertaking research, training and expert services to

help safely build the region’s many future oil and gas projects, where welding and metallurgy can account for more than half the project cost. Institut de Soudure, which celebrated its centenary in 2005, has been active in Qatar since 2003, overseeing 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 institute 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 facility, manned by a staff of 30. 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. Its worldwide staff of 500 scientists and engineers will also train welders and non-destructive testing inspectors, provide professional services to industry, and contribute to the development of national welding standards in the Gulf.

Maersk Oil Research & Technology Centre

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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 worldclass 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 energy industry. The company is working 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 scarcity 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 education, research and development would certainly help meet the shortages. The Maersk Oil, owned by AP MollerMaersk 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.

MEEZA MEEZA, a Qatar Foundation joint venture, has established a base at QSTP to deliver a wide range of IT services and solutions to clients, from creating and managing IT infrastructure to providing full business and technology


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consulting. M-VAULT 1, MEEZA’s Tier III Data Centre is located at a highly secure 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 support the development of a knowledgebased economy through the provision of world-class Managed IT services and solutions to the market.

Microsoft

The Qatar Robotic Surgery Centre is a training, demonstration and technologydevelopment facility for state-of-the-art medical robots.

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Microsoft is the worldwide leader in software, services and Internet technologies for personal and business computing. Its projects at QSTP revolve around research & development and technical training. Microsoft will dedicate its R&D efforts to the implementation of E-Health and E-Learning in Qatar and the region. Training includes the Microsoft IT Academy and other projects that empower the local community with the knowledge and the skills for using technology.

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real-time, integrated, ‘E-Field’ operations for Oil & Gas companies in Qatar and the Gulf region.

Qatar Petroleum Qatar Petroleum (QP) is Qatar’s national oil and gas corporation. The Qatar Petroleum Research & Technology Centre at QSTP will define and participate in collaborative research projects that contribute to QP’s operational performance. It will initially address upstream oil and gas operations, carbonate reservoir research and the environment.

Qatar Robotic Surgery Centre The Qatar Robotic Surgery Centre is a training, demonstration and technology-development facility for stateof-the-art medical robots. A QSTP initiative in collaboration with Imperial College London, the centre will comprise three Da Vinci-brand medical robots, a simulation operating theatre and a ‘tele-mentoring’ suite. It opened in the second half of 2009.

QNEXUS

Qatar University Wireless Innovation Centre

QNEXUS is a technology services and solutions provider for the energy industry in Qatar enabling operations in real-time. QNEXUS QSTP-LLC is developing and commercialising connectivity solutions, network technology, industry software applications, and management systems that truly enable

The Qatar University Wireless Innovation Centre (QUWIC) at QSTP is dedicated to applied research, technology development, consulting services and education in wireless systems and applications. A key goal is to develop new wireless applications for specific Qatar industries such as oil and gas, health-

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

care, security, and transportation. QUWIC 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-Royce Rolls-Royce, which operates in the global markets for civil aerospace, defence aerospace, marine and energy, is supplying aero engines for Qatar Airways’


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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.

Shell

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 airquality management.

Shell, meanwhile, in 2008 opened its new QSTP facility. The Shell unit accommodates a team of 28 top engineers and scientists that are working on gas to liquids (GTL) and upstream technologies. 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 concentrate on developing and utilising technology for sophisticated modelling 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.

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out major applied research and development related to energy, water, material science, development of new softwares, modelling activities, selection and scale up of lab scale research work related to nanotechnology, technical consulting, etc.

Total Total is the world’s fourth-largest oil and gas company and a world-class chemicals manufacturer. 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 man-

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agement. Total will also provide training and technical assistance services from QSTP.

through research and proof-of-concept studies.

TRL

Virgin 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 advantage of developments in regenerative medicine in the future. From its base in QSTP VHB will develop operations in both the Middle East and Europe.

Transport Research Laboratory is an independent research and technology development organisation specialising in the transport and infrastructure sectors. Its centre at QSTP will develop innovative road transport processes and technologies to help realise Qatar’s vision of economic growth. In the long term, TRL aims to collaborate with Qatar’s universities and other sciencebased transport and infrastructure companies to develop technologies

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Williams F1 Williams F1 is one of the world’s leading 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 flywheel energy storage system for mass transportation and electric power stabilisation; and the application of Williams F1’s simulator know-how to develop solutions for motorsport, road cars and emergency services

Tata TCE Consulting Engineers Ltd, a whollyowned subsidiary of Tata Sons Ltd, is a leader in comprehensive and integrated engineering services. Through its centre TCE QSTP-LLC, it will carry

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


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“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”

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he Qatar Chamber of Commerce and Industry (QCCI) recently completed 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 potentialities 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 coming 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.

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He said that the 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. According to him, this support was an essential factor in selecting Doha to host the 8th conference of the International Chamber of Commerce in April 2013. “This would give local companies a chance to communicate with their international counterparts taking part in the conference.”

Qatari Businessmen Association 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.

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Qatari Businessmen Association (QBA) plays a vital role in the formulation of several activities and services to benefit the local business community, working in harmony to achieve economic prosperity in Qatar and project the economic 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 committee under its board of directors to provide technical advice during the association’s parleys with high-level delegations visiting Qatar. Each member company in QBA will be asked to nominate a senior executive to the proposed committee which will provide

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key inputs to the board of directors on economic and business trends of regional and global importance. Qatar’s private sector, he said, would have ‘tremendous growth opportunities’ with the preparations for staging FIFA 2022 getting underway in the country.

Qatari Businesswomen Association Qatari women have been able to effectively get engaged in social and political 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 emergence of Qatari Businesswomen Forum (QBWF), a pilot organisation for economic action, has been initiated. This initiative has attracted the support of all business functionaries to help establish 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. According to figures from the Qatar Chamber of Commerce and Industry (QCCI), there are currently 346 small and medium businesses in Qatar managed

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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 Company, 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.

completely by women. Qatari women own 40 percent share in the local industrial sector, according to a member of the Qatari Businesswomen Association. 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 businesswomen 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 executives at major companies in Qatar and the region.


social development 109 Nurturing family and social values 119 A Knowledge-Based Economy 128 Expanding Healthcare Systems


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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.

Nurturing family and social values

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atar 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 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 heritage Qatar’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

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Illiteracy levels

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Persons Attending Night Schools and Illiteracy Eradication Center

Comprehensive educational plans for literacy and the spread of compulsory 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.

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Levels of Education There were 194,000 students in 2009/2010. In 2009/2010 the gross enrolment rate in primary and secondary levels of education was 100.5 percent, 98.4 percent for males and 102.8 percent for females.

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Qatar Foundation (QF), chaired by HH Sheikha Moza bint Nasser, promotes cultural richness and preservation of the country’s heritage.

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, accounting 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.

buildings featuring traditional architecture. There you will find handicrafts on display as well as traditional foods, fabrics and art. Young Qataris are being encouraged to set up businesses promoting old crafts and traditions. Qatar Foundation (QF), chaired by HH

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Sheikha Moza bint Nasser, promotes cultural richness and preservation of the country’s heritage. Libraries and magnificent collections of Arabic writings, calligraphy and art, are all being made available for research and public appreciation through QF, the Qatar

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Local markets: Souq Waqif Located behind the Corniche, Souq Waqif is a showpiece of traditional architecture, 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. Beginning in 2004, the Souq was renovated according to traditional Qatari architectural techniques, using authentic materials. The only traditional souq to remain in the Gulf, it’s now a charming labyrinth of narrow streets where

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visitors can bargain and purchase an amazingly diverse range of products including spices, dried fruit, nuts, perfumes, local honey, clothing, oud, incense, pots, tools and garden equipment, 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 shopkeepers 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.


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Souq Waqif is a popular tourist spot in Doha.

There are several traditional cafes and restaurants which open until late (some 24 hours). Sample local delicacies or try the traditional shisha or water pipe, often referred to as "hubblebubble" because of the noise it makes. There are regular displays of folk dance and music, particularly on festive occasions.

Gold Souq Situated behind the Alfardan Centre off Grand Hamad St, is the Gold Souq, a must-see even if you have no intention 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 "Gulfstyle" while Indian-style jewellery carries 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 government 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 Souq Aromas, colours and sights abound at the small Omani Souq, situated behind 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 sensory 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 merchandise, including spices, nuts, perfumes, pottery, plants, camel sticks and in-

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The Omani souq offers a large variety of merchandise, including spices, nuts, perfumes, pottery, plants, camel sticks and incense burners.

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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.

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Engaging in cultural dialogue and educational programmes that build bridges between nations. Fostering national pride and engaging in cultural diplomacy on behalf of the State and in trust for the people of Qatar. The Museum of Islamic Arts, the National Museum of Qatar and Mathaf: Arab Museum of Modern Art are controlled by the Qatar Museums Authority. It also owns various cultural and historical artefacts such as coins, armours, photographs and many other items.

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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.

Museums 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 by:

Developing and showcasing world class collections in world-class architecture. Exploring, protecting and promoting 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 creators to express themselves. Offering the best career opportunities to create leaders of tomorrow.

The 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 productions can develop and diversify. Protect national heritage, highlight 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 various bodies in their individual fields

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of interest and specialty. Prepare the studies required to the upgrade cultural, artistic and literary production and preserve national heritage. Issue directories, dictionaries, indexes and other published works, compile documents and contribute for publishing worthy original and translated works of the intellect. Participate in cultural and artistic exhibitions, conferences and festivals, locally, regionally and internationally. Designate quality standards for various 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 National Library Project and Department of Museums and Archaeology.

Family first 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. The traditional family unit - consisting of husband, wife and children - is the basic building block of Qatari society. As the population continues to grow, the government is committed to


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keeping Qatar a family-oriented country with strong Islamic values and traditions. People are encouraged to incorporate the Five Pillars of Islam into their daily lives. Building a strong social protection network is a key priority in the country’s national strategy. Assistance programmes are in place to help individuals manage and overcome economic and social risks, such as unemployment, exclusion, sickness, disability and old age. The Supreme Council for Family Affairs, established under the presidency of HH Sheikha Moza bint Nasser, was established as a supreme national authority 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 members. The financial resources of the Council are formed of the allocations made by the State in the general budget, in addition to the contributions of various establishments and individuals including grants, donations, legacies, loans and returns of investments.

Family development The Doha International Institute for Family Studies and Development (DIIFSD) was established in 2006, under Qatar Foundation, to promote and strengthen the family as the natural and fundamental group unit of society. Today DIIFSD provides a vital interdisciplinary research, policy and community outreach resource in Qatar.

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DIIFSD works closely with the Supreme Council for Family Affairs, the Ministry of Foreign Affairs and key educational institutions. Together with an international network of family specialists, DIIFSD designs and implements a wide range of family-friendly development plans, policies and programmes that are consistent with the Doha Declaration. DIIFSD puts family firmly at the heart of society. The aim is to nurture, educate and help with family social development needs in the region. DIIFSD has three divisions, Family Policy, Family Research and Implementation and Family Outreach. It has also created two cutting-edge research tools: FAMIS – The Global Family Matters Information System - a unique online library. The Global Family Index – a centralised electronic database on family health and well-being.

Strengthening marital bonds The 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 increasing support to divorcees are part of the agenda, as indicated by the National Development Strategy (NDS) 2011-2016.

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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 divorce 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 supported by Qatar’s 2009 population policy. All Qatari couples will be required to attend and complete a series of premarriage counselling and education programmes on the obligations of marriage and importance of family formation. The programmes will act as a precondition for the receipt of the marriage fund that the government provides to Qatari couples. The premarital courses will also support efforts to increase couples’ awareness of potential problems that the married people face. The services of the Family Counsel-

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

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ling Centre will be expanded throughout Qatar to provide strategic intervention in an attempt to reduce divorce rates, while the government will aid the establishment of private counselling services. Efforts will also be made to expand the number of psychological and counselling specialists in the area.

Social progress of families

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.

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The Social Development Center seeks to develop the capacities of the family and society members in the State of Qatar through the provision of specialised programmes to foster and develop 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 production and development projects. Observing various social phenomena, conducting related scientific studies, submitting relevant proposals, and trying to engage decision-makers in addressing them. Preserving popular and traditional heritage, reviving and developing handicrafts.

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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 protection Qatar 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

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into national legislation. Since ratification, the State of Qatar has committed itself to improving the level of protection 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 communication to raise awareness and disseminate knowledge, trends and behaviours that enhance childcare, safety,

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and development. Many initiatives have been introduced at governmental, non-governmental and international levels – such as UNESCO-affiliated schools, Al-Shafallah Center for Children with Special Needs, Qatar Center for Child’s Education, Al Jazeera Children’s Channel, and many others.

Uplifting Women Since 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 corporations 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, government 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.


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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 organisations, 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.

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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 issues are a key factor in this forward movement. At most educational institutions 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

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women’s contribution to economic activity which constitutes a real gain both for Qatari women and for society 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 Businesswomen Award and Corporate Ambassadors Programme; and is in partnership with the Qatar Businessmen Association – which aims to extend its platform to include different sectors and build relationships with Qatari organisations to support its vision and help achieve its objectives. The association has played a distinguished role in enhancing the contribution 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 countries, 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 number of activities, conferences and programmes that support Qatari women.

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group for Qatari and expatriate professional women. QPWN was launched by several professional women living and working in Doha. QPWN is open to any woman regardless 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 network 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 volunteers’ time and contributions.

Sport committee Qatar Women Sport Committee (QWSC) started as a volunteering supplementary committee for general promotion of sports within the Supreme Council 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 Qatar and promoting the participation of women in sporting activities. ​ Creating awareness about the importance of sport and its effects on productivity and development. Promoting Qatari women’s’ participation in seminars, studies and

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Qatar Women Sport Committee (QWSC) started as a volunteering supplementary committee for general promotion of sports within the Supreme Council for Family Affairs.

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sport congresses at all levels. Developing the technical and administrative levels of women’s activities in Qatar according to the plan of the Qatar Olympic Committee. 10.5% Finding communication channels between national and international sport organisations to develop national women’s sports activities. Exchanging information and experiences, 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.

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.

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Distribution of Economically Active Population by Sectors, 2011 3.1% 11.5%

Government Mixed Private Other 74.9%

Women’s affairs The Women Affairs Committee is affiliated 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 proposing policies, plans and programmes required to upgrade the potential of women culturally, economically and politically. The Committee is also concerned with encouraging women to participate in public life and take available work opportunities, especially in the field of education. It sponsors the general rights of women, their rights to assume leading roles and key positions in society and their role in the development process. Enhancing the role of private societies to enable them

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to carry out women-oriented functions and encouraging voluntary work and participation in local and international activities dealing with women affairs are also important parts of the Committee’s goals.

Self-dependent work force Between 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 being laid on pushing the Qatari popula-

tion into the workforce. 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. As a clearly structured system of recruitment, training, coaching and career development, Qatarisation is a vital component of the state’s strategic development plan, enabling Qatari men and women to hold key positions to support the state’s business requirements.

Silatech Silatech is an innovative social enterprise. The word Silatech comes from

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the Arabic word Silah, meaning "connection" 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, entrepreneurship, 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 employment and enterprise opportunities. Its commitment is to mobilise interest, investment, knowledge, resources and action to drive large-scale comprehensive employment and enterprise development programmes.

Qatar Career Fair The Fair offers Qatari students education, 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 employment 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


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“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

EDUCATION

A Knowledge-Based Economy

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uture economic success will increasingly depend on the ability of the Qatari people to deal with a new international order that is knowledgebased. To meet the challenge, Qatar is establishing advanced educational and health systems, as well as increasing the effective participation 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.

WISE The 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 Convention 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 summit 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

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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 Total

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 noneducators) to apply to run new independent schools under contracts with the government.

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given better educational avenues in order to make their life more meaningful in future. “This assumes greater significance 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 decades there will be an urgent need to create about 50 million jobs for the region’s people and it is only through better education that we can empower the Arab youth,” she said at the WISE 2011 summit.

Successful K-12 education reform In 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

19

53

33

10

4

2

3

124

64,991

252,497

549,430

412,901

185,860

52,346

13,817

1,531,842

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 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. 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 order they were ranked by the advisory board:

The abundance of resources and relationships made easily accessible via the Internet is increasingly challenging us to revisit our roles as educators. Sense-making and the ability to assess the credibility of information 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 technologies we use are increasingly based not on school servers, but in the cloud. Technology continues to profoundly 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 learning by ensuring it is timely and efficient. The perceived value of innovation and creativity is increasing.


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Innovation is valued at the highest levels of business and must be embraced in schools if students are to succeed beyond their formal education.

Master’s at Qatar University Qatar University (QU) launched its new Master’s degree in Environmental Science at the Department of Biological and Environmental Sciences in the College of Arts & Sciences. The new programme started in Fall 2011. The programme’s curriculum emphasises advanced principles of environmental science in areas such as conservation, pollution, marine ecology, global climate change, environmental 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. Graduates 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 project 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

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courses offered in the newly-established Master’s programme in Environmental Engineering at QU’s College of Engineering.

Master’s at Texas A&M Texas 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 Master’s degree in chemical engineering. The Master’s programme is the latest 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 ambitious research programme. Admissions to the programme opened on February 1, 2011 for enrolment in the Fall 2011 semester. The courses offered are Master of Science (MS) or Master of Engineering (MEng).

Qatar Foundation Qatar Foundation for Education, Science and Community Development (QF) aims to support Qatar on its journey from a carbon rich economy to a knowledge-based economy by unlocking 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 exciting mandate: to be the ‘engine’ driv-

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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 Nasser, is the organisation’s Chairperson and driving force.

Education at QF There are many reasons why students choose a particular university to pursue higher education for a career of their choice. Education City offers these students 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 outskirts of Doha, housing institutions for graduation, post graduation, and schooling. Six reputed American universities reside in the campus, alongside two schools. Besides these there are other institutions that teach students 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 organizations and individuals. Getting an education at Qatar Foundation’s Education City is a privilege made possible partly by others’ generosity. Qatar Foundation is working on programmes to help graduates from universities within Edu-

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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 institutions because learning is offered everywhere – 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 lifelong 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 QF HEC Paris in Qatar is part of QF’s Management 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 education programmes and research ac-

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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’.

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three pillars QF 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.

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tivities. The aim is to help develop the competencies required by executives in the region to ensure business remains competitive in a rapidly evolving environment.

University College London Qatar University 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 strategy in the heritage sector with numerous museums due to open during the next decade, providing graduates from UCL Qatar with long-term job and research opportunities. 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. 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 students matriculating on campus within the next five years. The first British university to be represented 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 QF Science and research are essential to Qatar's transformation into a successful knowledge-based economy. QF therefore encourages the pursuit of fresh knowledge, scientific research and the development of new technologies. Central to this approach is to develop a research strategy which brings together Qatar-based research and ex-

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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 research so that universities and businesses can collaborate on translating ideas into commercial reality. Furthermore, QF is working with its partners to build Qatar’s innovation and technology capacity by developing solutions in key sciences that can be commercialised via links with business, 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 annually.

RAND-Qatar Policy Institute The RAND-Qatar Policy Institute (RQPI) is a collaborative venture between Qatar Foundation and the RAND Corporation. 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 public policy reform of Qatar’s education and healthcare sectors. The institute has undertaken the role of research in state development, institutional perfor-

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mance, transportation issues, energy and the environment.

Qatar Research Institutes The Qatar Research Institutes is an umbrella organisation for Qatar Biomedical Research Institute, Qatar Environment and Energy Research Institute, and Qatar 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 Fund Qatar National Research Fund (QNRF) funds and supports original, competitively selected research in natural sciences, 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 Center Sidra Medical and Research Center (Sidra) is a landmark development,


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planning to focus on three primary areas: 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 international standards of health science, it will be a true center of excellence for

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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 sophisticated digital technology in all clinical, business and research functions and will enhance the quality of all medical services available in Qatar.

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Increase in research submissions Over 350 research abstracts had been submitted ahead of the second Annual Research Forum that took place in November 2011, according to Qatar Foundation officials, who explained that the pieces covered a range of topics from water desalination processes to the im-

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pact of autism on families in Qatar. QF’s Director of Institutional Research and Chair of the Abstract Review Committee, Dirar Khoury said, “The response to our call for abstracts this year shows that we are slowly but surely achieving exactly what this forum is about - a more thriving research culture.” The number of abstracts represents

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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.

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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.

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a 35 percent increase compared to last year, and 67 of the abstracts submitted were from students. There were submissions 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, energy, environment, arts, humanities, Islamic studies and social sciences. “We were pleased to see such high quality abstracts submitted by students. 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 scientists 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, adding, “We recognise the pressing need to move away from adapting outside research conducted in environments that are not similar to Qatar’s own in order to ensure practical application and sustainability.”

Community development at QF While Qatar Foundation is supporting Qatar on its journey from carbon to

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CMU-Q: Striving for Excellence In 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 administration, 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 worldclass 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, students will have the opportunity to engage in a discovery-based research programme at an on-campus lab or a collaborating 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.” 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 progressive 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 Career 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, Bloomsbury 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 Development Center, Doha International

Institute for Family Studies and Development, Qatar Diabetes Association.

Qatar University Qatar University (QU) is an intellectual and scholarly community characterised by open discussion, the free exchange of ideas, respectful debate, and a commitment to rigorous inquiry. All members of the University – faculty, staff, and students – are expected to advance the scholarly and social values embodied by the university. The vision of Qatar University is to


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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.

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infrastructure

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. Its mission is to be the national institution 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 university community has diverse and committed faculty who teach and conduct research, which address relevant local 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-

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ates by providing high quality education. To conduct quality research that addresses contemporary challenges 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 supportive environment for the university community.

Historic move In 1973, having foreseen education as a principal contribution to its expanding society, the Emir of Qatar issued a decree proclaiming the establishment of Qatar’s first national College of Education. Among a small population, the

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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 Education to accommodate new areas of specialization. In 1977, Qatar University was founded with four colleges: Education; Humanities and Social Sciences; Sharia, Law, and Islamic Studies; and Science. By 1985, two additional colleges, Engineering and Business and Economics, had been established. 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. 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 experimental farm located 65 km north of Doha. QU’s main campus is built on a total area of about 8sq km, with architecture 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

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and women’s campuses have their own lecture halls, laboratories, and learningsupport facilities.

Research strategies at QU Research 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 knowledgeable about state-of-the-art trends; and Provides students with opportunities to be drawn into the spirit and the practice of academic enterprise. All faculty members are therefore expected 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 established to share and support the university’s aspiration to exemplify a top national university.

Community services at QU Qatar University’s students are encouraged to participate in a wide array of Community and Learning Service Programmes. A newly established section in the student activities department aims at:


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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.

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Gain knowledge of civic engagement and responsibility. Value and appreciate the uniqueness of the Qatari culture. Implement the rules and regulations of citizenship. Currently Qatar University Students are engaged in two programmes: BASMA and Best Buddies. The first aims at supporting two disadvantaged population: elderly and orphans. The second aims at creating friendship with people with special needs especially mentally challenged young population in cooperation with Al Shafalah centre.

students who need to improve and develop 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 students need to successfully complete practical trainings during their studies which count towards their study credits. Having campuses in Leeuwarden (Holland), Bali (Indonesia), Rangsit (Thailand) and Port Alfred (South Africa), students can go on a Grand Tour and complete part of their studies abroad.

Stenden University Qatar

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. Regular courses offered are English and Business Skills courses. Arabic language 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 conducted at the Stenden Institute with classes available in the morning and evening. All corporate trainings can be arranged according to the needs of the customer booking the trainings - location and

Under the Chairmanship of HE Sheikh Faisal bin Qassim Al Thani, Stenden Qatar was established in 2000 and just finished celebrating the 10th anniversary of its campus in Doha. Stenden University Qatar delivers three internationally accredited four-year signature bachelor's programmes in International Business and Management Studies, International Hospitality Management and International Tourism Management. The main campus in the Netherlands designs all study programmes and issues 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 programme. It is an ideal transition for all

Stenden Institute

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timing are up to the customer. Stenden is proud of its corporate client list which includes private, government and third sector organisations. 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-Qatar Opened in September 2002 through an agreement between the State of Qatar and College of the North Atlantic in Canada, the College of the North Atlantic-Qatar (CNA-Q) is Qatar’s premier, 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 Vision 2030, Qatar aspires to have an educational system that prepares individuals 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, Information 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

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for the next five years, the guiding principles under which it operates and a revised institutional mission and vision that accurately reflect its directions.

CNA-Q Strategic Plan 2010-2015 CNA-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 destinations for each of its directions. Beginning in September 2010, specific goals and objectives were created for each of the five strategic directions, and methods of integrating the guiding principles have been developed. The Strategic Planning process at CNA-Q was an innovative and non-traditional one. Through the exclusive use of an ‘appreciative inquiry’ approach, the planning team used interviews and group discussions to gather stories 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 community 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 partners 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


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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.

HEALTH

Expanding Healthcare Systems

H

amad Medical Corporation and Weill Cornell Medical College in Qatar have launched a new initiative which aims to bring globallyrecognised 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 support the delivery of world-class research and healthcare; develop an international 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 multiple stakeholders to support the achievement of the AHS goals within the next two years.

The best in healthcare Qatar’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

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More than 200,000 have health insurance

Today, Qatar has numerous top-class hospitals and clinics. Health centres have also been set-up along the highways for ease of access.

“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. equipment and highly qualified staff, and a countrywide network of hospitals 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 ministers of health, Qatar enjoys the region’s lowest maternal mortality rate.

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The 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 insurance coverage for their employees even before it becomes mandatory under a law, which is expected to be promulgated soon. However, the volume of business in the other categories of insurance including life, travel and properties is very negligible in the local market.

Today, Qatar has numerous topclass 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 standard. The one possible exception to this may be treatment for highly specialised services.

Hamad Medical Corporation Since its establishment in October 1979, HMC has become Qatar’s leading non-profit healthcare provider through its network of Primary Healthcare Centers and four highly specialized hospitals in Doha. At these HMC facilities, medical and dental treatment is free for

Qataris and heavily state-subsidised for expatriates. The Corporation implements a policy of continuous improvement of all management systems and patient care protocols. All equipments and facilities are upgraded in order to keep all hospitals constantly ready to provide high quality care. An explosion in the amount of information has noticeably taken place within the Corporation. The number of scientific lectures held monthly has considerably increased, and the Corporation 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

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internal exchange of information to generate fresh ideas.

Hamad General Hospital The 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 upgrading 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 facility. Originally built in 1956, Rumaillah Hospital opened in 1957 as a 200-bed general hospital with ambulance services and a large outpatient facility. Following 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 requiring major renovation, management launched a 10-year programme to rebuild the facility in three phases.

Women’s Hospital The Hospital provides highly specialized care to women and infants. The maternity facility is patronized by women of


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Post-natal care at home by Hamad

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.

The maternity wing of Hamad Hospital is planning to implement a programme of providing post-natal care for mother and their babies at home. The Deputy Director of Nursing 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 hospital and thereby help in solving to some extent the problem of ever-growing demand for beds,” she said. Hamad Hospital

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 private 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-

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py. It is constructed and operated at the best international standards.

Private healthcare Besides HMC, the Qatari government has also encouraged the private sector 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 reflexology and home nursing care. Laws

governing private practice are strict, and licensing is mandatory for all establishments 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 providers, 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 preventive healthcare is the fight against contagious diseases. As such, Qatar has a comprehensive list of vaccinations for newborns and was one of the first countries to add an anti-influenza vaccine to this list. As well as contagious diseases, a section was set up for non-communicable conditions such as


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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.

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tobacco addiction, accidents and a unit dedicated to nutrition. Immunisation against hepatitis B is carried out in the context of the nationwide immunisation campaigns against contagious diseases. A pre-school immunisation programme was adopted as a regular practice. Efforts continue to eradicate tetanus, polio, measles and diphtheria. Central laboratories have been upgraded. Laboratories’ monitoring role has been augmented and medical control 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 expectancy of Qatar’s residents – estimated at around 73 years – while, infant mortality has dropped to less than 21 per thousand.

Sidra Medical and Research Center Sidra 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 biomedical research. Part of a collaborative effort entitled ‘One Programme in Multiple Institutions’, Sidra will work closely with Weill

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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 technology, and provide an international forum for the exchange of expertise between 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.

Cornell Medical College in Qatar and Hamad Medical Corporation in regard to all three missions, raising the standard of healthcare throughout the country and providing valuable opportunities for research and learning. The high tech facility will not only provide world class patient care but will also help build Qatar’s scientific expertise and resources. Sidra is funded by a QR28.8 billion ($7.9 billion) endowment from Qatar Foundation, the largest endowment of a medical and research centre anywhere in the world.

Growth potential in medical insurance Q-Life & Medical, a new Qatar-based insurance firm, sees ‘tremendous growth potential’ in the country where life and medical insurance remains largely untapped. Initially, the wholly owned unit of Qatar Insurance Company will provide life and group medical coverage to corporate customers. The company, with an initial capital of

QR100 million, plans to get into the retail 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 Financial Centre Regulatory Authority in June 2011. McRobbie said Q-Life & Medical would take over from QIC the provision of group medical coverage to corporate customers. Currently, Q-Life & Medical has some 32 staff members, all previously employed by Qatar Insurance Company, who have considerable ‘medical expenses and life insurance expertise’.

De-addiction centre to be ready within months 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. “The plan to establish the first de-

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addiction centre in the country is under way as we have already started recruiting staff from within the GCC and Arab region as well as Western countries who will be working with inmates at the centre,” 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 addiction, 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 comprehensive 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.


CSR & ENvironment

136 Businesses Give Back To Society 142 Qatar takes the green route


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The ROTA Adult English Literacy Programme, first developed in 2009, was to teach English to low-skilled migrant workers in Qatar.

CSR:

Businesses Give Back To Society

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hile environmental sustainability and protection are vital, most companies have also realised the value of giving back to society through their various Corporate Social Responsibility (CSR) programmes. CSR programmes are usually self-regulated practices 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.

ROTA This year Reach Out To Asia (ROTA) has undertaken many initiatives focusing on

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the youth, around Asia. ROTA partner Hashoo Foundation proposed the establishment of two Vocational/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 recovering 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-


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bodia’s Monithapana Foundation to expand the Vihear Suork Schools by building primary, secondary and vocational 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 access to primary and secondary education for children and vocational training the youth. Construction was initiated in September 2009, and was completed midNovember 2010, and the building was inaugurated on April 4, 2011.

Reaching out to migrant workers in Qatar ROTA’s volunteering programmes encourages 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 lowskilled 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

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150 low-skilled workers based at three Qatar Foundation universities and local companies.

Qatar Airways Qatar Airways is committed to protecting the environment. They go beyond the current industry best practices for fuel and environmental management; and is actively working to reduce aviation’s impact on global climate change, noise, local air quality, non-renewable resources, and waste. Over the past few years, Qatar Airways has been instrumental in driving a number of environmentally-friendly projects designed to find ways to maximise fuel efficiency and explore the use of cleaner jet fuels. QA’s well-documented move into the research of alternative jet fuel as

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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 passengers of the first commercial QA flight, along with the partners of the project

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the alternative synthetic fuel available to all airlines in the future. The airline has implemented a company-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 initiative aimed at producing biomass-toliquid (BTL) jet fuel.

Fuel and environmental management Fuel 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 environmental management require change management in order to continuously adapt to the ever-changing business, political and social environment. 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 Management 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

Qatar Airways has implemented a company-wide fivepillar corporate social responsibility strategy that embraces change management and integrated fuel management for sustainable development.

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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.

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Programme – The Oryx Flies Green. The airline has a dedicated Fuel Optimisation 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 Management Programme. This includes weight reduction on the aircraft, more efficient routings, new takeoff and landing 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 implemented a significant number of flight/ ground operations and engineering procedure enhancements and weight-reduction initiatives to help to reduce fuel consumption and carbon footprints. Furthermore Qatar Airways is getting ready to comply with the European 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 water, 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

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Deal Group. It recognises the urgent need to combat climate change, and is working towards developing a practical, business-led solution that helps contribute to global efforts to address climate change.

Msheireb Properties

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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 development and, we believe in making available learning opportunities and

(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

A group of construction workers who are rebuilding the centre of Doha through the Msheireb Downtown project, have significantly boosted their

creating the potential for advancement to all those involved in the construction of our unique development,” said Mohammed Al Marri, Projects Director at

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Msheireb Properties. 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. Al Marris aid, “As a socially responsible organisation, our new ‘Safety First’ campaign reinforces Msheireb’s commitment towards all its workers on construction sites. Msheireb Properties firmly believes 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 Msheireb-led Green Programme for Schools (GPS), during a signing ceremony at the Msheireb Enrichment Centre. Jawaher Al Khuzaei, Communications 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 generation to commit to becoming fully ecoaware, we are investing in the future of our nation. By taking part in this programme, 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-


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munity, with architecture that draw on our ancestors’ insight, while at the same time aiming for the very highest LEED accreditation with the latest ecotechnology.”

Vodafone Vodafone Qatar has launched a SIM card pack that is made up of 100 percent 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 Corporate Social Responsibility strategy, aims to unravel a community of real transformational of change by bringing together individuals who are willing to share ideas and work together for a common advocacy. Vodafone Qatar believes in the power 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 Qatar Science and Technology Park.

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“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 corporate 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 volunteer and good for the company itself. Unlike financial donations and inkind 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 talented, 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.

UDC United Development Company (UDC), one of Qatar’s leading shareholding companies, in collaboration with the Ministry of the Environment, has agreed to establish the country’s first urban turtle sanctuary at The PearlQatar (TPQ). The sanctuary, the Turtle Rehab

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Project, already has its first beneficiary, “Will”, an endangered green sea turtle that was found injured near The PearlQatar in October 2010. The sanctuary is a key component of UDC’s commitment to the environment, which has seen the master developer establish an Environmental Affairs Department in 2007. The environment of The Pearl-Qatar is evolving 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 developments 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 Programme, which was open to both residents and visitors of The Pearl-Qatar. The programme used unique teaching methods to teach children aged 6-14 essential mathematical skills.

Qatargas Constantly improving its operations to minimise environmental impacts is a business goal. These ongoing process improvements enable Qatargas to meet or exceed the most stringent government regulatory standards. Through cooperation with industry

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and government partners, the company is committed to improving air quality, reducing waste, and promoting healthy marine and terrestrial ecosystems. Qatargas strives to improve air quality by using the most advanced techniques and systems available: Emissions Reduction: Common Condensate VOC Control System When tankers are loaded with condensate 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 innovative, cutting-edge technologies.

RasGas In the environmental arena, RasGas keenly promotes the environmentally conscious use of LNG. To this end, the company regularly participates in energy exhibitions and conferences, such as the International Oil and Gas Conference (IOGC) and LNG 14 in 2004, Petrotech 2005, GasTech (the 21st International Conference and Exhibition on LNG, LPG and Natural Gas), the Asian

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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.

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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.

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Markets Conference, and the World Petroleum Congress. As a pacesetting company, RasGas is proactive io environmental issues, seeing 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 Council for the Environment and Natural Reserves (SCENR) and the University of Qatar on a range of innovative programmes, some directly concerned with the LNG industry and others more broadly affecting the natural environment of Qatar, such as air quality, waste recycling and environmental awareness projects. Below are some of the recent systems 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 University of Qatar to develop special conservation measures ensuring that coastal disturbances are temporary and minimal in nature. In January 2006, RasGas’ environmental laboratory became the first in the State of Qatar to receive ISO (International Standards Organisation) 17025 accreditation. In February 2006 RasGas Elements

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for Excellence Management System was recertified to ISO 9001:2000, OHSAS 18001:1999 and upgraded to ISO 14001:2004 standards.

Qtel Telecommunications 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 communication is playing in educating the world about climate change and supporting the innovations that will address the issue, and tailor its services accordingly. Qtel is continuously exploring new ways of delivering on these two responsibilities. As Qatar’s leading telecommunications company, Qtel has invested in building the network infrastructure that supports telephony, Internet access, digital television and enterprise technology 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 Program for Raising Awareness and Safe Disposal of Electronic Waste (NPRAS-

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DEW) in Qatar. This initiative, launched by the Supreme 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 environment. 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 management of electronic waste in Qatar. The second stage outlined a long-term series 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 process 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 towards managing relationships with customers through paper-free methods as much as possible, by providing online

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billing, payment via mobile and account management by self-service machines.

Q-Chem Q-Chem has acknowledged the fact that the world’s consumption of resources is growing exponentially, involving 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 philosophies to reduce all impacts associated with the company's production, storage 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 President'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 upgrade treatment units and fired equipment to meet new and more stringent environmental standards


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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.

Qatar takes the green route

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wo 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 Assessment 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 independent 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 environment for present and future generations in support of the environmental pillar

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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 behind this transformation, achieving recognition by the construction industry and real estate sector as an invaluable contributor to the delivery of sustainable development. 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 organisations, GORD provides support to the construction industry in aiming to accelerate 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-


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“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 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

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focus is the study of building energy data, where it will seek to collect building energy-related data to set the baseline 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 research 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 developing decision-making tools such as integrated GIS systems for energy use, as well as onsite measurement of the micro-climate. GORD intends to conduct many applied 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 system The Qatar Sustainability Assessment System (QSAS) is the new ‘green building’ rating system developed specifically 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-

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quirements of the region, with the aim of helping Qatari companies, to save money; reduce energy costs and generally protect the environment from the effects of climate change. The QSAS was developed in partnership by BARWA Real Estate Company and QATARI DIAR Real Estate Investment Company (Qatari Diar). Both companies have now shown a commitment to utilise this unique assessment method 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 process will enhance the design, construction, 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 Efforts Qatar 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

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The Gulf Organisation for R&D will deal with building technologies and material research related to a desert climate and lowenergy construction solutions.

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The following diagram shows the different weights of QSAS categories: ENERGY

WATER

INDOOR ENVIRONMENT

CULTURAL & ECONOMIC VALUE

SITE

URBAN CONNECTIVITY

MATERIAL

QGBC collaborates with the design and building industry and liaises with the government to promote sustainable development.

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MANAGEMENT & OPERATIONS

0%

the industry and community through our membership and sponsorship programmes, engaging multiple stakeholders 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 significant support, QGBC will help the industry take the necessary steps towards building a sustainable future for Qatar,” said Eng Issa Al Mohannadi, Founder

5%

10%

15%

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 environmentally 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 awareness among the people, develop a de-

20%

25%

30%

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 internationally recognised benchmarks of sustainable building practices including L.E.E.D – Leadership in Energy and Environmental Design (US-based), BREEAM (UK-based), and Green Star (Australiabased) and emerging systems, being developed to address the unique climatic challenges in this region, such

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as BREEAM Gulf (Middle East) and QSAS (Qatar).) QGBC collaborates with the design and building industry and liaises with the government to promote sustainable development. It helps define certain standards for sustainable policies, products and services, as well as guide and train designers, planners, and developers in the creation and development of green buildings and sustainable communities. To initiate a positive change in industry 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 umbrella Qatar 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 percent 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


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Positive Outlook Boosts Retail Sector Diversified Growth In Hospitality capturing history sports larger than life


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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.

RETAIL

Positive Outlook Boosts THE Sector

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atar's retail sector appears well-placed for solid growth over the next few years, with prospects looking even brighter in the medium 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 figure 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 power, with two recently released reports showing that optimism is on the rise. According to the latest quarterly consumer confidence survey conducted by online 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 Consumer Confidence issued in December 2010. The study found that Qatari consum-

2011-2012


overview

economy

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

infrastructure

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 consumer confidence, with all five indicators 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 portents 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 International at the end of 2010, the total gross leasable area (GLA) available to the retail 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 increase to 760,000 sq m by the end of 2012 as a series of new developments open their doors. This will go some way

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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 reduction in 2010. Rental costs could start to climb again as the World Cup comes closer, with demand for premium space expected to heat up as the tournament approaches. When drafting their medium-term plans retailers will have to factor 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 qualifying teams arrive in the country. However, 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 City Construction work has started on the

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social development

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 Company (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 contractor 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 international and local brands are expressing strong interest in being part of Doha Festival City, which will also offer an entertainment and leisure complex, car showrooms and international hotels. The project is one of the first megaprojects 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 developed the Festival City construction brand in the UAE and Egypt. The project is located 15km north of downtown Doha on Al Shamal Road,

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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 announced include the Swedish furnishing giant IKEA, Toys R Us, Marks & Spencer and Intersport.

Al Meera plans to build two Doha shopping malls Al 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 hypermarket 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 climate.” Deputy CEO Mohammed Nasser Al Qahtani said the company had awarded the construction contract to Arab Engineering Bureau (AEB). Al Meera recently announced their half-yearly results, posting an 18.5


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percent gain over the same period last year.

Spinneys plans to open six new outlets Supermarket retailer Spinneys is planning at least six new outlets in Qatar over the next three years, according to Alistair Calder, Spinneys' Chief Development 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' operations to one of the most promising GCC markets. There is a growing community here which is seeking premium products and our presence in Qatar will naturally attract this segment to our retail 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 locations, offering more for local customers," 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 operates supermarkets in Egypt, Jordan, Lebanon, Qatar and the UAE.

The Gate Mall opens at West Bay Qatar's shopping options have been

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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 combines cutting edge interior design with a relaxing ambience. A number of areas in the mall are designed to feature exhibition spaces, hosting art and sculptures created especially for The Gate. A number of diverse works have been commissioned with local and international artists, including a crystal lighting installation that hangs prominently above a walkway. Several more pieces are currently in development and will soon be unveiled in key locations 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 shopping and entertainment destination but also a gathering point for social, cultural and functional activities. 

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The interior highlights include Italian marble, polished granite, coloured glass, natural wood and polished metal works, as well as lighting fixtures and restrooms 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 exceptionally fitted and finished, with most representing the brand's first and only outlet in Qatar. The Gate incorporates Salam Stores, the country's leading department 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 accessories will include the likes of Rocco Barocco, Alberto Guardiani, Stuart Weitzman, Loriblu, Red Valentino, Versus,

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Rochas, Ice Iceberg, Galliano, Elie Tahari, Catherine Malandrino, Edition 1 and Sharqiyat. Men's fashion is represented by British 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 interior decor specialist Mis en Demeure offering furniture, accessories and objects for elegant homes and apartments. 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 European concept serving made-to-order hand tossed pizzas, fresh, house-made pasta and hand tossed gourmet salads. Farggi is a Spanish restaurant specialising in ice cream, fine pastries, chocolate, 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 natural 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

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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.

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and street level parking bays, there is over 60,000sq m of parking within The Gate's three basement levels.

Lagoona Mall

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.

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The 128,000 sq m Lagoona Mall opened in August and confirmed its investment in the project to date totalled QR1.4 billion ($384 million). Located in the West Bay district of Doha, Lagoona includes 160 retail stores, including the 13,000 sq m department store Fifty One East, which the developer claims is the largest of its kind in the Middle East. The anchor tenant is joined by retail brands including Porsche Design, Mango, La Senza and Adidas, while the mall's cornerstone attraction is expected to be its European-style piazza. Bader Abdullah Al Darwish, chairman 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-

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ment, welcomed its first visitors in August 2011. With 128,000 square meters of finely designed space, a wealth of convenient facilities and premium quality 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 Indian Restaurant, Wagamama Restaurant, Outback Steakhouse, Marakech Restaurant, A Zigo Zago – Italian Restaurant 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, Women’ Secret, Ray-Ban, QNB, Jeff de Bru-

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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 Telecom, Al Majed Jewellery, Edible Arrangements, Plaza Hollandi, Chili’s and Caffe Vergnano. Lagoona’s gorgeous array of imaginatively 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 elegance and a new philosophy in style and structure, Lagoona is a sophisticated 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 brands The Pearl-Qatar, celebrated the launch of Wood Architectural Works  (WAW) stylish interior design showroom at Porto Arabia, on May 16, 2011. The store offers the ultimate design experience with an international standard, while providing first-class services and pro-

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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. Products range from kitchens to domestic appliances and lighting, which include crystals and Murano chandeliers. Hiref, a Turkish artisan crafts and accessories brand launched its showroom in Porto Arabia at The Pearl-Qatar, during 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-setter 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-capitals like Milan, Paris, London, Barcelona, Berlin, New York, Miami, Los Angeles and Tokyo. Now, clients and professionals like architects, consultants, contractors and designers in Qatar will be able to explore and choose among many timeless designs created by Bisazza


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“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.

MICE:

Diversified Growth In Hospitality

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 statistics showing results for the third quarter 2011, showing a 4 percent 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 coincided with a 24 percent increase in visitors from nearby Gulf Cooperation Countries 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 Tourism Authority, said the growth in hotel revenues and visitor figures showed the suc-

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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 percent last year. However, September’s figures saw an increase of 11 percent-55 percent compared to 44 percent in 2010. There are currently 115 new hotels under construction, according to the Department 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-


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Apartments

Hotels

41

74 115

5,177

16,811 21,988

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 Qatar’s hospitality industry and the strategy and direction of the tourism sector.”

Safest spot for tourism Participants at a workshop on Meetings, Incentives, Conventions and Exhibitions (MICE) tourism organised by the Qatar Tourism Authority for some 40 top tourism experts observed that Qatar is one of the safest countries in the world where tourism and business investments 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 attractions, as well as highlight the tourism and hospitality infrastructure in the country. Most of the speakers acknowledged Qatar’s peaceful ambience as the spirit

infrastructure

for investment to succeed while noting 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 infrastructure for events, varieties of investment possibilities and its interstate road network, 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 country. “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

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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 2022 Qatar’s copious natural gas reserves have turned it into an economic

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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 additional 5,500 in 2011 with plans to reach 30,000 by 2013. 5,000 new rooms will come on stream each year through

Increase in cultural, tourist activities in 2010 There 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 travelling 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 increased 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.

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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.

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Doha skyline with Al Gassar Resort in the frame

2022, according to Al Nuaimi. “Big names are coming into the market, including four-star brands and furnished 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 concern 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 business,” he said. The biggest worry facing the country right now is the speed of development of the hotels and infrastructure, according 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 tourist 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 convention centres and museums. But we’re not looking for tourism to be a revenuegenerating 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 tourism In order to develop tourism and attract more investments to the sector, QTA will focus on the country’s cultural identity 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


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OCCUPANCY RATE IN HOTELS Month

2010

2011

july

48%

50%

august

40%

38%

september

44%

55%

average

44%

48%

visited traditional and cultural worldclass 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 industry has developed remarkably and made a positive impact on the number of hotel facilities and number of visiting businesspeople. Business tourism accounts for the lion’s share of all visitors – 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 income 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 market. The newly opened Qatar National

Convention Centre is one of the new attractions which will leverage the country'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 featuring sand dunes of about 40m height, and Al Jassasiya site are among Qatar’s unique attractions.

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.

Renovation at Four Seasons complete Guests at Four Seasons Hotel Doha are being treated to a brand new look and feel in all Standard, Superior, Deluxe 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 hotel’s QR36.4 million ($10 million) renovation project announced earlier this

Three Marriott brands open to guests at City Center

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Doha hotels’ rooms yield ‘sees decline’ 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 average 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 apartmentstyle living and premier hotel service.

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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 renovations highlight the hotel’s unique proposition 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 hotels Marriott 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 Center 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 traditional 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 potential in Qatar,” said Ed Fuller, President and Managing Director, Marriott Inter-

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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 business and group travellers. The hotel stands out with its colourful fabrics, unique pattern, innovative designs and the local touch showcased through artworks featuring Qatari architecture and images from Sheikh Faisal bin Qassim Al Thani’s collection of cultural and historical art. Marriott International currently manages six hotels in Qatar, including the three just opened. Its first hotel in the country was the 362-room Doha Marriott 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 apartments The Dunes Hotel and Suites, representing the latest property to offer apartment accommodation on a daily to monthly basis, has opened catering primarily to the business market in Qatar. The hotel is a four-star property, made up of 85 one and two bedroom apartments, 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

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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 business 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 number of other properties to expand the hotel’s portfolio in the future, but at the moment is looking forward to welcoming guests to Dunes.

Al Gassar Resort Excitement 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 development three years ago, the resort’s distinctive towers, unique architecture and fantastic waterfront location immediately created a landmark destination that sparked excitement across Qatar. This excitement has continued to grow as this amazing development


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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 MatherBrown, 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 includes 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 International 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 international 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 dynamic 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 percent of visitors coming for business, whether as an individual traveller or to attend 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 increase 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 region, Doha preserves its heritage and culture to complement the modernity of the developing city, resulting in a truly authentic Arabian experience. Modern 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.

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The unique structure of the the TorchDoha includes 17 floors of five-star hotel accomodation featuring 167 rooms and suites.

The beacon of glory: the Torch-Doha Hotel

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continuously evolved during its different 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, renowned for its reputation in providing the highest levels of luxury service is already receiving positive reviews across the travel trade industry and prides itself 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, offering a unique living experience to residents that reflects the luxury services offered by the famous St. Regis Hotel. 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. 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 Cultural 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

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become a major social hub in Qatar, and the preferred choice for residents looking for a hotel-style living experience and customised service in their own home. With a range of executive apartments available, from business bachelor quarters 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 Torch At 300 metres in height and with 360degree panaromic views across the whole of Doha, the Torch-Doha, situated in the heart of Aspire Zone, has entered 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 facilities. The tower is the result of comprehensive 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 fivestar hotel accomodation featuring 167 rooms and suites. Three signature restaurants, a business centre, a top-floor viewing deck, a breath-taking revolving 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.


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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.

Capturing History

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he 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 national 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 cultural 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 Museum 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 Art

The 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 designing 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, consisting 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 patterns, 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

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The new National Museum of Qatar

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.

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The proposed new National Museum of Qatar, expected to be complete in three years, will be a sustainablydesigned building inspired by desert architecture and the Bedouin culture. Hyundai Engineering & Construction won a QR1,580 million ($434 million) order from the Qatar Museums Authority to build the museum on a 46,000sq m site in Doha. Designed by the Pritzker Prize winning 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 commerce 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 maintain 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 concrete which will be locally sourced or fabricated, the new building will be constructed from dozens of interlocking disc-like forms varying in curvature and diameter, suggestive of the blade-like petals of the desert 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 provide visitors with a look at a group of galleries addressing three major inter-related themes: the natural history 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 laboratories, staff offices and collection processing and storage areas. The new museum 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. The entire complex will seek silver certification from Leadership in Energy and Environmental Design (LEED), relying mostly on traditional building practices to create shady and cool areas with thermal buffer zones.


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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 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. 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

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that lined the walls of Al Hambra in 15 century Muslim Spain. Audio tours in different languages accompany the exhibits, allowing staff to keep labelling to a minimum.

Qatar National Museum Housed in one of the former Al Thani residences, the museum is a notable example of eastern Arabian architecture. 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 beautiful garden and surrounded by high walls. Beyond the walls surrounding the palace and in the direction of the Arabian Gulf lies a lagoon that was part of

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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 ecosystem, which was the way of life for Qataris 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, falconry, Bedouin life, and contemporary history.

Mathaf: Arab Museum of Modern Art Mathaf: Arab Museum of Modern Art

(mathaf means museum in Arabic) joins an Middle Eastern arts landscape that in recent years has been undergoing tremendous 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 JeanFrancois 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 Museums Authority, which is chaired by Sheikha Mayassa bint Hamad bin Khalifa Al Thani, along with Sheikh Hassan bin Mohamed bin Ali Al Thani, a longtime collector and Mathaf’s founder who serves as vice-chair

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.

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“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.

Sports Larger Than Life

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he 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 within 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 Development 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 Management and Hosting International Championships, the strategy reflects Qatar’s concern 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 planning 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 necessity to provide an enabling environment for sports and physical activity through

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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.

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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 sustainability 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 Assessment 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’ capabilities 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. “Hosting 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-

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ing together with its partners from other 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 consultant (PMC), who in turn will be coordinating 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 consultant 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

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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 country’s road, and other communications infrastructure. This would include the spending likely to be incurred on promotion of the event through world media, as well as hospitality and marketing of the event in different world capitals in the coming years. The communication official indicated 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,

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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 undergo massive refurbishing. Besides Lusail, the new venues will be at Al Shamal, Al Khor, Umm Salal, Al Wakrah, Education City, Doha Port, Qatar 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 components 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 seriously, 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.


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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 constructed 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 capacity 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 hotel 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 building down to the pitch or to the plaza.” Meis, a senior principal at the international architectural firm Populous based in Kansas City, said the final cost would not be known until he completed 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,

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would also be among the most technologically 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 integrated flexible design elements into it, enabling them to adapt to their environment. The stadium will have a partially retractable roof, which will open and close in 15 to 20 minutes. The technology to adjust seating is based on Japan’s Saitama 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, extending 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 Celsius. Water will run through an absorption 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 temperature near the soccer pitch. Meis said he wanted the venue to

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have a lasting effect. “Often countries will build stadiums for events, and they have difficulty utilising the building afterwards,” 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 announced 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 Paralympic Games in 2020,” HA, His Highness 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 youthful region,” the statement said, adding,

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“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 because the IOC then was not flexible on the dates of the event. Qatar wanted to host the Games in October to avoid the stifling summer 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 favourable 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 inspire hope in a new and youthful Middle East, offer the entire region a chance

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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.

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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, Istanbul and Tokyo have all declared their intention to bid. Istanbul too is bidding in the hope of becoming the first Muslim country to host the Games.

Hosting Arab Games

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.

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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. 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 Paralympic 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.

An artist's impression of one of the stadiums to be built for FIFA 2022 in Qatar

The 2012 Olympic Games will begin in London in July, where Qataris will be hoping their athletes – such as Ogunode and Barshim – will really compete for medals.

Qatar impresses AFC The Qatar Football Association (QFA) hosted the Asian Football Confederation (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 expectation. 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 grassroots and youth programme structure to be one of the strengths of Qatar football that can be developed further as a foundation for professional football. Speaking on the last day of an inspection 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

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Team’s (SMT) inspection. Especially, the complete team of youth development in each club will become a foundation where Qatar football can develop talented 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 criteria 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 discovered good club facilities, composition 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 recognition The 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 elevated to Part Two status in the International Federation Blue Book. Qatar was


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Opening ceremony of the recently held 2011 Arab Games in Doha

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 countries hosting Group I races like Singapore, 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,” Racing and Equestrian Club CEO of Racing Ian Paterson said. “Now having accepted the top quality of racing in Qatar, the top three finishers 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 rapidly. 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 rapidly in the past few years and they deserve 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 being part of the championship series in England and the Qatar Prix de l’Arc de Triomphe,” he said.

Barca approve QF sponsorship deal Barcelona has approved a contested

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shirt sponsorship deal with the nonprofit 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 petition to demand that the agreement be revoked. But club members unanimously accepted 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 community 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 ambassadors for the nation’s successful 2022 World Cup bid, had defended the Gulf State calling it 'the most open Muslim 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

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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.

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QATAR CELEBRATES NATIONAL DAY WITH GRANDEUR

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2012 ‫ وعزف للن�شيد الوطني �أثناء االحتفال باليوم الوطني دي�سمرب‬،‫وقفة وحتية للم�سري الوطني‬


overview

economy

infrastructure

ict

qatar and the world

private sector & diversification

social development

tourism, retail & sports

2011-2012


overview

2011-2012

economy

infrastructure

ict

qatar and the world

private sector & diversification

social development

tourism, retail & sports


overview

economy

infrastructure

ict

qatar and the world

private sector & diversification

social development

tourism, retail & sports

2011-2012


overview

economy

‫دورة الألعاب العربية الثانية ع�شرة التي‬ 2011 ‫عقدت يف الدوحة يف دي�سمرب‬ THE PRESTIGIOUS ARAB GAMES 2011 HELD RECENTLY IN DOHA

2011-2012

infrastructure

ict

qatar and the world

private sector & diversification

social development

tourism, retail & sports


overview

economy

infrastructure

ict

qatar and the world

private sector & diversification

social development

tourism, retail & sports

2011-2012


overview

economy

infrastructure

ict

:‫املتحف‬ 2011 ‫�سمو ال�شيخ حمد بن خليفة �آل ثاين يقوم بافتتاح متحف الفن العربي احلديث يف‬ MATHAF: ARAB MUSEUM OF MODERN ART WAS INAUGURATED EARLYin 2011 BY THE EMIR HH SHEIKH HAMAD BIN KHALIFA AL-THANI

2011-2012

qatar and the world

private sector & diversification

social development

tourism, retail & sports

‫االحتفال بافتتاح حديقة متحف الفن الإ�سالمي والتي مت‬ 2011 ‫ دي�سمرب‬15 ‫افتتاحها يف‬ An 80 foot RICHARD SERRA INSTALLATION WAS REVEALED AT THE inauguration of the MUSEUM OF ISLAMIC ART park on 15 December 2011


Progress Qatar 2011-2012