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‫ﺗﺼﺪﻳﺮ‬

‫اﻟﻮﺟﻬﺔ‪ :‬ﻓﺮﻧﺴﺎ!‬

‫ﺳﻌﻴ ًﺎ ﻣﻨﻬﺎ إﻟﻰ اﺳﺘﻌﺮاض أﺳﻮاق اﻟﺘﺼﺪﻳﺮ ﺧﺎرج دول ﻣﺠﻠﺲ اﻟﺘﻌﺎون اﻟﺨﻠﻴﺠﻲ‬ ‫ّ‬ ‫ﺗﺮﻛﺰ ”ﺗﺼﺪﻳﺮ“ ﻓﻲ ﻫﺬا اﻟﻌﺪد ﻋﻠﻰ ﻓﺮﻧﺴﺎ‬ ‫اﻟﺘﻲ ﺗﺠﺬب اﻟﻤﺼﻨﻌﻴﻦ اﻟﻘﻄﺮﻳﻴﻦ‪،‬‬ ‫ﺑﺎﻋﺘﺒﺎرﻫﺎ ﺳﻮﻗ ًﺎ ﻣﻬﻤ ًﺎ ﻟﻠﻤﻨﺘﺠﺎت اﻟﺮﺋﻴﺴﻴﺔ اﻟﻘﻄﺮﻳﺔ اﻟﻤﻨﺸﺄ‪.‬‬ ‫ﻟﺪﻯ ﻓﺮﻧﺴﺎ ﺍﻗﺘﺼﺎﺩ ﻣﺘﻨﻮﻉ ﻳﺸﻤﻞ ﻛﺎﻓﺔ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ .‬ﺧﺼﺨﺼﺖ‬ ‫ﺍﳊﻜﻮﻣﺔ ﺑﺸﻜﻞ ﺟﺰﺋﻲ ﺃﻭ ﻛﻠﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﺮﻯ‪ ،‬ﲟﺎ ﻓﻲ‬ ‫ﺫﻟﻚ ﺍﳋﻄﻮﻁ ﺍﳉﻮﻳﺔ ﺍﻟﻔﺮﻧﺴﻴﺔ‪ ،‬ﻓﺮﺍﻧﺲ ﺗﻠﻴﻜﻮﻡ‪ ،‬ﺭﻳﻨﻮ‪ ،‬ﻭﺗﺎﻟﻴﺲ‪ .‬ﻭﻣﻊ‬ ‫ﺫﻟﻚ‪ ،‬ﲢﺘﻔﻆ ﺍﳊﻜﻮﻣﺔ ﲟﻜﺎﻧﺔ ﻗﻮ ﹼﻳﺔ ﻓﻲ ﺑﻌﺾ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ ،‬ﻭﻻ ﺳﻴﻤﺎ‬ ‫ﺍﻟﻄﺎﻗﺔ‪ ،‬ﻭﺍﻟﻨﻘﻞ ﺍﻟﻌﺎﻡ‪ ،‬ﻭﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺪﻓﺎﻋﻴﺔ‪ .‬ﻣﻊ ‪ 79‬ﻣﻠﻴﻮﻥ ﺳﺎﺋﺢ‬ ‫ﺃﺟﺎﻧﺒﻲ ﺳﻨﻮﻳﺎ ﹰ ﻋﻠﻰ ﺍﻷﻗﻞ‪ ،‬ﺗﹸﻌﺘﺒﺮ ﻓﺮﻧﺴﺎ ﺍﻟﺒﻠﺪ ﺍﻟﺬﻱ ﻳﺴﺘﻘﺒﻞ ﺃﻛﺒﺮ‬ ‫ﻋﺪﺩ ﻣﻦ ﺍﻟﺰﻭﺍﺭ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻭﻳﺤﺎﻓﻆ ﻋﻠﻰ ﺛﺎﻟﺚ ﺃﻛﺒﺮ ﻣﻌﺪﻝ ﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻣﻦ ﺍﻟﺴﻴﺎﺣﺔ‪.‬‬ ‫ﺗﻘﻠﺺ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﺍﳊﻘﻴﻘﻲ ﻓﻲ ﻓﺮﻧﺴﺎ ﺑﻨﺴﺒﺔ ‪2.6٪‬‬ ‫ﻓﻲ ﻋﺎﻡ ‪ ،2009‬ﻟﻜﻨﻪ ﺗﻌﺎﻓﻰ ﺇﻟﻰ ﺣﺪ ﻣﺎ ﻓﻲ ﻋﺎﻡ ‪ 2010‬ﻭ ‪،2011‬‬ ‫ﻗﺒﻞ ﺍﻟﺮﻛﻮﺩ ﻓﻲ ﻋﺎﻡ ‪ .2012‬ﺗﺸﻤﻞ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ‪ :‬ﺍﻵﻻﺕ‪،‬‬ ‫ﺍﳌﻮﺍﺩ ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ‪ ،‬ﺍﻟﺴﻴﺎﺭﺍﺕ‪ ،‬ﺍﳌﻌﺎﺩﻥ ﻭﺍﻟﻄﺎﺋﺮﺍﺕ‪ ،‬ﺍﻻﻟﻜﺘﺮﻭﻧﻴﺎﺕ‪،‬‬ ‫ﺍﳌﻨﺴﻮﺟﺎﺕ‪ ،‬ﲡﻬﻴﺰ ﺍﻷﻏﺬﻳﺔ‪ ،‬ﻭﺍﻟﺴﻴﺎﺣﺔ‪ .‬ﻭﻣﻊ ﻧﺎﰋ ﻣﺤﻠﻲ ﺇﺟﻤﺎﻟﻲ ﺑﻠﻎ‬ ‫‪ 8200‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﺍﺳﺘﻮﺭﺩﺕ ﻓﺮﻧﺴﺎ ﻣﻨﺘﺠﺎﺕ‬ ‫ﺑﻘﻴﻤﺔ ‪ 2399‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻓﻲ ﻧﻔﺲ ﺍﻟﻌﺎﻡ ﲟﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﺴﻠﻊ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﻣﺜﻞ ﺍﻵﻻﺕ ﻭﻣﻌﺪﺍﺕ ﺍﻟﻨﻘﻞ ﻭﺍﳌﺮﻛﺒﺎﺕ‪ ،‬ﺍﻟﻨﻔﻂ ﺍﳋﺎﻡ‪،‬‬ ‫ﺍﻟﻄﺎﺋﺮﺍﺕ‪ ،‬ﺍﻟﺒﻼﺳﺘﻴﻚ‪ ،‬ﻭﺍﳌﻮﺍﺩ ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﻭﻏﻴﺮﻫﺎ‪ .‬ﺇﻥ ﺍﳌﺎﻧﻴﺎ ﻫﻲ ﺃﺣﺪ‬ ‫ﺍﻟﺸﺮﻛﺎﺀ ﺍﻟﺘﺠﺎﺭﻳﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﻟﻔﺮﻧﺴﺎ ﻣﻊ ﻧﺴﺒﺔ ﺗﺼﻞ ﺇﻟﻰ ﺣﻮﺍﻟﻲ‬ ‫‪ 17٪‬ﻣﻦ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻭﺣﻮﺍﻟﻲ ‪ 19٪‬ﻣﻦ ﺍﻟﻮﺍﺭﺩﺍﺕ ﻓﻲ ﻋﺎﻡ ‪.2012‬‬ ‫ﺑﻠﻎ ﺇﺟﻤﺎﻟﻲ ﺣﺠﻢ ﺍﻟﺘﺠﺎﺭﺓ ﺑﲔ ﻗﻄﺮ ﻭﻓﺮﻧﺴﺎ ﻓﻲ ﻋﺎﻡ ‪،2011‬‬ ‫‪ 10.6‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ‪ .‬ﻭﳝﻴﻞ ﺍﳌﻴﺰﺍﻥ ﺍﻟﺘﺠﺎﺭﻱ ﺑﺸﺪﺓ ﻟﺼﺎﻟﺢ ﻗﻄﺮ‪،‬‬ ‫ﺑﺤﻴﺚ ﲤﺜﻞ ﺍﻟﺼﺎﺩﺭﺍﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺣﻮﺍﻟﻲ ‪ 6.8‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻣﻦ‬ ‫ﺍﳌﺼﺪﺭﺓ ﺣﺎﻟﻴﺎ ﹰ ﻣﻦ ﻗﻄﺮ‬ ‫ﺇﺟﻤﺎﻟﻲ ﺍﻟﺘﺠﺎﺭﺓ‪ .‬ﺗﺸﻤﻞ ﺍﻟﺴﻠﻊ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﹼ‬ ‫ﺇﻟﻰ ﻓﺮﻧﺴﺎ‪ ،‬ﺍﻟﻮﻗﻮﺩ ﺍﳌﻌﺪﻧﻲ‪ ،‬ﺍﻟﺰﻳﻮﺕ‪ ،‬ﺍﳌﻮﺍﺩ ﺍﻟﻜﻴﻤﻴﺎﺋﻴﺔ ﺍﻟﻌﻀﻮﻳﺔ‬ ‫ﻭﺍﻟﻠﺒﻼﺳﺘﻴﻜﻴﺔ ﻭﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺒﻼﺳﺘﻴﻜ ﹼﻴﺔ ﻭﻏﻴﺮﻫﺎ‪.‬‬ ‫ﻳﻌﺘﺒﺮ ﺍﻟﺴﻮﻕ ﺍﻟﻔﺮﻧﺴﻲ ﻣﻠﻔﺘﺎ ﹰ ﻣﻦ ﺣﻴﺚ ﺣﺠﻤﻪ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻜﺜﻴﺮ‬ ‫ﻣﻦ ﺍﻟﻔﺌﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻏﻴﺮ ﺍﻟﻨﻔﻄﻴﺔ ﺍﻟﺘﻲ ﰎ ﲢﺪﻳﺪﻫﺎ‬

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‫ﻛﺠﺰﺀ ﻣﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻗﻄﺮ ﻟﻠﺘﺼﺪﻳﺮ‪ .‬ﻭﺗﺸﻤﻞ ﻫﺬﻩ ﺍﳌﻨﺘﺠﺎﺕ‬ ‫ﺍﶈﺎﻟﻴﻞ ﺍﻟﻄﺒﻴﺔ‪ ،‬ﺍﻷﻛﻮﺍﺏ ﺍﻟﺒﻼﺳﺘﻴﻜﻴﺔ ﺃﻟﻮﺍﺡ ﻭﻣﻨﺘﺠﺎﺕ ﺍﻟﺘﻌﺒﺌﺔ‬ ‫ﻭﺍﻟﺘﻐﻠﻴﻒ ﺍﻟﺒﻼﺳﺘﻴﻜﻴﺔ ﺍﻷﻧﺎﺑﻴﺐ ﺍﻟﺒﻼﺳﺘﻴﻜﻴﺔ ﻭﺍﳌﻮﺍﺳﻴﺮ ﻭﻏﻴﺮﻫﺎ‪.‬‬ ‫ﺑﻠﻎ ﻣﺠﻤﻞ ﻭﺍﺭﺩﺍﺕ ﻓﺮﻧﺴﺎ ﺿﻤﻦ ﻫﺬﻩ ﺍﻟﻔﺌﺎﺕ ﻓﻲ ﻋﺎﻡ ‪ 2012‬ﻣﺎ‬ ‫ﻳﻘﺎﺭﺏ ‪ 91‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ‪ ،‬ﺣﻴﺚ ﻛﺎﻧﺖ ﺍﶈﺎﻟﻴﻞ ﺍﻟﻄﺒﻴﺔ ﻓﻲ‬ ‫ﺍﳌﺮﺗﺒﺔ ﺍﻷﻭﻟﻰ ﻭﺑﻠﻐﺖ ﻗﻴﻤﺘﻬﺎ ‪ 58‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﻗﻄﺮﻱ‪ .‬ﻭﻳﻠﻲ ﺫﻟﻚ‬ ‫ﺍﻟﺼﻤﺎﻣﺎﺕ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻷﺳﻼﻙ ﻭﺍﻟﻜﺎﺑﻼﺕ ﺍﻟﻜﻬﺮﺑﺎﺋﻴﺔ ﺑﻘﻴﻤﺔ‬ ‫ﺇﺟﻤﺎﻟﻴﺔ ﺑﻠﻐﺖ ‪ 6.6‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻭ‪ 4.8‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻋﻠﻰ‬ ‫ﺍﻟﺘﻮﺍﻟﻲ‪.‬‬ ‫ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻭﲟﺎ ﺃﻥ ﻓﺮﻧﺴﺎ ﺷﺮﻳﻜﺔ ﻣﻊ ﻗﻄﺮ ﻓﻲ ﺧﻄﺔ ﺍﻟﻨﻈﺎﻡ‬ ‫ﺍﳌﻌﻤﻢ ﻟﻸﻓﻀﻠﻴﺎﺕ )‪ ،(GSP‬ﻓﺈﻥ ﻣﻌﺪﻻﺕ ﺭﺳﻮﻡ ﺍﻻﺳﺘﻴﺮﺍﺩ ﻟﻬﺬﻩ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﻛﻠﻬﺎ ‪ .0٪‬ﺇﺫﺍﹰ‪ ،‬ﻭﻣﻊ ﺍﻷﺧﺬ ﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ ﻣﻌﺎﻳﻴﺮ ﻣﺜﻞ‬ ‫ﺣﺠﻢ ﺳﻮﻕ ﺍﻻﺳﺘﻴﺮﺍﺩ‪ ،‬ﻭﻭﺟﻮﺩ ﺍﺗﻔﺎﻗﻴﺎﺕ ﺍﻟﺘﺠﺎﺭﺓ ﻭﺍﻟﻘﺮﺏ ﻣﻦ‬ ‫ﺍﻫﺘﻤﺎﻡ ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻓﻴﻌﺘﺒﺮ ﺍﻟﺴﻮﻕ ﺍﻟﻔﺮﻧﺴﻲ ﻣﺮﻛﺰ‬ ‫ﹴ‬ ‫ﻟﻠﻌﺪﻳﺪ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺗﺴﻤﺢ ﻟﻠﻤﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﲔ‬ ‫ﺑﺎﳌﻨﺎﻓﺴﺔ‪.‬‬ ‫ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﺗﺴﺘﻀﻴﻒ ﻓﺮﻧﺴﺎ ﺃﻳﻀﺎ ﹰ ﺃﺣﺪ ﺃﻛﺒﺮ ﺍﳌﻌﺎﺭﺽ‬ ‫ﺍﻟﻐﺬﺍﺋﻴﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ‪ .SIAL PARIS -‬ﺷﻬﺪﺕ ﺩﻭﺭﺓ ﻋﺎﻡ ‪ 2012‬ﻣﻦ‬ ‫ﻫﺬﺍ ﺍﳌﻌﺮﺽ ﻣﺸﺎﺭﻛﺔ ‪ 5890‬ﻋﺎﺭﺿﺎ ﹰ ﻗﺪﻣﻮﺍ ﻣﻦ ﺃﻛﺜﺮ ﻣﻦ ‪ 100‬ﺑﻠﺪ‬ ‫ﻭﻗﺎﻣﻮﺍ ﺑﺘﻐﻄﻴﺔ ‪ 19‬ﻗﻄﺎﻉ ﻣﻨﺘﺠﺎﺕ ﻣﺨﺘﻠﻒ‪ .‬ﺯﺍﺭ ﺍﳌﻌﺮﺽ ﺃﻛﺜﺮ ﻣﻦ‬ ‫‪ 150,000‬ﺯﺍﺋﺮ ﻣﻦ ﺣﻮﺍﻟﻲ ‪ 200‬ﺑﻠﺪ‪ .‬ﻭﻣﻦ ﺍﳌﻘﺮﺭ ﺃﻥ ﺗﻌﻘﺪ ﺍﻟﺪﻭﺭﺓ‬ ‫ﺍﻟﺘﺎﻟﻴﺔ ﻟـ ‪ SIAL PARIS‬ﻣﻦ ‪ 19‬ﺇﻟﻰ ‪ 23‬ﺃﻛﺘﻮﺑﺮ ‪ .2014‬ﺳﺘﻘﺪﻡ‬ ‫ﻫﺬﻩ ﺍﻟﻔﻌﺎﻟﻴﺔ ﻓﺮﺻﺔ ﳑﺘﺎﺯﺓ ﻟﻠﻤﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﲔ ﻓﻲ ﻗﻄﺎﻉ ﺍﻷﻏﺬﻳﺔ‬ ‫ﺗﺴﻤﺢ ﻟﻬﻢ ﺑﺎﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺑﻠﺪﺍﻥ ﺍﻻﲢﺎﺩ ﺍﻷﻭﺭﻭﺑﻲ ﻭﺇﻗﺎﻣﺔ ﻋﻼﻗﺎﺕ‬ ‫ﲡﺎﺭﻳﺔ ﻣﻌﻬﻢ‪.‬‬ ‫ﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻣﻦ ﺍﳌﻬﻢ ﺟﺪﺍ ﹰ ﻟﻠﻤﺼﺪﺭﻳﻦ ﺗﻘﻴﻴﻢ ﻫﺬﺍ ﺍﻟﺴﻮﻕ ﻣﻦ ﻣﻨﻈﻮﺭ‬ ‫ﻣﺮﺗﺒﻂ ﺑﺎﻟﺘﺼﺪﻳﺮ‪.‬‬


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‫ﻃ ّﻮر ﻗﺪراﺗﻚ‬ ‫اﻟﺘﺼﺪﻳﺮﻳﺔ‬ ‫ﻳﺤﻤﻞ ﻗﻄﺎع اﻟﺘﻐﺬﻳﺔ ﻓﻲ ﻗﻄﺮ ﻛﺜﻴﺮ ًا‬ ‫ﻣﻦ اﻟﻔﺮص ﻟﻜﻞ ﻣﻦ اﻟﻤﺼﻨﻌﻴﻦ‬ ‫واﻟﻤﺼﺪرﻳﻦ‪ .‬إذا ﻛﻨﺖ ﺗﺘﺴﺎءل ﻛﻴﻒ‬ ‫وأﻳﻦ ﻳﻤﻜﻨﻚ ﺗﺼﺪﻳﺮ ﻫﺬه ا¾ﻧﻮاع ﻣﻦ‬ ‫اﻟﻤﻨﺘﺠﺎت‪ ،‬ﻻ ﺗﻔﻮت إذ ًا ﻫﺬه اﻟﺪراﺳﺔ‬ ‫اﻟﺘﻲ ﺗﻘﺪﻣﻬﺎ ”ﺗﺼﺪﻳﺮ“ ﺣﻮل ﻓﺮص‬ ‫ﺗﺼﺪﻳﺮ اﻟﻠﺤﻮم اﻟﻤﺠﻤﺪة‪.‬‬ ‫ﻳﺘﻢ ﺍﺳﺘﻬﻼﻙ ﻣﻨﺘﺠﺎﺕ ﺍﻟﻠﺤﻮﻡ ﺍﺠﻤﻟﻤﺪﺓ ﺑﻜﻤﻴﺎﺕ ﻛﺒﻴﺮﺓ ﻓﻲ ﺟﻤﻴﻊ‬ ‫ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﻣﻊ ﺫﻟﻚ ﻳﺘﻔﺎﻭﺕ ﺍﻟﻨﻤﻂ ﺍﻻﺳﺘﻬﻼﻛﻲ ﺗﺒﻌﺎ ﹰ ﻟﻠﺘﻘﺎﻟﻴﺪ‬ ‫ﺍﻟﺜﻘﺎﻓﻴﺔ ﺃﻭ ﺍﻟﺪﻳﻨﻴﺔ‪.‬‬ ‫ﺗﺘﺄﻟﻒ ﺻﺎﺩﺭﺍﺕ ﻣﻨﺘﺠﺎﺕ ﺍﻟﻠﺤﻮﻡ ﺍﺠﻤﻟﻤﺪﺓ ﻓﻲ ﻗﻄﺮ ﻣﻦ ﺍﻟﺪﺟﺎﺝ ﻭﳊﻢ‬ ‫ﺍﻟﻀﺄﻥ ﻭﳊﻢ ﺍﻟﺒﻘﺮ‪.‬‬ ‫ﺭﻣﻮﺯ ﺍﻟﻨﻈﺎﻡ ﺍﳌﻨﺴﻖ ﺍﻷﺳﺎﺳﻴﺔ ﺍﳌﻄﺒﻘﺔ ﻋﻠﻰ ﺍﻟﺼﺎﺩﺭﺍﺕ‪ ،‬ﻫﻲ‪ :‬ﻧﻄﺎﻕ‬ ‫ﳊﻮﻡ ﺍﻟﺒﻘﺮ ‪) 020230‬ﺷﺮﺍﺋﺢ ﺍﻟﺒﻘﺮ‪ ،‬ﺍﻟﺸﺮﺍﺋﺢ ﺍﳋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻌﻈﻢ‪،‬‬ ‫ﻭﺍﻟﺸﺮﺍﺋﺢ ﺍﺠﻤﻟﻤﺪﺓ(‪ ،‬ﻭﻧﻄﺎﻕ ﺍﻟﺪﺟﺎﺝ ‪) 020714‬ﺩﻳﻮﻙ ﻭﺩﺟﺎﺟﺎﺕ‬ ‫)ﺍﻟﺪﺍﺟﻦ ﺟﺎﻟﻮﺱ(‪ ،‬ﺍﻟﺸﺮﺍﺋﺢ ﻭﻣﺨﻠﻔﺎﺗﻬﺎ‪ ،‬ﻭﺍﻟﺸﺮﺍﺋﺢ ﺍﺠﻤﻟﻤﺪﺓ( ﻭﻧﻄﺎﻕ‬

‫ﻭﺍﺭﺩﺍﺕ ﺍﻟﻠﺤﻮﻡ ﺍﺠﻤﻟﻤﺪﺓ ﻓﻲ ﻋﺎﻡ ‪2011‬‬ ‫ﺩﻭﻝ ﺃﺧﺮﻯ ‪9%‬‬ ‫ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ‪5%‬‬ ‫ﺃﻭﺭﻭﺑﺎ ‪32%‬‬

‫ﺍﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ‪6%‬‬

‫ﺁﺳﻴﺎ )ﺑﺎﺳﺘﺜﻨﺎﺀ‬ ‫ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ(‬ ‫‪48%‬‬

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‫ﳊﻢ ﺍﻟﻀﺄﻥ ‪) 020443‬ﺗﺨﻔﻴﻀﺎﺕ ﺍﻷﻏﻨﺎﻡ‪ ،‬ﺍﳋﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻌﻈﻢ‪،‬‬ ‫ﻭﺍﻟﺸﺮﺍﺋﺢ ﺍﺠﻤﻟﻤﺪﺓ(‪.‬‬ ‫ﻣﺼﺪﺭ ﻳﻨﺘﺞ ﻫﺬﻩ‬ ‫ﺣﺎﻟﻴﺎﹰ‪ ،‬ﺗﹸﻌﺘﺒﺮ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻸﻏﺬﻳﺔ ﺃﻛﺒﺮ‬ ‫ﹼ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﻫﻲ ﲤﺜﻞ ﺣﺼﺔ ﻛﺒﻴﺮﺓ ﻣﻦ ﻣﻌﺪﻝ ﺍﻟﺼﺎﺩﺭﺍﺕ‬ ‫ﺍﳊﺎﻟﻴﺔ ﻟﻬﺬﻩ ﺍﻟﻔﺌﺔ‪ .‬ﺗﺄﺳﺴﺖ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻓﻲ ﻋﺎﻡ‬ ‫‪ ،1990‬ﻭﻫﻲ ﺗﻘﺪﻡ ﺃﻓﻀﻞ ﺃﻧﻮﺍﻉ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ‪ .‬ﻣﻦ ﺑﲔ ﺍﳌﺼﻨﻌﲔ‬ ‫ﺍﻟﻘﻄﺮﻳﲔ ﺍﻵﺧﺮﻳﻦ ﻟﻠﺤﻮﻡ ﺍﺠﻤﻟﻤﺪﺓ ﻓﻲ ﻗﻄﺮ ﻫﻨﺎﻙ ﺷﺮﻛﺔ ”ﻣﻮﺍﺷﻲ“‬ ‫ﻭﺷﺮﻛﺔ “ﻗﻄﺮ ﻹﻧﺘﺎﺝ ﺍﻟﻠﺤﻮﻡ“‪ .‬ﻭﺗﺘﻤﺘﻊ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺈﻣﻜﺎﻧﺎﺕ‬ ‫ﻫﺎﺋﻠﺔ ﻟﻠﺘﺼﺪﻳﺮ‪.‬‬ ‫ﳕﺖ ﺍﻟﻮﺍﺭﺩﺍﺕ ﺍﻟﻌﺎﳌﻴﺔ ﻣﻦ ﺣﻮﺍﻟﻲ ‪ 75.5‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻓﻲ ﻋﺎﻡ‬ ‫‪ 2009‬ﻟﺘﺼﻞ ﺇﻟﻰ ﺣﻮﺍﻟﻲ ‪ 105‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ﻗﻄﺮﻱ ﻓﻲ ﻋﺎﻡ ‪ .2011‬ﺇﻥ‬ ‫ﻗﺎﺭﺓ ﺁﺳﻴﺎ )ﺑﺎﺳﺘﺜﻨﺎﺀ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ( ﻫﻲ ﺃﻛﺒﺮ ﺳﻮﻕ‬ ‫ﻟﻼﺳﺘﻴﺮﺍﺩ ﻣﻊ ﺣﺼﺔ ﺗﺒﻠﻎ ‪ .48٪‬ﺃﻭﺭﻭﺑﺎ ﻫﻲ ﺛﺎﻧﻲ ﺃﻛﺒﺮ ﺳﻮﻕ ﻟﻠﻮﺍﺭﺩﺍﺕ‬ ‫ﻣﻊ ﺣﺼﺔ ﺗﺒﻠﻎ ﺣﻮﺍﻟﻲ ‪ 31٪‬ﻣﻦ ﻭﺍﺭﺩﺍﺕ ﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﻳﹸﺸﺎﺭ ﺇﻟﻰ ﺃﻥ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﻟﻮﺍﺭﺩﺍﺕ ﻓﻲ ﺃﻭﺭﻭﺑﺎ ﻣﺠﺰﺀ‪ ،‬ﻧﻈﺮﺍ ﹰ ﻷﻥ ﺭﻭﺳﻴﺎ‬ ‫ﺗﺸﻜﻞ ﺃﻛﺒﺮ ﺳﻮﻕ ﻣﻊ ﺣﺼﺔ ﺗﺒﻠﻎ ‪ ،30٪‬ﻭﺗﺸﻤﻞ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺮﺋﻴﺴﻴﺔ‬ ‫ﺍﻷﺧﺮﻯ ﻓﺮﻧﺴﺎ‪ ،‬ﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺃﳌﺎﻧﻴﺎ‪ ،‬ﻭﻏﻴﺮﻫﺎ‪.‬‬ ‫ﺗﻬﻴﻤﻦ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻋﻠﻰ ﻭﺍﺭﺩﺍﺕ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ‬ ‫ﺍﳋﻠﻴﺠﻲ ﻣﻊ ﺣﺼﺔ ﺗﺒﻠﻎ ‪ 46٪‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﻭﺍﺭﺩﺍﺕ ﺩﻭﻝ ﻣﺠﻠﺲ‬ ‫ﹼ‬ ‫ﻭﲢﻞ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﺑﺎﳌﺮﺣﻠﺔ ﺍﻟﺜﺎﻧﻴﺔ ﻣﻊ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪،‬‬ ‫ﺣﺼﺔ ﺗﺒﻠﻎ ‪ 29٪‬ﻣﻦ ﻭﺍﺭﺩﺍﺕ ﺍﻟﻠﺤﻮﻡ ﺍﺠﻤﻟﻤﺪﺓ‪.‬‬ ‫ﳝﻠﻚ ﺍﳌﺼﺪﺭﻭﻥ ﺍﻟﻘﻄﺮﻳﻮﻥ ﻓﺮﺻﺔ ﻫﺎﺋﻠﺔ ﻟﺘﻨﻤﻴﺔ ﺻﺎﺩﺭﺍﺗﻬﻢ ﻓﻲ‬ ‫ﺃﺳﻮﺍﻕ ﺍﻻﺳﺘﻴﺮﺍﺩ ﻫﺬﻩ‪.‬‬


Excellence. At Carnegie Mellon.

For more than a century, Carnegie Mellon University has been inspiring innovations that change the world. Consistently top ranked, Carnegie Mellon has more than 11,000 students, 90,000 alumni and 5,000 faculty and staff globally. In 2004, Qatar Foundation invited Carnegie Mellon to join Education City, a groundbreaking center for scholarship and research. Students from 39 different countries enroll at our world-class facilities in Education City. Carnegie Mellon Qatar offers undergraduate programs in biological sciences, business administration, computational biology, computer science and information systems. Carnegie Mellon is firmly committed to Qatar’s National Vision 2030 by developing people, society, the economy and the environment. Learn more at www.qatar.cmu.edu


‫ﺗﺼﺪﻳﺮ‬

‫ﺧﺪﻣﺎﺕ ﺗﻨﻤﻴﺔ ﺍﻟﺼﺎﺩﺭﺍﺕ‬ ‫ﻋﺮﻭﺽ ﺍﳌﻨﺘﺠﺎﺕ‬

‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻭﺻﻒ ﺍﳌﻨﺘﺞ‬

‫ﻭﺭﺵ ﻋﻤﻞ ﺗﺪﺭﻳﺒﻴﺔ‬

‫ﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﻭﺭﺵ ﺍﻟﻌﻤﻞ ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﻋﻠﻰ‬ ‫ﺗﻌﺮﻳﻒ ﺍﳌﺼﺪﺭﻳﻦ ﻋﻠﻰ ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﳌﺘﻌﻠﻘﺔ‬ ‫ﺑﺴﻴﺎﺳﺎﺕ ﺍﻟﺘﺼﺪﻳﺮ‬

‫ﻭﺭﺵ ﻋﻤﻞ ﺣﻮﻝ ﻣﻮﺍﺿﻴﻊ ﻣﺜﻞ ﻧﻈﺎﻡ ﺍﻟﻨﺎﻓﺬﺓ ﺍﻟﻮﺍﺣﺪﺓ‪ ،‬ﻧﻈﺎﻡ‬ ‫ﺍﻷﻓﻀﻠﻴﺎﺕ ﺍﳌﻌﻤﻢ‪ ،‬ﻭﺍﺗﻔﺎﻗﺎﺕ ﺍﻟﺘﺠﺎﺭﺓ ﺍﳊﺮﺓ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ ﺫﻟﻚ‪.‬‬

‫ﺧﺮﻳﻄﺔ ﺍﻟﺘﺠﺎﺭﺓ ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﺇﻟﻰ ﺍﻷﺳﻮﺍﻕ‬

‫ﲤﻜﲔ ﻣﺠﺘﻤﻊ ﺍﻟﺘﺼﺪﻳﺮ ﻣﻦ ﻛﺴﺐ ﺍﻟﺴﻮﻕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ ﻣﻦ ﺧﻼﻝ ﻣﺼﺎﺩﺭ ﺍﳌﻠﻜﻴﺔ ﺍﻟﻌﺎﻣﺔ‬

‫ﺣﻠﻘﺎﺕ ﻋﻤﻞ ﺗﺪﺭﻳﺒﻴﺔ ﻋﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺧﺮﻳﻄﺔ ﺍﻟﺘﺠﺎﺭﺓ ﻭﺍﻟﺴﻮﻕ ﻣﻦ‬ ‫ﻣﺮﻛﺰ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺪﻭﻟﻲ‬

‫ﺃﺳﺮﺍﺭ ﺍﻟﺘﺠﺎﺭﺓ‬

‫ﺑﻨﺎﺀ ﺍﻟﻘﺪﺭﺍﺕ ﺑﲔ ﺻﻐﺎﺭ ﺍﳌﺼﺪﺭﻳﻦ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻤﻬﻴﺪ‬ ‫ﻟﻠﺼﺎﺩﺭﺍﺕ ﻭﺍﻟﺘﺠﺎﺭﺓ ﺍﻟ���ﻭﻟﻴﺔ‬

‫ﺇﻋﺪﺍﺩ ﻭﺛﻴﻘﺔ ﺍﻷﺳﺮﺍﺭ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻔﺎﻋﻞ ﻣﻊ ﻣﺠﺘﻤﻊ‬ ‫ﺍﻟﺘﺼﺪﻳﺮ؛ ﺍﻟﻨﺸﺮ ﻭﻋﻘﺪ ﻭﺭﺵ ﻋﻤﻞ ﻟﺘﺜﻘﻴﻒ ﻭﺗﺪﺭﻳﺐ ﺻﻐﺎﺭ‬ ‫ﺍﳌﺼﺪﺭﻳﻦ‬

‫ﻣﺴﺢ ﺍﻷﺳﻮﺍﻕ ﺍﻟﺪﻭﻟﻴﺔ‬

‫ﻣﺴﺎﻋﺪﺓ ﻣﺠﺘﻤﻊ ﺍﻟﺘﺼﺪﻳﺮ ﻋﻠﻰ ﺍﺧﺘﺮﺍﻕ ﺍﻷﺳﻮﺍﻕ ﺍﳉﺪﻳﺪﺓ‬ ‫ﺍﻟﺘﻲ ﺗﻘﺪﻡ ﻓﺮﺻﺎ ﹰ ﺟﺪﻳﺪﺓ‬

‫ﺇﺟﺮﺍﺀ ﺩﺭﺍﺳﺎﺕ ﺍﻟﺴﻮﻕ ﻋﻦ ﻣﺠﻤﻮﻋﺔ ﻣﺤﺪﺩﺓ ﻣﻦ ﺍﳌﻨﺘﺠﺎﺕ‪،‬‬ ‫ﺍﺳﺘﻬﺪﺍﻑ ﺃﺳﻮﺍﻕ ﺟﺪﻳﺪﺓ ﻭﺗﺒﺎﺩﻝ ﺍﻷﻓﻜﺎﺭ ﻣﻊ ﺍﳌﺼﺪﺭﻳﻦ ﺫﻭﻱ ﺍﻟﺼﻠﺔ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﻨﺸﺮﺓ ﺍﻹﺧﺒﺎﺭﻳﺔ‬

‫ﺗﻮﻓﻴﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﻌﻼﻗﺔ ﻣﻊ ﻣﺠﺘﻤﻊ‬ ‫ﺍﻟﺘﺼﺪﻳﺮ‬

‫ﺗﺄﺳﻴﺲ ﺭﺳﺎﻟﺔ ﺇﺧﺒﺎﺭﻳﺔ ﻓﺼﻠﻴﺔ ﲟﻌﻠﻮﻣﺎﺕ ﻋﻦ ﻣﻮﺍﺿﻴﻊ ﻣﻨﺎﺳﺒﺔ‬ ‫ﻭﺩﺭﺍﺳﺎﺕ ﺍﻟﺒﻠﺪﺍﻥ ﻭﺍﳌﺼﺪﺭﻳﻦ ﺍﻟﺮﺋﻴﺴﻴﲔ‬

‫ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ ﺍﳌﺴﺘﻮﺭﺩﻳﻦ‬

‫ﺗﻮﻓﻴﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺣﻮﻝ ﺍﻷﺳﻮﺍﻕ ﺍﳌﺴﺘﻬﺪﻓﺔ ﻭﺑﻨﺎﺀ ﺗﻘﺪﱘ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﳌﺴﺘﻮﺭﺩﻳﻦ ﻓﻲ ﺍﻷﺳﻮﺍﻕ ﺍﳌﺴﺘﻬﺪﻓﺔ‬ ‫ﺍﻟﺮﺋﻴﺴﻴﺔ ﺠﻤﻟﺘﻤﻊ ﺍﻟﺘﺼﺪﻳﺮ ﻣﻦ ﺧﻼﻝ ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺕ‬ ‫ﻋﻼﻗﺎﺕ ﻣﻊ ﻣﺠﺘﻤﻊ ﺍﻟﺘﺼﺪﻳﺮ‬

‫ﺧﺪﻣﺎﺕ ﺗﺮﻭﻳﺞ ﺍﻟﺼﺎﺩﺭﺍﺕ‬

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‫ﻋﺮﻭﺽ ﺍﳌﻨﺘﺠﺎﺕ‬

‫ﺍﻷﻫﺪﺍﻑ ﺍﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻭﺻﻒ ﺍﳌﻨﺘﺞ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﳌﻌﺎﺭﺽ‬

‫ﺗﻌﺰﻳﺰ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺗﺴﻬﻴﻞ ﻣﺸﺎﺭﻛﺔ ﺍﳌﺼﺪﺭﻳﻦ‬ ‫ﻓﻲ ﺍﳌﻌﺎﺭﺽ ﺍﻟﺪﻭﻟﻴﺔ ﺍﻟﺘﻲ ﰎ ﲢﺪﻳﺪﻫﺎ ﻓﻲ ﺍﻷﺳﻮﺍﻕ‬ ‫ﺍﳌﺴﺘﻬﺪﻓﺔ‬

‫ﺑﺮﺍﻣﺞ ﻟﺘﺴﻬﻴﻞ ﻣﺸﺎﺭﻛﺔ ﺍﳌﺼﺪﺭﻳﻦ ﻛﻤﺠﻤﻮﻋﺔ ﲢﺖ ﻣﻈﻠﺔ "ﺗﺼﺪﻳﺮ "‬ ‫ﻓﻲ ﺍﳌﻌﺎﺭﺽ ﺍﳌﺴﺘﻬﺪﻓﺔ ﺍﻟﺘﻲ ﺗﺘﻤﺎﺷﻰ ﻣﻊ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺼﺪﻳﺮ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﻨﺴﻴﻖ‬

‫ﺗﺸﺠﻴﻊ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻮﻓﻴﻖ ﺑﲔ ﺍﻟﻔﻌﺎﻟﻴﺎﺕ‬ ‫ﺍﻟﺘﻲ ﲡﺮﻱ ﻓﻲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﳌﺴﺘﻬﺪﻓﺔ ﻭﻓﻲ ﻗﻄﺮ ﺃﻳﻀﺎ ﹰ‬

‫ﻣﻴﺴﺮﻱ ﺍﻟﺘﺠﺎﺭﺓ ﻭﺍﳌﺴﺘﻮﺭﺩﻳﻦ ﻣﻦ ﺑﻠﺪﺍﻥ ﻣﻌﻴﻨﺔ ﺳﻮﺍﺀ ﻓﻲ‬ ‫ﺑﺮﻧﺎﻣﺞ ﻳﺪﻋﻮ‬ ‫ﹼ‬ ‫ﻗﻄﺮ ﺃﻭ ﺗﻠﻚ ﺍﻟﺪﻭﻝ ﻟﺘﻌﺮﻳﻔﻬﻢ ﻋﻠﻰ ﺇﻣﻜﺎﻧﻴﺎﺕ ﺍﳌﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﲔ‬

‫ﺩﻟﻴﻞ ﺍﳌﺼﺪﺭﻳﻦ‬ ‫ﻭﻛﺘﻴﺐ ﺍﻟﺘﺼﺪﻳﺮ‬ ‫ﹼ‬

‫ﺗﻌﺰﻳﺰ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﺪﱘ ﺍﳌﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﻦ‬ ‫ﻓﻲ ﺍﶈﺎﻓﻞ ﺍﻟﺪﻭﻟﻴﺔ ﺍﳌﻨﺎﺳﺒﺔ‬

‫ﻧﺸﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﻗﺪﺭﺍﺕ ﺍﳌﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﲔ ﺿﻤﻦ ﺩﻟﻴﻞ ﲡﺎﺭﻱ‬

‫ﺑﺮﻧﺎﻣﺞ ﺍﻟﺪﻋﺎﻳﺔ‬

‫ﺗﺸﺠﻴﻊ ﺍﻟﺼﺎﺩﺭﺍﺕ ﻣﻦ ﺧﻼﻝ ﺗﺴﻬﻴﻞ ﺇﻧﺸﺎﺀ ﻣﻮﺍﺩ‬ ‫ﺍﻟﺪﻋﺎﻳﺔ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﻤﺼﺪﺭﻳﻦ‬

‫ﺑﺮﻧﺎﻣﺞ ﻟﺘﻤﻜﲔ ﺗﺼﻤﻴﻢ ﻭﺇﻧﺘﺎﺝ ﻣﻮﺍﺩ ﺇﻋﻼﻧﻴﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻠﻤﺼﺪﺭﻳﻦ‬ ‫ﻻﺳﺘﻬﺪﺍﻑ ﺃﺳﻮﺍﻕ ﻣﺤﺪﺩﺓ‬


‫وﻛﺎﻟﺔ ﻗﻄﺮ‬ ‫ﻟـﺘــﻨﻤﻴــﺔ‬ ‫اﻟـﺼـﺎدرات‬

‫ﺗﺼﺪﻳﺮ‬

‫أُﻃ ِﻠﻘﺖ وﻛﺎﻟﺔ ﻗﻄﺮ ﻟﺘﻨﻤﻴﺔ اﻟﺼﺎدرات ”ﺗﺼﺪﻳﺮ“ ﻓﻲ اﻟﻌﺎم ‪ 2011‬ﻣﻦ ﻗﺒﻞ ﺑﻨﻚ ﻗﻄﺮ‬ ‫ﻟﻠﺘﻨﻤﻴﺔ )‪ (QDB‬ﺑﻬﺪف ﺗﻌﺰﻳﺰ أداء اﻟﺼﺎدرات اﻟﻘﻄﺮﻳﺔ ﻋﻠﻰ ﻣﺴﺘﻮى اﻟﻌﺎﻟﻢ ﻣﻦ‬ ‫ﺧﻼل ﺗﻤﻮﻳﻞ وﺗﻨﻤﻴﺔ وﺗﺮوﻳﺞ وﺗﺄﻣﻴﻦ ﻣﺨﺎﻃﺮ اﻟﺼﺎدرات اﻟﺨﺎﺻﺔ ﺑﺎﻟﻘﻄﺎع ﻓﻲ دوﻟﺔ‬ ‫ﻗﻄﺮ‪.‬‬ ‫ﻛﺠﺰء ﻣﻦ ﻋﺮوﺿﻬﺎ‪ ،‬ﺗﻘ ّﺪم ”ﺗﺼﺪﻳﺮ“ ﻣﺠﻤﻮﻋﺘﻴﻦ ﻣﺨﺘﻠﻔﺘﻴﻦ ﻣﻦ اﻟﺨﺪﻣﺎت‪:‬‬ ‫• ﺧﺪﻣﺎت ﺗﻤﻮﻳﻞ وﺗﺄﻣﻴﻦ اﻟﺼﺎدرات‬ ‫• ﺧﺪﻣﺎت ﺗﻨﻤﻴّﺔ وﺗﺮوﻳﺞ اﻟﺼﺎدرات‬ ‫ّ‬ ‫ﺗﺮﻛﺰ ﺧﺪﻣﺎت ”ﺗﺼﺪﻳﺮ“ ﻟﺘﻨﻤﻴﺔ اﻟﺼﺎدرات ﻋﻠﻰ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت اﻟﻤﻘ ّﺪﻣﺔ‬ ‫ﻟﻠﻤﺼﺪرﻳﻦ ﻓﻲ ﻣﺠﺎل ﺑﻨﺎء اﻟﻘﺪرات‪ ،‬وﻣﻌﻠﻮﻣﺎت اﻟﺴﻮق اﻟﺘﺠﺎرﻳﺔ واﻟﺨﺪﻣﺎت‬ ‫ّ‬ ‫وﺗﺮﻛﺰ ”ﺗﺼﺪﻳﺮ“ أﻳﻀ ًﺎ ﺿﻤﻦ ﺧﺪﻣﺎﺗﻬﺎ ﻟﺘﺮوﻳﺞ اﻟﺼﺎدرات ﻋﻠﻰ ﺗﻴﺴﻴﺮ‬ ‫اﻻﺳﺘﺸﺎرﻳﺔ‪.‬‬ ‫ﻣﺸﺎرﻛﺔ اﻟﻤﺼﺪرﻳﻦ ﻓﻲ اﻟﻤﻌﺎرض اﻟﺪوﻟﻴّﺔ اﻟﻤﺨﺘﺎرة ﻓﻲ ا¾ﺳﻮاق اﻟﻤﺴﺘﻬﺪﻓﺔ‪.‬‬


‫ﺷﺨﺼﻴﺎت ﻗﻴﺎدﻳﺔ‬

‫ﻣﺎ ﻫﻲ ﺍﳊﻠﻮﻝ ﺍﳌﺘﺨﺼﺼﺔ ﺍﻟﺘﻲ ﺗﻘﺪﻣﻮﻧﻬﺎ ﻟﻠﺨﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‬ ‫ﺍﻟﺒﺤﺮﻳﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ؟‬ ‫ﺍﻧﺘﻘﻠﺖ ﻣﻼﺣﺔ ﻣﻦ ﺗﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ ﻟﻸﻓﺮﺍﺩ ﺇﻟﻰ ﺗﻘﺪﱘ ﺣﻠﻮﻝ ﻛﺎﻣﻠﺔ‬ ‫ﻣﺘﻜﺎﻣﻠﺔ ﻟﻨﻘﻠﻴﺎﺗﻬﻢ ﻭﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺘﻮﺭﻳﺪ ﻟﺪﻳﻬﻢ‪ .‬ﻳﺴﻤﺢ ﻟﻨﺎ‬ ‫ﻣﻮﻗﻌﻨﺎ ﺍﳌﻮﺟﻮﺩ ﻓﻲ ﺍﳌﻨﻄﻘﺔ ﺍﳊﻴﻮﻳﺔ ﻣﻦ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﺿﻤﻦ‬ ‫ﺍﳌﺮﺍﻛﺰ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺘﺎﺭﻳﺨﻴﺔ ﻋﻠﻰ ﻣﺴﺎﺭﺍﺕ ﺍﻟﺸﺮﻕ ﻭﺍﻟﻐﺮﺏ‪ ،‬ﺑﺈﺩﺭﺍﻙ‬ ‫ﺃﻥ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﻌﺎﳌﻴﺔ ﺃﺻﺒﺤﺖ ﺃﻛﺜﺮ ﺗﻌﻘﻴﺪﺍ ﹰ‪ .‬ﻫﺪﻓﻨﺎ ﻫﻮ ﺗﺒﺴﻴﻂ‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕ ﻋﻤﻼﺋﻨﺎ ﺍﳌﺘﻌﻠﻘﺔ ﺑﺎﳋﺪﻣﺎﺕ ﺍﻟﺒﺤﺮﻳﺔ ﻭﺍﻟﻠﻮﺟﺴﺘﻴﺔ‬ ‫ﻭﺍﻟﺴﻤﺎﺡ ﻟﻬﻢ ﺑﺎﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺃﻋﻤﺎﻟﻬﻢ ﺍﻷﺳﺎﺳ ﹼﻴﺔ‪ .‬ﺗﺮﻛﺰ ﺍﻟﺸﺮﻛﺔ‬ ‫ﻋﻠﻰ ﺗﻮﻓﻴﺮ ﺍﳊﻠﻮﻝ ﻭﻣﻞﺀ ﺍﻟﺜﻐﺮﺍﺕ ﺍﳊﺮﺟﺔ ﻓﻲ ﺳﻠﺴﻠﺔ ﺍﻟﺘﻮﺭﻳﺪ ﻟﺜﻼﺙ‬ ‫ﺷﺮﺍﺋﺢ ﺭﺋﻴﺴ ﹼﻴﺔ ﻣﻦ ﺍﻟﻌﻤﻼﺀ‪:‬‬ ‫■ ﻗﻄﺎﻋﺎﺕ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﻭﺍﻟﺒﺘﺮﻭﻛﻴﻤﺎﻭﻳﺎﺕ – ﺗﻠﻌﺐ ”ﻣﻼﺣﺔ“‬ ‫ﺩﻭﺭﺍ ﹰ ﻣﻬﻤﺎ ﹰ ﻓﻲ ﺍﻟﺴﻠﺴﻠﺔ ﺍﻟﻘ ﹼﻴﻤﺔ ﻟﻘﻄﺎﻉ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﺍﻟﺒﺤﺮﻱ‬ ‫ﻭﺫﻟﻚ ﻋﺒﺮ ﺩﻋﻢ ﺃﻧﺸﻄﺔ ﺍﻹﻧﺘﺎﺝ ﻭﺍﻹﺳﺘﻜﺸﺎﻑ ﺍﳌﺒﻜﺮﺓ ﻭﻣﺮﺣﻠﺔ ﻧﻘﻞ‬ ‫ﺍﳌﻨﺘﺠﺎﺕ ﺍﳉﺎﻫﺰﺓ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻌﺎﳌﻲ؛‬ ‫■ ﺍﻟﺰﺑﺎﺋﻦ ﺍﳌﺪﺭﺟﻮﻥ ﻓﻲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻏﻴﺮ ﺍﳌﻮﻟﺪﺓ ﻟﻠﻄﺎﻗﺔ –‬ ‫ﺗﻮﻓﺮ“ﻣﻼﺣﺔ“ ﺣﻠﻮﻝ ﺍﻟﺸﺤﻦ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ‬ ‫ﻟﻠﻌﻤﻼﺀ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﺗﺸﻤﻞ ﺧﺪﻣﺎﺕ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻟﺪﻳﻨﺎ‪ :‬ﺍﻟﺸﺤﻦ‬ ‫ﻭﺍﻟﺘﺨﺰﻳﻦ ﻭﺍﻟﻨﻘﻞ ﺍﻟﺒﺮﻱ‪ ،‬ﺗﻜﻤﻠﻬﺎ ﺧﺪﻣﺎﺕ ﺍﻟﻨﻘﻞ ﺍﻟﺒﺤﺮﻱ؛‬ ‫■ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻔﻦ ﻭﺍﳌﺸﻐﻠﻮﻥ – ﺗﺪﻳﺮ ”ﻣﻼﺣﺔ“ ﺃﻳﻀﺎ ﹰ ﻭﻛﺎﻟﺔ‬ ‫ﺷﺤﻦ ﲤﺜﻞ ‪ 50‬ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﺴﻔﻦ ﺍﺨﻤﻟﺘﻠﻔﺔ‪ ،‬ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﺧﺪﻣﺎﺕ‬ ‫ﻣﻨﺘﻈﻤﺔ ﻳﻨﺒﻐﻲ ﻋﻠﻴﻬﻢ ﺗﻘﺪﳝﻬﺎ ﺇﻟﻰ ﺍﳌﻮﺍﻧﺊ ﺍﻟﻘﻄﺮﻳﺔ ﺍﻟﻌﺎﻣﻠﺔ‪ .‬ﻛﻤﺎ‬ ‫ﺗﺪﻳﺮ ﻭﺣﺪﺓ ﺇﺩﺍﺭﺓ ﺍﳌﻴﻨﺎﺀ ﻟﺪﻯ ﺍﻟﺸﺮﻛﺔ ﻣﻴﻨﺎﺀ ﺍﻟﺪﻭﺣﺔ‪ ،‬ﺍﳌﻴﻨﺎﺀ ﺍﻟﺘﺠﺎﺭﻱ‬ ‫ﺍﻟﺮﺋﻴﺴﻲ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻭﻛﺬﻟﻚ ﻣﺤﻄﺔ ﺣﺎﻭﻳﺎﺕ ﻣﺨﺼﺼﺔ ﻓﻲ ﻣﻴﻨﺎﺀ‬ ‫ﻣﺴﻴﻌﻴﺪ‪ ،‬ﻭﻫﻲ ﻗﺎﻋﺪﺓ ﻟﻘﻄﺎﻉ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﻓﻲ ﺩﻭﻟﺔ ﻗﻄﺮ‪.‬‬

‫ﻣﺎ ﺭﺃﻳﻚ ﺑﺎﻟﺘﺠﺎﺭﺓ ﺍﻟﺒﺤﺮﻳﺔ ﻓﻲ ﻗﻄﺮ ﻭﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ؟‬ ‫ﻟﻘﺪ ﻛﺎﻧﺖ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺒﺤﺮﻳﺔ ﻓﻲ ﻗﻠﺐ ﺳﻠﺴﻠﺔ ﺍﻟﺘﻮﺭﻳﺪ ﻓﻲ ﻗﻄﺮ‬ ‫ﻭﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪ ،‬ﻭﺳﺘﺴﺘﻤﺮ ﻓﻲ ﻟﻌﺐ ﺩﻭﺭ ﺣﺎﺳﻢ‬ ‫ﺑﻬﺬﺍ ﺍﻟﺼﺪﺩ‪ .‬ﳝﻜﻨﻨﺎ ﺃﻥ ﻧﺮﻯ ﻣﻦ ﻣﺴﺘﻮﻯ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﳌﻮﺍﻧﺊ‬ ‫ﻭﺍﻟﺒﻨﻰ ﺍﻟﺘﺤﺘﻴﺔ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻬﺎ ﻓﻲ ﺍﳌﻨﻄﻘﺔ ﻣﺪﻯ ﺃﻫﻤﻴﺔ ﻫﺬﺍ‬ ‫ﺍﻟﻘﻄﺎﻉ ﻟﻼﻗﺘﺼﺎﺩﺍﺕ ﺍﻹﻗﻠﻴﻤﻴﺔ‪ .‬ﺑﺎﻟﻨﺴﺒﺔ ﻟﺪﻭﻟﺔ ﻗﻄﺮ‪ ،‬ﺳﺘﻜﻮﻥ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺒﺤﺮﻳﺔ ﺑﻐﺎﻳﺔ ﺍﻷﻫﻤﻴﺔ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﳌﻘﺒﻠﺔ‪ ،‬ﺣﻴﺚ‬ ‫ﻳﺘﻢ ﺍﻟﺘﺤﻀﻴﺮ ﻹﳒﺎﺯ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻜﺄﺱ ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ‬ ‫ﻋﺎﻡ ‪ ،2022‬ﻭﻹﻧﺘﺎﺝ ﻣﺘﺰﺍﻳﺪ ﻓﻲ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ﺍﻟﺘﺼﺪﻳﺮﻳﺔ‬ ‫ﻓﻲ ﻣﻨﻄﻘﺔ ﻣﺴﻴﻌﻴﺪ‪ .‬ﺳﺘﻮﺍﺻﻞ ”ﻣﻼﺣﺔ“ ﺑﻠﻌﺐ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ‬ ‫ﺗﻠﻌﺒﻪ ﺣﺎﻟﻴﺎ ﹰ ﻓﻲ ﻫﺬﺍ ﺍﻟﻘﻄﺎﻉ‪ .‬ﻟﻘﺪ ﻗﻤﻨﺎ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﺑﺘﻮﺳﻴﻊ‬ ‫ﻧﺸﺎﻃﻨﺎ ﻓﻲ ﻣﻴﻨﺎﺀ ﺍﻟﺪﻭﺣﺔ ﻭﻧﻘﻮﻡ ﻣﻊ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻹﺩﺍﺭﺓ‬ ‫ﺍﳌﻮﺍﻧﺊ ﺑﺎﳌﺴﺎﻫﻤﺔ ﻓﻲ ﻭﺿﻊ ﻣﻴﻨﺎﺀ ﺍﻟﺪﻭﺣﺔ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﻌﺎﳌﻲ‪.‬‬ ‫ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻧﻮﺍﺻﻞ ﺩﻋﻢ ﻗﻄﺮ ﻟﻠﺒﺘﺮﻭﻝ ﻓﻲ ﺇﺩﺍﺭﺓ ﺃﺟﺰﺍﺀ‬ ‫ﻣﺨﺘﻠﻔﺔ ﻣﻦ ﻣﻴﻨﺎﺀ ﻣﺴﻴﻌﻴﺪ‪ .‬ﻛﻤﺎ ﻧﺸﺎﺭﻙ ﺑﻨﺸﺎﻁ ﻓﻲ ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺇﻟﻰ ﻣﺸﺮﻭﻉ ﺍﳌﻴﻨﺎﺀ ﺍﳉﺪﻳﺪ ﺣﻴﺚ ﻧﻘﺪﻡ ﻗﺪﺭﺍﺗﻨﺎ ﺍﻟﻘﻮﻳﺔ ﺑﺈﺩﺍﺭﺓ ﺍﳌﻮﺍﻧﺊ‪.‬‬ ‫‪48‬‬

‫اﻧﺘﻘﻠﺖ ﻣﻼﺣﺔ ﻣﻦ ﺗﻘﺪﻳﻢ اﻟﺨﺪﻣﺎت ﻟˆﻓﺮاد إﻟﻰ‬ ‫ﺗﻘﺪﻳﻢ ﺣﻠﻮل ﻛﺎﻣﻠﺔ ﻣﺘﻜﺎﻣﻠﺔ ﻟﻨﻘﻠﻴﺎﺗﻬﻢ واﺣﺘﻴﺎﺟﺎت‬ ‫اﻟﺘﻮرﻳﺪ ﻟﺪﻳﻬﻢ‪ .‬ﻳﺴﻤﺢ ﻟﻨﺎ ﻣﻮﻗﻌﻨﺎ اﻟﻤﻮﺟﻮد ﻓﻲ‬ ‫اﻟﻤﻨﻄﻘﺔ اﻟﺤﻴﻮﻳﺔ ﻣﻦ اﻟﺸﺮق ا™وﺳﻂ ﺿﻤﻦ اﻟﻤﺮاﻛﺰ‬ ‫اﻟﺘﺠﺎرﻳﺔ اﻟﺘﺎرﻳﺨﻴﺔ ﻋﻠﻰ ﻣﺴﺎرات اﻟﺸﺮق واﻟﻐﺮب‪،‬‬ ‫ﺑﺈدراك أن اﻟﺘﺠﺎرة اﻟﻌﺎﻟﻤﻴﺔ أﺻﺒﺤﺖ أﻛﺜﺮ ﺗﻌﻘﻴﺪ ًا‬

‫ﻣﺎ ﻫﻲ ﺍﳋﻄﻮﺍﺕ ﺍﻟﺘﺎﻟﻴﺔ ﺍﻟﺘﻲ ﺗﻨﻮﻭﻥ ﺍﺗﺨﺎﺫﻫﺎ ﻟﺘﻮﺳﻴﻊ ”ﻣﻼﺣﺔ“؟‬ ‫ﺑﺎﻟﻨﻈﺮ ﺇﻟﻰ ﺍﳌﺴﺘﻘﺒﻞ‪ ،‬ﻧﺤﻦ ﻧﺆﻣﻦ ﺑﺄﻥ ”ﻣﻼﺣﺔ“ ﺳﺘﻜﻮﻥ ﻗﺎﺩﺭﺓ ﻋﻠﻰ‬ ‫ﺗﻌﺰﻳﺰ ﺳﻤﻌﺘﻬﺎ‪ ،‬ﻣﺤﻔﻈﺘﻬﺎ ﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﺍﳌﺘﻮﺍﺯﻧﺔ ﻭﻣﻴﺰﺍﻧﻴﺘﻬﺎ‬ ‫ﺍﻟﻘﻮﻳﺔ ﻣﻦ ﺃﺟﻞ ﺯﻳﺎﺩﺓ ﺍﺣﺘﻤﺎﻻﺕ ﳕﻮﻫﺎ‪ .‬ﺗﺘﻤ ﹼﻴﺰ ﻗﻮﺗﻨﺎ ﺑﻘﺪﺭﺗﻨﺎ ﻋﻠﻰ‬ ‫ﺗﻮﻓﻴﺮ ﺧﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻭﺍﻟﺸﺤﻦ ﺍﳌﺘﻜﺎﻣﻠﺔ ﻟﻌﻤﻼﺋﻨﺎ‪ .‬ﻧﺤﻦ‬ ‫ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﻫﺬﻩ ﺍﻟﻘﺪﺭﺓ ﺍﻟﻔﺮﻳﺪﺓ ﻭﺗﻌﺰﻳﺰﻫﺎ ﺃﻛﺜﺮ‪.‬‬ ‫ﻓﻲ ﺣﲔ ﺃﻥ ﺗﻮﻗﻌﺎﺕ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﺇﻳﺠﺎﺑﻴﺔ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻘﺼﻴﺮ‬ ‫ﻭﺍﳌﺘﻮﺳﻂ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺄﻣﻞ ﻓﻲ ﺗﻮﺳﻴﻊ ﻣﻜﺎﻧﺔ ”ﻣﻼﺣﺔ“ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﻧﺮﻳﺪ‬ ‫ﺃﻥ ﻳﻜﻮﻥ ﻟﻬﺎ ﺩﻭﺭ ﻓﻲ ﺍﻟﻨﻘﻞ ﺍﻟﺒﺤﺮﻱ ﺍﻟﺪﻭﻟﻲ‪ ،‬ﻭﺧﺎﺻﺔ ﻓﻲ ﺍﳌﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﻨﻔﻄﻴﺔ ﺍﻟﻨﻈﻴﻔﺔ ﻭﺍﻟﻐﺎﺯ ﻭﺍﻟﻨﻘﻞ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‪ ،‬ﻛﻤﺎ ﻧﺮﻳﺪ‬ ‫ﺃﻳﻀﺎ ﹰ ﺗﻮﺳﻴﻊ ﻗﺪﺭﺍﺕ ﺩﻋﻤﻨﺎ ﺍﻟﺒﺤﺮﻱ ﻋﺒﺮ ﺍﻟﺪﺧﻮﻝ ﺇﻟﻰ ﺍﻷﺳﻮﺍﻕ ﺍﺠﻤﻟﺎﻭﺭﺓ‬ ‫ﻣﺜﻞ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻭﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﻭﺭﲟﺎ‬ ‫ﺃﺳﻮﺍﻕ ﺃﺧﺮﻯ‪.‬‬ ‫ﻫﺬﺍ ﻫﻮ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻟﻠﺘﻐﻴﻴﺮ ﻭﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺹ‪ .‬ﻟﻘﺪ ﻗﻤﻨﺎ‬ ‫ﺑﺎﻋﺘﻤﺎﺩ ﺭﺅﻳﺔ ﺟﺪﻳﺪﺓ ﻭﺗﺮﻛﻴﺰ ﺟﺪﻳﺪ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﻨﺎﻓﻊ ﺃﻥ ﺗﻜﻮﻥ‬ ‫ﺷﺮﻛﺘﻨﺎ ﺃﻛﺒﺮ‪ .‬ﻧﺤﻦ ﻓﻲ ﻣﻮﻗﻊ ﻓﺮﻳﺪ ﻳﺴﻤﺢ ﻟﻨﺎ ﺑﺘﻌﺰﻳﺰ ﺗﻮﺍﺟﺪﻧﺎ‬ ‫ﻣﺤﻠﻴﺎ ﹰ ﻭﺇﻗﻠﻴﻤﻴﺎ ﹰ ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﳝﻜﻨﹼﻨﺎ ﻣﻦ ﺍﻟﻨﻤﻮ ﺧﺎﺭﺝ ﺣﺪﻭﺩﻧﺎ‬ ‫ﺍﻟﺘﻘﻠﻴﺪﻳﺔ‪ .‬ﻟﻴﺲ ﻫﻨﺎﻙ ﻭﻗﺖ ﺃﻧﺴﺐ ﻣﻦ ﺍﻟﻮﻗﺖ ﺍﳊﺎﻟﻲ‪ ،‬ﻳﺴﻤﺢ ﻟﻨﺎ‬ ‫ﻭﺍﻟﺘﻘﺪﻡ ﺑﺎﻟﺸﺮﻛﺔ ﺇﻟﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﺎﻟﻲ‪.‬‬ ‫ﺑﺘﻌﺰﻳﺰ ﻗﺪﺭﺍﺗﻨﺎ‬ ‫ﹼ‬ ‫** ﻧﹸﺸﺮ ﻫﺬﺍ ﺍﳌﻘﺎﻝ ﺃﻭﻻ ﹰ ﻓﻲ ﻣﺠﻠﺔ ‪ Trade and Export‬ﺍﻟﺘﺎﺑﻌﺔ‬ ‫ﺃﻳﻀﺎ ﹰ ﺇﻟﻰ ‪CPI Media Group‬‬


‫ﺍﻟﻘﻄﺎﻉ ﺗﻮﺳﻌﺎ ﹰ ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ ﺍﳌﻘﺒﻠﺔ‪ .‬ﻛﻤﺎ ﻳﻜﻤﻦ ﺍﻟﺘﺤﺪﻱ ﺍﻷﻛﺒﺮ‬ ‫ﻟﻠﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺑﺠﺬﺏ ﺍﳌﻮﺍﻫﺐ‪ ،‬ﺧﺎﺻﺔ ﻣﻮﺍﻫﺐ ﺍﳌﻮﺍﻃﻨﲔ‪ ،‬ﻭﺍﻻﺣﺘﻔﺎﻅ‬ ‫ﺑﻬﺎ‪ .‬ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺗﻌﺘﺒﺮ ﺧﺎﺭﺝ ﻗﻄﺎﻉ ﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﻘﻄﺎﻋﺎﺕ‬ ‫ﺍﻟﺘﻜﻤﻴﻠﻴﺔ ﻫﻲ ﺍﻷﻛﺜﺮ ﺗﻀﺮﺭﺍ ﹰ ﻣﻦ ﻫﺬﺍ ﺍﻷﻣﺮ‪.‬‬

‫ﺑﺮ���ﻳﻚ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻓﻲ ﻗﻄﺎﻉ ﺍﻟﺸﺤﻦ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ؟‬ ‫ﻛﻴﻒ ﺗﺮﻯ ﻣﺴﺘﻘﺒﻞ ﻗﻄﺮ ﻛﻤﺮﻛﺰ ﲡﺎﺭﻱ؟‬ ‫ﻳﻨﺘﺞ ﺍﻟﻀﻌﻒ ﻓﻲ ﻗﻄﺎﻉ ﺍﻟﻨﻘﻞ ﺍﻟﺒﺤﺮﻱ ﻋﻤﻮﻣﺎ ﹰ ﻋﻦ ﺯﻳﺎﺩﺓ ﺍﻟﻌﺮﺽ‬ ‫ﻭﻟﻴﺲ ﻋﻦ ﻏﻴﺎﺏ ﺍﻟﻄﻠﺐ‪ ،‬ﻛﻤﺎ ﺗﻠﻌﺐ ﻇﺮﻭﻑ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻲ ﺩﻭﺭﺍ ﹰ‬ ‫ﻓﻲ ﺫﻟﻚ ﺃﻳﻀﺎ ﹰ‪ .‬ﻭﻟﻜﻦ ﻫﺬﺍ ﺭﺃﻱ ﻋﺎﻡ ﺷﺎﻣﻞ ﻻ ﻳﻨﻄﺒﻖ ﺑﺎﻟﻀﺮﻭﺭﺓ ﻋﻠﻰ‬ ‫ﻛﺎﻓﺔ ﺃﻧﺸﻄﺘﻨﺎ‪ .‬ﻻ ﺗﻌﺎﻧﻲ ﻣﻨﻄﻘﺔ ﺍﳋﻠﻴﺞ ﺍﻟﻌﺮﺑﻲ ﺑﺤﺪ ﺫﺍﺗﻬﺎ ﻛﺜﻴﺮﺍ ﹰ‬ ‫ﻣﻦ ﺍﻹﻓﺮﺍﻁ ﻓﻲ ﺍﻟﻌﺮﺽ ﺣﺘﻰ ﻟﻮ ﻛﺎﻥ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﻷﻋﺒﺎﺀ ﺍﻟﻨﺎﲡﺔ ﻋﻦ‬ ‫ﺍﻟﻮﺿﻊ ﺍﻟﻌﺎﳌﻲ‪.‬‬ ‫ﻧﺸﺎﺭﻙ ﻓﻲ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻗﻠﻴﻤﻴﺔ ﻭﺍﻟﻌﺎﳌﻴﺔ ﻭﺿﻤﻦ ﻋﺪﺩ ﻣﻦ ﻗﻄﺎﻋﺎﺕ‬ ‫ﺍﻟﺸﺤﻦ‪ ،‬ﻟﻜﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺗﺨﺘﻠﻒ ﻣﻦ ﻗﻄﺎﻉ ﺇﻟﻰ ﺁﺧﺮ‪ .‬ﻟﻢ ﺗﺘﺄﺛﺮ ﺑﻌﺾ‬ ‫ﺍﻟﻘﻄﺎﻋﺎﺕ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﺃﻭ ﻋﻠﻰ ﺍﻹﻃﻼﻕ ﺧﻼﻝ ﻓﺘﺮﺓ ﺍﻻﻧﻜﻤﺎﺵ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﻣﺜﻞ ﻗﻄﺎﻉ ﺍﻟﻐﺎﺯ ﺍﻟﻄﺒﻴﻌﻲ ﺍﳌﺴﺎﻝ‪ .‬ﻭﻗﺪ ﺣﺎﻭﻟﻨﺎ ﻓﻲ‬ ‫”ﻣﻼﺣﺔ“ ﺗﻨﻮﻳﻊ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻨﺎ ﻓﻲ ﻣﺨﺘﻠﻒ ﻗﻄﺎﻋﺎﺕ ﺍﻟﻨﻘﻞ ﺍﻟﺒﺤﺮﻱ‬ ‫ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﲢﻘﻴﻖ ﺍﻟﺘﻮﺍﺯﻥ ﺍﻟﺼﺤﻴﺢ ﺑﲔ ﺗﻮﻟﻴﺪ ﺍﻟﺘﺪﻓﻘﺎﺕ‬ ‫ﺍﻟﻨﻘﺪﻳﺔ ﺍﳌﺴﺘﻘﺮﺓ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ ﻭﺍﻟﺘﻌﺮﺽ ﻟﻈﺮﻭﻑ ﺍﻟﺴﻮﻕ ﻋﻠﻰ‬ ‫ﺍﳌﺪﻯ ﺍﻟﻘﺼﻴﺮ‪ .‬ﻭﻧﺤﻦ ﻧﻌﺘﻘﺪ ﺃﻥ ﻫﺬﺍ ﺃﻣﺮ ﻣﻔﻴﺪ ﺟﺪﺍ ﹰ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻜﻞ‬ ‫ﺷﺮﻛﺔ ﻧﻘﻞ ﺑﺤﺮﻱ‪.‬‬

‫ﻣﺎ ﻫﻲ ﺃﻫﻤﻴﺔ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﻛﺎﺕ؟‬ ‫ﻳﹸﻌﺘﺒﺮ ﻭﺟﻮﺩ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﺃﻣﺮﺍ ﹰ‬ ‫ﺿﺮﻭﺭﻳﺎ ﹰ ﻟﺘﻤﻜﲔ ﺍﻟﺘﺠﺎﺭﺓ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪ .‬ﻭﺑﺎﺳﺘﺜﻨﺎﺀ ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﻜﺒﻴﺮﺓ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪ ،‬ﻻ ﳝﻜﻦ ﺑﻨﺎﺀ ﻗﺪﺭﺓ ﻟﻮﺟﺴﺘﻴﺔ ﺩﺍﺧﻠﻴﺔ ﺗﻨﺎﻓﺴﻴﺔ‪،‬‬ ‫ﻓﺬﻟﻚ ﻳﺴﺘﻐﺮﻕ ﻭﻗﺘﺎ ﹰ ﻃﻮﻳﻼﹰ ﻭﻣﻮﺍﺭﺩ ﻗ ﹼﻴﻤﺔ ﺑﻌﻴﺪﺓ ﻋﻦ ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻛﺎﻥ ﻳﻌﺘﺒﺮ ﺍﻟﻌﻤﻼﺀ ﻓﻲ ﺍﳌﺎﺿﻲ‪ ،‬ﺃﻥ ﻗﺪﺭﺍﺕ‬ ‫ﻭﺟﻮﺩﺓ ﺧﺪﻣﺔ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻏﻴﺮ‬ ‫ﻛﺎﻓﻴﺔ‪ ،‬ﻭﻛﺎﻥ ﻫﻨﺎﻙ ﺗﺮﺩﺩ ﻣﻦ ﺟﺎﻧﺒﻬﻢ ﻓﻲ ﺍﻟﺘﻨﺎﺯﻝ ﻋﻦ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ‬ ‫ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻟﻸﻃﺮﺍﻑ ﺍﻟﺜﺎﻟﺜﺔ‪ .‬ﻟﺬﻟﻚ ﻻ ﺗﺰﺍﻝ ﺗﺪﺍﺭ ﺍﳋﺪﻣﺎﺕ‬ ‫ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﺇﻟﻰ ﺣﺪ ﻛﺒﻴﺮ ﺩﺍﺧﻠﻴﺎﹰ‪ ،‬ﻭﺣﺘﻰ ﻋﻨﺪﻣﺎ ﺗﺘﺄﺛﺮ ﺍﻟﻘﺪﺭﺓ‬ ‫ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﺪﻯ ﺍﻟﺸﺮﻛﺎﺕ‪.‬‬ ‫ﻓﻤﻦ ﺍﻟﻮﺍﺿﺢ ﺍﻵﻥ ﺃﻥ ﻫﺬﺍ ﻳﺘﻐ ﹼﻴﺮ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﳌﻨﻄﻘﺔ‪ .‬ﻭﻗﺪ‬ ‫ﻋﺰﺯ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻣﻦ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻗﺪﺭﺍﺗﻪ‬ ‫ﻓﺄﺻﺒﺤﻮﺍ ﻗﺎﺩﺭﻳﻦ ﻋﻠﻰ ﺗﻘﺪﱘ ﺣﻠﻮﻝ ﻗﺎﺑﻠﺔ ﻟﻠﺘﻄﻮﻳﺮ ﳝﻜﻨﻬﺎ ﺃﻥ‬ ‫ﺗﻜﻮﻥ ﻣﻼﺋﻤﺔ ﻣﻊ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻔﺮﺩﻳﺔ‪ ،‬ﺇﻟﻰ ﺟﺎﻧﺐ‬ ‫ﺿﻤﺎﻧﺎﺕ ﺍﻷﺩﺍﺀ‪ .‬ﻭﺗﺪﺭﻙ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻘﻴﻤﺔ ﺍﻟﺘﻲ ﳝﻜﻦ ﺃﻥ ﻳﻀﻴﻔﻬﺎ‬ ‫ﻣﻘﺪﻣﻮ ﺍﳋﺪﻣﺎﺕ ﺇﻟﻰ ﺃﻋﻤﺎﻟﻬﻢ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﻭﻫﻲ ﻣﺴﺘﻌﺪﺓ‬ ‫ﻟﺘﻌﻬﻴﺪ ﺟﻮﺍﻧﺐ ﻣﻬﻤﺔ ﻣﻦ ﺳﻠﺴﻠﺔ ﺍﻟﺘﻮﺭﻳﺪ ﺍﳋﺎﺻﺔ ﺑﻬﺎ ﺇﻟﻰ ﻫﺬﻩ‬ ‫ﺍﻷﻃﺮﺍﻑ ﺍﻟﺜﺎﻟﺜﺔ‪.‬‬

‫ﺳﻌﺎﺩﺓ ﺍﻟﺸﻴﺦ ﻋﻠﻲ ﺑﻦ ﺟﺎﺳﻢ ﺁﻝ ﺛﺎﻧﻲ‬

‫ﻧﻈﺮﺍ ﹰ ﻷﻥ ”ﻣﻼﺣﺔ“ ﺗﻌﻤﻞ ﺿﻤﻦ ﻋﺪﺩ ﻣﻦ ﺍﺠﻤﻟﺎﻻﺕ‪ ،‬ﻛﻴﻒ ﺗﺘﻤﻜﻨﻮﻥ ﻣﻦ‬ ‫ﺇﺩﺍﺭﺓ ﻣﺨﺘﻠﻒ ﻫﺬﻩ ﺍﻷﻧﺸﻄﺔ؟‬ ‫ﻋﺪﺓ ﻭﺣﺪﺍﺕ ﺃﻋﻤﺎﻝ‬ ‫ﺗﹸﻌﺘﺒﺮ ”ﻣﻼﺣﺔ“ ﺷﺮﻛﺔ ﻗﺎﺑﻀﺔ ﺗﻀﻢ ﹼ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺮﻛﺰ ﻋﻠﻰ ﻗﻄﺎﻋﺎﺕ ﻣﺨﺘﻠﻔﺔ‪ ،‬ﻭﻧﺤﻦ ﻧﺸﺎﺭﻙ ﻓﻲ ﻛﻞ‬ ‫ﻣﻨﻬﺎ‪ .‬ﺗﻮﻓﺮ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﺎﺑﻀﺔ ﻭﻇﺎﺋﻒ ﺩﻋﻢ ﺃﺳﺎﺳﻴﺔ ﻣﺜﻞ ﺍﻟﺘﻤﻮﻳﻞ‪،‬‬ ‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﻏﻴﺮﻫﺎ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ‬ ‫ﺇﺩﺍﺭﺓ ﺍﻟﺘﻮﺟﻪ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﻌﺎﻡ ﻟﻠﻤﺠﻤﻮﻋﺔ‪ .‬ﻫﺪﻓﻨﺎ ﻫﻮ ﺍﻟﺴﻤﺎﺡ‬ ‫ﻟﻮﺣﺪﺍﺕ ﺍﻷﻋﻤﺎﻝ ﺑﺘﺮﻛﻴﺰ ﺃﻧﺸﻄﺘﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ ﻭﺩﻓﻊ ﻋﺠﻠﺔ ﺍﻟﻨﻤﻮ‬ ‫ﻓﻲ ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ‪.‬‬ ‫ﻣﺎ ﻫﻲ ﻧﺼﻴﺤﺘﻜﻢ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺍﻟﺘﻲ ﻳﻬﻤﻬﺎ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ‬ ‫ﺧﺪﻣﺎﺕ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﳌﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘ ﹼﻴﺔ؟‬ ‫ﻻ ﻳﺰﺍﻝ ﻗﻄﺎﻉ ﺧﺪﻣﺎﺕ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﳌﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘ ﹼﻴﺔ‬ ‫ﻳﺘﻄﻮﺭ ﻓﻲ ﻗﻄﺮ ﻭﻗﺪ ﺭﺃﻳﻨﺎ ﲢﺴﻨﺎ ﹰ ﻓﻲ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻘﻠﻴﻠﺔ ﺍﳌﺎﺿﻴﺔ‪.‬‬ ‫ﺣﺎﻟﻴﺎﹰ‪ ،‬ﺗﺘﻮﺍﺟﺪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﶈﻠﻴﺔ ﻓﻲ ﻣﻮﻗﻊ ﺟ ﹼﻴﺪ ﻳﺴﻤﺢ ﻟﻬﺎ ﺑﻔﻬﻢ‬ ‫ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻼﺀ ﺍﻟﻘﻄﺮﻳﲔ‪ ،‬ﻭﺗﻠﻌﺐ ﺍﻟﺸﺮﻛﺎﺕ ﻣﺜﻞ ”ﻣﻼﺣﺔ“ ﺩﻭﺭﺍ ﹰ‬ ‫ﻛﺒﻴﺮﺍ ﹰ ﻓﻲ ﺗﻘﺪﱘ ﺣﻠﻮﻝ ﺧﺪﻣﺎﺕ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﻟﻠﻌﻤﻼﺀ ﺍﻟﻘﻄﺮﻳﲔ‪،‬‬ ‫ﺑﺤﻴﺚ ﻻ ﻳﻌﻮﺩﻭﻥ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺍﻻﻋﺘﻤﺎﺩ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ‬ ‫ﻟﺘﺄﻣﲔ ﺍﺣﺘﻴﺎﺟﺎﺗﻬﻢ‪ .‬ﻭﻓﻲ ﺑﻌﺾ ﺍﺠﻤﻟﺎﻻﺕ‪ ،‬ﺗﺘﻌﺎﻭﻥ ﺷﺮﻛﺎﺕ ﻣﺜﻞ‬ ‫”ﻣﻼﺣﺔ“ ﻣﻊ ﺷﺮﻛﺎﺕ ﺩﻭﻟﻴﺔ ﳋﺪﻣﺎﺕ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ ﳌﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ‬ ‫ﺍﻟﻠﻮﺟﺴﺘ ﹼﻴﺔ ﺑﻬﺪﻑ ﺗﻮﻓﻴﺮ ﺍﳊﻠﻮﻝ ﺍﻟﻨﻬﺎﺋﻴﺔ‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺷﺨﺼﻴﺎت ﻗﻴﺎدﻳﺔ‬

‫ﻗﻴﻤﺔ ﺛﻤﻴﻨﺔ‬ ‫أﺛﺒﺘﺖ ﺷﺮﻛﺔ ”ﻣﻼﺣﺔ“ ﻋﻠﻰ ﻣﺪى أﻛﺜﺮ ﻣﻦ ﻧﺼﻒ ﻗﺮن ﻣﻜﺎﻧﺘﻬﺎ اﻗﻠﻴﻤﻴﺔ‬ ‫اﻟﻘﻮﻳﺔ ﻓﻲ ﻣﺠﺎل اﻟﻨﻘﻞ واﻣﺪاد اﻟﻠﻮﺟﺴﺘﻲ‪ .‬ﺑﻬﺪف اﻟﺘﻌﺮّف أﻛﺜﺮ ﻋﻠﻰ ﻫﺬه‬ ‫اﻟﺸﺮﻛﺔ اﻟﺮاﺋﺪة ﺗﺤﺪﺛﺖ أﺑﺎرﻧﺎ ﺷﻴﻔﺒﻮري آرﻳﺎ إﻟﻰ ﺳﻌﺎدة اﻟﺸﻴﺦ ﻋﻠﻲ ﺑﻦ‬ ‫ﺟﺎﺳﻢ آل ﺛﺎﻧﻲ‪ ،‬رﺋﻴﺲ ﻣﺠﻠﺲ ادارة واﻟﻌﻀﻮ اﻟﻤﻨﺘﺪب ﻟﺸﺮﻛﺔ ﻣﻼﺣﺔ‪.‬‬

‫ﺃﻋﻄﻨﺎ ﶈﺔ ﻋﻦ ”ﻣﻼﺣﺔ“ ﻭﺑﺪﺍﻳﺎﺗﻬﺎ‬ ‫ﻣﻦ ﻓﻀﻠﻚ ﹺ‬ ‫ﺗﺘﻤ ﹼﻴﺰ ”ﻣﻼﺣﺔ“ ﺑﺘﺎﺭﻳﺦ ﻋﺮﻳﻖ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺃﻗﺪﻡ ﺷﺮﻛﺔ ﻣﺴﺎﻫﻤﺔ‬ ‫ﻗﻄﺮﻳﺔ‪ .‬ﻭﺗﻌﻮﺩ ﺑﺪﺍﻳﺎﺕ ﺍﻟﺸﺮﻛﺔ ﺇﻟﻰ ﻋﺎﻡ ‪ 1957‬ﺣﲔ ﺣﺼﻠﻨﺎ ﻋﻠﻰ ﺃﻭﻝ‬ ‫ﺭﺧﺼﺔ ﲡﺎﺭﻳﺔ ﻓﻲ ﺍﻟﺒﻼﺩ ﺑﺎﻋﺘﺒﺎﺭﻧﺎ ﺃﻭﻝ ﻭﻛﺎﻟﺔ ﺷﺤﻦ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﺑﻌﺪ‬ ‫ﺫﻟﻚ ﺑﻌﺸﺮﻳﻦ ﻋﺎﻣﺎﹰ‪ ،‬ﻗﻤﻨﺎ ﺑﺎﻓﺘﺘﺎﺡ ﻓﺮﻋﻨﺎ ﻓﻲ ﺩﺑﻲ‪ ،‬ﻣﻊ ﺇﺳﺘﻤﺮﺍﺭﻧﺎ‬ ‫ﺑﺎﻟﻨﻤﻮ ﻋﺒﺮ ﺍﻟﻌﻘﻮﺩ ﺍﻟﻘﻠﻴﻠﺔ ﺍﳌﺎﺿﻴﺔ ﺑﻬﺪﻑ ﺃﻥ ﻧﻠﺒﻲ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺍﳌﺘﻨﺎﻣﻴﺔ ﻟﻺﻗﺘﺼﺎﺩ ﺍﻟﻘﻄﺮﻱ ﻭﻟﻘﻄﺎﻉ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﺍﳌﺰﺩﻫﺮ‪.‬‬ ‫ﻭﺍﻟﻴﻮﻡ‪ ،‬ﻳﺘﺄﻟﻖ ﺍﺳﻢ ﺷﺮﻛﺘﻨﺎ ﺍﻟﻜﺒﺮﻯ ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺷﺮﻛﺔ ﻗﺎﺑﻀﺔ‬ ‫ﻣﺘﻌﺪﺩﺓ ﺍﻟﻨﺸﺎﻃﺎﺕ ﺗﺘﺮﻛﺰ ﺍﻫﺘﻤﺎﻣﺎﺗﻬﺎ ﻓﻲ ﻣﺨﺘﻠﻒ ﻗﻄﺎﻋﺎﺕ‬ ‫ﺍﻟﻨﻘﻞ ﺍﻟﺒﺤﺮﻱ ﻭﻛﺬﻟﻚ ﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ‪ .‬ﺗﺘﻤﺘﻊ ﺍﻟﺸﺮﻛﺔ‬ ‫ﻣﻦ ﺳﺖ ﺭﻛﺎﺋﺰ ﺃﻋﻤﺎﻝ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‪ :‬ﺍﳋﺪﻣﺎﺕ ﺍﻟﺒﺤﺮﻳﺔ‪ ،‬ﺍﻟﻐﺎﺯ‪،‬‬ ‫ﺍﻟﺒﺘﺮﻭﻛﻴﻤﺎﻭﻳﺎﺕ‪ ،‬ﺍﳌﻼﺣﺔ ﺍﻟﺒﺤﺮﻳﺔ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻭﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﻭﺭﺃﺱ ﺍﳌﺎﻝ‪.‬‬

‫ﻧﻌﺮﻑ ﺃﻥ ”ﻣﻼﺣﺔ“ ﻫﻲ ﺷﺮﻛﺔ ﺭﺍﺋﺪﺓ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﻠﻮﺟﺴﺘﻴﺔ ﻭﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﻓﻲ ﻗﻄﺮ ﻭﺍﳌﻨﻄﻘﺔ‪ .‬ﻛﻴﻒ ﺣﺼﻞ ﺫﻟﻚ؟ ﻣﺎ ﻫﻲ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻲ‬ ‫ﺗﺘﺒﻌﻮﻧﻬﺎ؟‬ ‫ﺗﻬﺪﻑ ﺍﻟﺸﺮﻛﺔ ﺇﻟﻰ ﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺍﻟﻨﻘﻞ ﺍﳌﺘﻜﺎﻣﻞ ﺑﺴﻼﺳﺔ‬ ‫ﻭﺇﻟﻰ ﺗﺰﻭﻳﺪ ﺍﳊﻠﻮﻝ ﺍﻟﻠﻮﺟﻴﺴﺘﻴﺔ ﻓﻲ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺘﻲ ﺗﻌﺘﺒﺮ‬ ‫‪46‬‬

‫ﺣﻴﻮﻳﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻗﺘﺼﺎﺩ ﺍﻟﻘﻄﺮﻱ‪ .‬ﻭﺑﻬﺪﻑ ﲢﻘﻴﻖ ﺫﻟﻚ‪ ،‬ﺗﻮﺍﺻﻞ‬ ‫”ﻣﻼﺣﺔ“ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺗﻮﺳﻴﻊ ﺍﻷﺳﻄﻮﻝ‪ ،‬ﻭﺍﳌﻌﺪﺍﺕ‪ ،‬ﻭﺍﻷﻫﻢ ﻣﻦ‬ ‫ﺫﻟﻚ ﻓﻲ ﺗﻄﻮﻳﺮ ﺭﺃﺱ ﺍﳌﺎﻝ ﺍﻟﺒﺸﺮﻱ‪ .‬ﻭﻗﺪ ﻟﻌﺒﺖ ”ﻣﻼﺣﺔ“ ﺩﻭﺭﺍ ﹰ ﻣﻬﻤﺎ ﹰ‬ ‫ﻓﻲ ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻭﺍﳌﺸﺎﺭﻳﻊ ﻟﺪﻋﻢ ﺟﺪﻭﻝ ﺃﻋﻤﺎﻝ ﺍﻟﺘﻨﻤﻴﺔ‬ ‫ﺍﻟﻔﻌﺎﻟﺔ ﻓﻲ ﺗﻄﻮﻳﺮ‬ ‫ﺍﻟﻄﻤﻮﺡ ﻟﺪﻭﻟﺔ ﻗﻄﺮ‪ ،‬ﻭﺫﻟﻚ ﻋﺒﺮ ﺍﳌﺸﺎﺭﻛﺔ‬ ‫ﹼ‬ ‫ﺍﳌﻴﻨﺎﺀ ﺍﻟﺘﺠﺎﺭﻱ ﺍﳉﺪﻳﺪ ﻭﻧﻘﻞ ﺯﻳﺎﺩﺓ ﺣﺠﻢ ﺗﺼﺪﻳﺮ ﺍﻟﺒﻀﺎﺋﻊ ﻣﻦ ﻗﻄﺎﻉ‬ ‫ﺍﻟﺒﺘﺮﻭﻛﻴﻤﺎﻭﻳﺎﺕ ﻓﻲ ﻣﺴﻴﻌﻴﺪ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻻﺳﺘﺜﻤﺎﺭ ﺑﻜﺜﺎﻓﺔ ﻓﻲ‬ ‫ﺍﻟﺘﻮﺳﻊ ﺑﺄﺳﻄﻮﻟﻬﺎ ﺍﳌﻤﻠﻮﻙ ﺑﺸﻜﻞ ﻛﺎﻣﻞ ﺃﻭ ﺟﺰﺋﻲ ﻣﻦ ﺍﻟﺴﻔﻦ‬ ‫ﺍﻟﺒﺤﺮﻳﺔ ﻭﺍﻟﻐﺎﺯ ﻭﻧﺎﻗﻼﺕ ﺍﳌﻨﺘﺠﺎﺕ ﺍﻟﺒﺘﺮﻭﻟﻴﺔ‪.‬‬

‫ﺑﺮﺃﻳﻚ‪ ،‬ﻣﺎ ﻫﻮ ﻭﺿﻊ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻓﻲ ﻗﻄﺮ؟ ﻭﻣﺎ ﻫﻲ ﺍﻟﻔﺮﺹ‬ ‫ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﻳﺤﻤﻠﻬﺎ؟‬ ‫ﻳﻠﻌﺐ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻓﻲ ﻗﻄﺮ ﺩﻭﺭﺍ ﹰ ﺣﺎﺳﻤﺎ ﹰ ﻓﻲ ﺗﻮﺳﻴﻊ ﺍﻻﻗﺘﺼﺎﺩ‬ ‫ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻭﺳﻴﻮﺍﺻﻞ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ‪ .‬ﻻ ﲤﺎﻧﻊ ﺍﳊﻜﻮﻣﺔ ﺃﻥ ﺍﻟﻜﺜﻴﺮ ﻣﻦ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺒﺎﺭﺯﺓ ﻭﺍﳌﻬﻤﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻼﻗﺘﺼﺎﺩ ﺍﻟﻘﻄﺮﻱ ﻫﻲ ﺷﺮﻛﺎﺕ‬ ‫ﻣﺪﺭﺟﺔ ﻓﻲ ﺍﻟﺒﻮﺭﺻﺔ‪ ،‬ﺑﺤﻴﺚ ﺃﻥ ﻋﺎﻣﺔ ﺍﻟﺴﻜﺎﻥ )ﺍﳌﻮﺍﻃﻨﻮﻥ ﻭﺍﳌﻐﺘﺮﺑﻮﻥ‬ ‫ﻋﻠﻰ ﺣﺪ ﺳﻮﺍﺀ( ﻣﺪﻋﻮﻭﻥ ﻟﻼﺳﺘﺜﻤﺎﺭ ﺑﻨﺸﺎﻁ‪ .‬ﻫﺬﺍ ﻳﺴﺎﻋﺪ ﻋﻠﻰ‬ ‫ﺗﻄﻮﻳﺮ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻳﻠﻌﺐ‬ ‫ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺩﻭﺭﺍ ﹰ ﺑﺎﺭﺯﺍ ﹰ ﻓﻲ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﻤﺸﺮﻭﻋﺎﺕ ﺍﻟﻜﺒﻴﺮﺓ ﺍﻟﺘﻲ‬ ‫ﺑﺎﺷﺮﺕ ﺑﻬﺎ ﺍﳊﻜﻮﻣﺔ‪ ،‬ﻭﺗﻨﻔﻴﺬﻫﺎ‪ .‬ﻭﻧﺤﻦ ﺑﺎﻟﻄﺒﻊ ﻧﺘﻮﻗﻊ ﺃﻥ ﻳﺸﻬﺪ ﻫﺬﺍ‬


‫ﻧﺼﺎﺋﺢ ا¡ﻋﻤﺎل‬

‫ﻋﺸﺮ‬ ‫ﺧﻄﻮات‬ ‫ﻟﻠﻨﺠﺎح‬ ‫إن ﻣﺪﻳﺮ اﻟﻤﺸﺮوع اﻟﻨﺎﺟﺢ ﻫﻮ اﻟﺬي ﻳﺴﺘﻄﻴﻊ‬ ‫ﺗﺼ ّﻮر اﻟﻤﺸﺮوع ﺑﻜﺎﻣﻠﻪ ﻣﻨﺬ اﻟﺒﺪاﻳﺔ ﺣﺘﻰ‬ ‫اﻟﻨﻬﺎﻳﺔ‪ .‬ﻳﻘﺪم ﻟﻨﺎ ﺳﺮﻳﻜﺎﻧﺚ ﻣﻮرﺛﻲ‪ ،‬رﺋﻴﺲ‬ ‫ﻗﺴﻢ ﻣﻜﺘﺐ إدارة اﻟﻤﺸﺎرﻳﻊ ﻟﺪى ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‬ ‫ﻋﺸﺮة أﺳﺒﺎب ﺣﺎﺳﻤﺔ ﺗﺴﺎﻫﻢ ﻓﻲ إﻧﺠﺎح ﻣﺸﺮوﻋﻚ‪.‬‬

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‫ﻭﺍﺣﻤﻬﺎ ﺑﻜﻞ ﺍﻟﻄﺮﻕ‬ ‫ﺍﻋﺮﻑ ﻓﺮﺻﺔ ﺍﻟﻌﻤﻞ‬ ‫ﹺ‬ ‫ﺇﻥ ﻣﻌﺮﻓﺔ ﻓﺮﺻﺔ ﺍﻟﻌﻤﻞ ﺍﳋﺎﺻﺔ ﺑﻚ ﺗﹸﻌﺘﺒﺮ ﲟﺜﺎﺑﺔ‬ ‫ﺻﺪﻳﻘﻜﺘﻚ ﺍﳌﻔﻀﻠﺔ ﺇﺫﺍ ﲤﻜﻨﺖ ﻣﻦ ﻓﻬﻤﻬﺎ‪ ،‬ﻭﺇﻻ ﳝﻜﻨﻬﺎ ﺃﻥ‬ ‫ﺗﻜﻮﻥ ﺃﺳﻮﺃ ﻋﺪﻭ ﻟﻚ‪ .‬ﻧﻈﺮﺍ ﹰ ﻷﻥ ﺍﻟﺸﺮ ﻳﻜﻤﻦ ﻓﻲ ﺍﻟﺘﻔﺎﺻﻴﻞ‪ ،‬ﻓﻴﺠﺐ‬ ‫ﺍﺣﻤﻬﺎ ﺑﻜﻞ‬ ‫ﺃﻥ ﺗﻘﻀﻲ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻮﻗﺖ ﻟﻔﻬﻢ ﻓﺮﺻﺔ ﺍﻟﻌﻤﻞ‪ .‬ﹺ‬ ‫ﺍﻷﺳﺎﻟﻴﺐ ﺍﳌﺘﺎﺣﺔ ﻟﺪﻳﻚ ﲟﺎ ﺃﻥ ﺳﻤﻌﺘﻚ ﻛﻤﺪﻳﺮ ﻟﻠﻤﺸﺮﻭﻉ ﺗﻌﺘﻤﺪ‬ ‫ﻋﻠﻰ ﺫﻟﻚ‪.‬‬

‫ﺳﺮﻳﻜﺎﻧﺚ ﻣﻮﺭﺛﻲ ﻫﻮ ﺭﺋﻴﺲ ﻗﺴﻢ‬ ‫ﻣﻜﺘﺐ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻟﺪﻯ ﺑﻨﻚ‬ ‫ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‪ .‬ﻳﻘﻮﻡ ﺑﺘﻨﻔﻴﺬ‬ ‫ﺑﺮﺍﻣﺞ ﻭﺍﺳﻌﺔ ﺍﻟﻨﻄﺎﻕ ﻣﻨﺬ‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪ 15‬ﻋﺎﻣﺎ ﹰ ﻓﻲ ﺍﳌﻤﻠﻜﺔ‬ ‫ﺍﳌﺘﺤﺪﺓ ﻭﻧﻴﻮﺯﻳﻠﻨﺪﺍ ﻭﻗﻄﺮ‪ .‬ﻟﺪﻳﻪ‬ ‫ﺧﺒﺮﺓ ﻛﺒﻴﺮﺓ ﻓﻲ ﻗﻴﺎﺩﺓ ﺍﳌﺸﺎﺭﻳﻊ‬ ‫ﺍﳌﻮﺟﻬﺔ ﺩﺍﺧﻞ ﺍﳌﺆﺳﺴﺎﺕ‪ .‬ﻭﻫﻮ‬ ‫ﻣﺆﻫﻞ ﳌﻤﺎﺭﺳﺔ ‪Prince 2، PMP،‬‬ ‫‪ MSP‬ﻭﻟﺪﻳﻪ ﺷﻬﺎﺩﺓ ‪Six Sigma‬‬ ‫‪ .Black Belt‬ﳝﻜﻨﻜﻢ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ‬ ‫ﺳﺮﻳﻜﺎﻧﺚ ﻋﺒﺮ ﺑﺮﻳﺪﻩ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪:‬‬ ‫‪smurthi@qdb.qa‬‬

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‫ﺣﺪﺩ ﺍﻟﻨﺠﺎﺣﺎﺕ ﻣﻨﺬ ﺑﺪﺍﻳﺔ ﺍﳌﺸﺮﻭﻉ‬ ‫ﺍﻋﺮﻑ ﻋﻮﺍﻣﻞ ﺍﻟﻨﺠﺎﺡ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻬﺬﺍ ﺍﳌﺸﺮﻭﻉ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮ‬ ‫ﺍﻟﻌﻤﻴﻞ ﻭﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ‪ .‬ﺍﻋﺮﻑ ﻣﺎ ﻫﻲ ﺍﻟﻔﻮﺍﺋﺪ‪ ،‬ﺍﻟﺘﻲ ﻳﻨﺒﻐﻲ‬ ‫ﺃﻥ ﻳﺴﻠﻤﻬﺎ ﺍﳌﺸﺮﻭﻉ‪ ،‬ﻭﺃﺧﻴﺮﺍﹰ‪ ،‬ﺗﻘﺎﺳﻢ ﺍﻟﻨﺠﺎﺡ ﻣﻊ ﺟﻤﻴﻊ ﺍﳌﻌﻨﻴﲔ‪.‬‬ ‫ﺍﻋﺮﻑ ﺍﻷﺳﺒﺎﺏ ﻭﺭﺍﺀ ﻫﺬﺍ ﺍﳌﺸﺮﻭﻉ‬ ‫ﻣﻦ ﺍﳌﻬﻢ ﺍﻟﻨﻈﺮ ﺇﻟﻰ ﺍﻟﻐﺎﺑﺎﺕ ﻭﺍﻷﺷﺠﺎﺭ ﺑﻨﻔﺲ ﺍﻟﻘﺪﺭ ﻭﻋﻠﻰ ﺣﺪ‬ ‫ﺳﻮﺍﺀ‪ .‬ﺍﻋﺮﻑ ﺍﻷﺳﺒﺎﺏ ﻭﺭﺍﺀ ﻫﺬﺍ ﺍﳌﺸﺮﻭﻉ ﻣﻦ ﺃﺟﻞ ﻣﻌﺎﳉﺔ ﺃﻱ‬ ‫ﻣﺸﻜﻠﺔ ﻗﺪ ﺗﻄﺮﺃ ﺃﺛﻨﺎﺀ ﺗﻨﻔﻴﺬﻩ‪.‬‬

‫ﺍﻋﻘﺪ ﺍﺟﺘﻤﺎﻋﺎﺕ ﻣﻨﺘﻈﻤﺔ ﻟﻠﻤﺸﺮﻭﻉ‬ ‫ﺍﻋﻘﺪ ﺍﺟﺘﻤﺎﻋﺎﺕ ﻣﻨﺘﻈﻤﺔ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻉ ﺣﺘﻰ ﻟﻮ ﻟﻢ ﻳﻜﻦ‬ ‫ﻫﻨﺎﻙ ﺷﻲﺀ ﳌﻨﺎﻗﺸﺘﻪ‪ .‬ﺃﻧﺎ ﻭﺍﺛﻖ ﻣﻦ ﺃﻧﻪ ﻟﺪﻯ ﺇﻧﺘﻬﺎﺀ ﺍﻻﺟﺘﻤﺎﻉ‪،‬‬ ‫ﺳﻴﻜﻮﻥ ﻫﻨﺎﻙ ﻋﺪﺩ ﻣﻦ ﺍﻟﺒﻨﻮﺩ ﺍﻟﺘﻲ ﻛﺎﻥ ﻣﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﺘﺮﺟﻢ ﺇﻟﻰ‬ ‫ﻣﺸﺎﻛﻞ ﻟﻮ ﻟﻢ ﻳﺘﻢ ﺫﻛﺮﻫﺎ‪.‬‬

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‫ﺍﻋﺮﻑ ﺃﻥ ﻛﺜﺎﻓﺔ ﺍﻟﺘﻮﺍﺻﻞ ﺃﻓﻀﻞ ﻣﻦ ﻋﺪﻡ ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻟﻦ ﺗﺒﻠﻎ ﺃﺑﺪﺍ ﹰ ﻣﺮﺣﻠﺔ ﻣﻦ ﺍﻟﺘﻮﺍﺻﻞ ﺍﻟﻜﺎﻓﻲ‪ .‬ﺍﻋﺮﻑ ﻣﺎ ﻳﻔﻜﺮ ﺑﻪ‬ ‫ﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﺍﻟﺬﻳﻦ ﺗﺘﻌﺎﻣﻞ ﻣﻌﻬﻢ‪ ،‬ﻭﺍﻋﻠﻢ ﺃﻧﻬﻢ ﻳﺮﻏﺒﻮﻥ‬ ‫ﻓﻲ ﹼ‬ ‫ﺍﻻﻃﻼﻉ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻋﻠﻰ ﻭﺿﻊ ﺍﳌﺸﺮﻭﻉ‪ .‬ﺣﺎﻭﻝ ﺯﻳﺎﺩﺓ ﻓﺮﺹ‬ ‫ﺍﻟﺘﻮﺍﺻﻞ‪ .‬ﻻ ﺗﺸﻌﺮ ﺑﺎﻹﻫﺎﻧﺔ ﻋﻨﺪﻣﺎ ﻳﻘﻮﻝ ﻟﻚ ﺃﺣﺪﻫﻢ ﺃﻧﻪ ﻳﻌﺮﻑ ﻣﺎ ﺗﻘﻮﻟﻪ‬ ‫ﺑﺎﻟﻔﻌﻞ‪ ،‬ﺑﻞ ﺍﻋﺘﺒﺮﻩ ﻛﻌﻼﻣﺔ ﺇﻳﺠﺎﺑﻴﺔ‪ .‬ﻳﹸﻌﺘﺒﺮ ﻋﺪﻡ ﺇﳌﺎﻡ ﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ‬ ‫ﲟﺎ ﻳﺤﺼﻞ ﻋﻠﻰ ﺻﻌﻴﺪ ﺍﳌﺸﺮﻭﻉ ﺣﺘﻰ ﺍﻧﺘﻬﺎﺋﻪ ﺃﺳﻮﺃ ﺣﺎﻟﺔ ﻗﺪ ﻳﻮﺍﺟﻬﻬﺎ‬ ‫ﺍﻟﻔﺮﻳﻖ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻠﻤﺸﺮﻭﻉ‪.‬‬

‫ﺣﺪﺩ ﺍﻟﺴﻠﻄﺔ ﻭﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﺣﺪﺩ ﻣﺨﺘﻠﻒ ﺍﳉﻮﺍﻧﺐ ﺍﻟﺘﻲ ﺗﺘﻄﻠﺐ ﺍﳌﻮﺍﻓﻘﺎﺕ ﻭﺍﻟﺴﻠﻄﺎﺕ‬ ‫ﺍﺑﻖ ﺍﻷﻣﻮﺭ ﺑﺴﻴﻄﺔ‬ ‫ﺍﳌﺴﺆﻭﻟﺔ ﻋﻨﻬﺎ ﺿﻤﻦ ﺇﻃﺎﺭ ﺍﳌﺸﺮﻭﻉ‪ .‬ﹺ‬ ‫ﻭﻋﻤﻠﻴﺔ‪ .‬ﻻ ﺗﻔﺮﻁ ﻓﻲ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺟﻬﺎﺕ ﻣﺨﺘﻠﻔﺔ ﻟﻨﻴﻞ ﺍﻟﺘﻮﻗﻴﻊ‬ ‫ﺍﻟﻨﻬﺎﺋﻲ‪.‬‬

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‫ﻻ ﲤﺎﻃﻞ‬ ‫ﺇﻥ ﺍﻟﻌﺠﺰ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﺤﻠﻴﻞ ﻫﻮ ﻣﺎ ﻳﹸﻔﺸﻞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬ ‫ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﻨﺎﺟﺤﺔ‪ .‬ﻻ ﺗﻨﺘﻈﺮ ﺍﳋﻴﺎﺭ ﺍﻷﻣﺜﻞ‪ ،‬ﺑﻞ ﻗﻢ ﺑﺎﺧﺘﻴﺎﺭ‬ ‫ﺃﻓﻀﻞ ﺧﻴﺎﺭ ﻣﺘﺎﺡ ﻓﻲ ﻇﻞ ﺍﻟﻈﺮﻭﻑ ﺍﳊﺎﻟﻴﺔ ﻭﻛﻦ ﻭﺍﻗﻌﻴﺎ ﹰ ﺣﻴﺎﻝ ﻫﺬﺍ‬ ‫ﺍﳌﻮﺿﻮﻉ‪.‬‬

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‫ﻻ ﺗﻨﺄ ﺑﻨﻔﺴﻚ ﻋﻦ ﺍﺨﻤﻟﺎﻃﺮ‬ ‫ﺇﺫﺍ ﻟﻢ ﻳﺘﻢ ﺇﺩﺍﺭﺓ ﺍﺨﻤﻟﺎﻃﺮ ﺍﻟﺘﻲ ﺳﺘﻨﺘﺸﺮ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‪ .‬ﻻ ﺗﻬﺮﺏ‬ ‫ﻣﻨﻬﺎ‪ ،‬ﺇﳕﺎ ﻋﺎﳉﻬﺎ ﻭﺳﺮﻋﺎﻥ ﻣﺎ ﺳﺘﻬﺮﺏ ﻣﻨﻚ‪.‬‬

‫ﺗﹸﻌﺘﺒﺮ ﺍﳌﺸﺎﺭﻳﻊ ﻣﺜﻞ ﺍﳌﺎﺭﺍﺛﻮﻥ ﻭﻟﻴﺲ ﻛﺴﺒﺎﻕ ﺍﻟـ ‪ 400‬ﻣﺘﺮ‬ ‫ﺣﺎﻓﻆ ﻓﻲ ﻛﻞ ﻣﺮﺍﺣﻞ ﺍﻟﻌﻤﻠﻴﺔ ﻋﻠﻰ ﺗﺮﻛﻴﺰ ﻭﻣﺸﺎﺭﻛﺔ ﺟﻤﻴﻊ‬ ‫ﺃﻓﺮﺍﺩ ﻓﺮﻳﻖ ﺍﳌﺸﺮﻭﻉ‪ ،‬ﺳﻮﺍﺀ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﺃﻭ ﻏﻴﺮ ﻣﺒﺎﺷﺮ‪ .‬ﺗﺘﻮﺍﺟﺪ‬ ‫ﺍﳌﺸﺎﺭﻳﻊ ﻋﻠﻰ ﻣﻨﺤﺪﺭ ﺯﻟﻖ ﻋﻨﺪﻣﺎ ﻳﺸﺎﺭﻙ ﻋﺪﺩ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ﺑﺎﳌﺮﺣﻠﺔ‬ ‫ﺍﻷﻭﻟﻰ ﻭﻣﻦ ﺛﻢ ﻳﹸﺘﺮﻙ ﺗﻨﻔﻴﺬ ﺍﳌﺸﺮﻭﻉ ﻋﻠﻰ ﻋﺎﺗﻖ ﺍﳌﺪﻳﺮ ﻭﺣﺪﻩ ﻟﻴﻘﻮﻡ ﺑﺘﺴﻠﻴﻤﻪ‪.‬‬ ‫ﺧﻄﻂ ﻟﻌﻤﻠﻚ ﻭﺍﻋﻤﻞ ﻋﻠﻰ ﺗﻨﻔﻴﺬ ﺧﻄﺘﻚ‬ ‫ﺃﻋﺮﻑ ﺃﻥ ﻫﺬﺍ ﺍﻷﻣﺮ ﻳﺒﺪﻭ ﻣﺒﺘﺬﻻﹰ‪ ،‬ﻭﻟﻜﻦ ﺧﻄﻂ ﻟﻌﻤﻠﻚ‬ ‫ﻭﺍﻧﺸﺮ ﻫﺬﻩ ﺍﻟﺜﻘﺎﻓﺔ ﻋﺒﺮ ﻓﺮﻕ ﺍﳌﺸﺮﻭﻉ‪ .‬ﺍﺗﺮﻙ ﻣﺴﺄﻟﺔ‬ ‫ﻣﻜﺎﻓﺤﺔ ﺍﳊﺮﺍﺋﻖ ﻟﻸﻋﻀﺎﺀ ﺍﳌﺪﺭﺑﲔ ﻣﻦ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ ﻟﻺﻃﻔﺎﺀ‪.‬‬


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‫إدارة‬

‫ﺟﺪﻳﺮ ﺑﺎﻟﺬﻛﺮ ﺃﻥ ﺍﳌﺎﺭﺛﻮﻥ ﺍﻟﺬﻱ ﻭﺻﻔﻪ ﺻﻮﺍﻥ ﺑﺄﻧﻪ ”ﻳﺘﺴﻖ ﻣﻊ ﺭﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ ‪،2030‬‬ ‫ﻭﻳﺪﻋﻢ ﺍﻟﺮﻛﺎﺋﺰ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺒﻴﺌﻴﺔ ﻣﻦ ﺧﻼﻝ ﺗﺮﻛﻴﺰﻩ ﻋﻠﻰ ﺍﻟﺘﻌﻠﻴﻢ ﻭﺍﻟﻌﻤﻞ‬ ‫ﺍﳉﻤﺎﻋﻲ ﻭﺍﻻﺑﺘﻜﺎﺭ ﺍﻟﻌﻠﻤﻲ“‪ ،‬ﻳﺴﺘﻘﻄﺐ ﻗﺎﺩﺓ ﺍﳊﺎﺿﺮ ﻭﺍﳌﺴﺘﻘﺒﻞ ﻭﺍﻷﻓﺮﺍﺩ ﺍﻟﺸﻐﻮﻓﲔ‬ ‫ﺑﻘﻀﺎﻳﺎ ﺍﻟﻄﺎﻗﺔ‪ ،‬ﻛﻤﺎ ﺃﻧﻪ ﻳﺸﺠﻌﻬﻢ ﻋﻠﻰ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﺍﺑﺘﻜﺎﺭ ﺣﻠﻮﻝ ﻣﺴﺘﺪﺍﻣﺔ‬ ‫ﳌﺸﻜﻠﺔ ﺍﻟﻄﺎﻗﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﻭﻓﻲ ”ﻣﺎﺭﺛﻮﻥ ﺷﻞ ﺍﻟﺒﻴﺌﻲ“ ﻳﻘﻮﻡ ﺍﻟﻄﻼﺏ ﺑﺘﺼﻤﻴﻢ ﻭﺑﻨﺎﺀ ﻣﺮﻛﺒﺎﺕ ﻣﻮﻓﺮﺓ ﻟﻠﻄﺎﻗﺔ ﻟﻠﺘﻨﺎﻓﺲ‬ ‫ﺑﻬﺎ‪ ،‬ﻭﺍﻟﻔﺮﻳﻖ ﺍﻟﻔﺎﺋﺰ ﻫﻮ ﺍﻟﻔﺮﻳﻖ ﺍﻟﺬﻱ ﻳﻘﻄﻊ ﺃﻃﻮﻝ ﻣﺴﺎﻓﺔ ﺑﺄﻗﻞ ﻛﻤﻴﺔ ﻣﻦ ﺍﻟﻄﺎﻗﺔ‪.‬‬ ‫ﻫﺬﺍ ﻭﻳﺠﺮﻱ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺣﺎﻟﻴﺎ ﹰ ﻹﻗﺎﻣﺔ ”ﻣﺎﺭﺛﻮﻥ ﺷﻞ ﺍﻟﺒﻴﺌﻲ“ ﳌﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ‬ ‫ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻋﺎﻡ ‪.2015‬‬ ‫ﺣﻤﺎﻳﺔ ﺃﺛﻤﻦ ﺃﺻﻮﻝ ﻗﻄﺮ‬ ‫ﹰ‬ ‫ﻻ ﺗﻌﺪ ﺍﻟﺴﻼﻣﺔ ﻋﻠﻰ ﺍﻟﻄﺮﻕ ﺟﺰﺀﺍ ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﺸﺮﻛﺔ ﺷﻞ‬ ‫ﻓﺤﺴﺐ‪ ،‬ﺑﻞ ﲤﺜﻞ ﺃﻳﻀﺎ ﹰ ﺃﻫﻤﻴﺔ ﺧﺎﺻﺔ ﻓﻲ ﻗﻄﺮ ﺣﻴﺚ ﻳﻠﻘﻰ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﺸﺒﺎﺏ‬ ‫ﺣﺘﻔﻬﻢ ﻓﻲ ﺣﻮﺍﺩﺙ ﻣﻔﺠﻌﺔ ﺑﺴﺒﺐ ﺍﻟﺴﺮﻋﺔ ﺍﳉﻨﻮﻧﻴﺔ‪.‬‬ ‫ﻭﻓﻲ ﺇﻃﺎﺭ ﺟﻬﻮﺩﻫﺎ ﳊﻤﺎﻳﺔ ﺃﻏﻠﻰ ﻭﺃﺛﻤﻦ ﺛﺮﻭﺍﺕ ﺍﻟﺒﻼﺩ‪ ،‬ﺩﺷﻨﺖ ﺷﻞ ﻗﻄﺮ ﺣﻤﻠﺔ ”ﻳﻮ ﺗﻴﺮﻥ‬ ‫– ”‪ U-Turn‬ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ ﻟﺘﻌﺰﻳﺰ ﺍﻟﺘﻮﻋﻴﺔ ﺑﺈﺭﺷﺎﺩﺍﺕ ﺍﻟﺴﻼﻣﺔ ﻋﻠﻰ ﺍﻟﻄﺮﻕ ﺍﻟﺘﻲ ﺃﻋﺪﺕ‬ ‫ﺑﺎﻟﺘﺸﺎﻭﺭ ﻣﻊ ﻭﺯﺍﺭﺓ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻭﲟﺎ ﻳﺘﻔﻖ ﻣﻊ ﺃﻭﻟﻮﻳﺎﺗﻬﺎ‪.‬‬ ‫ﻭﺑﺤﺴﺐ ﻭﺍﺋﻞ ﺻﻮﺍﻥ‪ ،‬ﻓﺈﻥ ﺣﻤﻠﺔ ”ﻳﻮ ﺗﻴﺮﻥ“ ﺗﺴﺘﻨﺪ ﺇﻟﻰ ﺑﺤﺚ ﻣﺒﺘﻜﺮ ﻟﻠﺴﻮﻕ ﺃﺟﺮﺗﻪ ﺷﻞ‬ ‫ﻓﻲ ﺍﻟﻌﺎﻡ ﺍﳌﻨﺼﺮﻡ ﻭﺗﺮﻛﺰ ﺍﳊﻤﻠﺔ ﻋﻠﻰ ﺍﻟﺸﺒﺎﺏ ﻣﻦ ﺍﻟﺬﻛﻮﺭ ﺍﻟﺬﻳﻦ ﺗﺘﺮﺍﻭﺡ ﺃﻋﻤﺎﺭﻫﻢ ﺑﲔ‬ ‫ﺍﻟﺴﺎﺩﺳﺔ ﻋﺸﺮ ﻭﺍﳊﺎﺩﻳﺔ ﻭﺍﻟﻌﺸﺮﻳﻦ ﺍﻷﻛﺜﺮ ﻋﺮﺿﺔ ﳊﻮﺍﺩﺙ ﺍﻟﺴﻴﺎﺭﺍﺕ‪ .‬ﻭﻫﻮ ﻣﺎ ﺃﻭﺿﺤﻪ‬ ‫ﺑﻘﻮﻟﻪ‪” :‬ﻟﻘﺪ ﺃﺛﻤﺮ ﺍﻟﺒﺤﺚ ﻋﻦ ﺗﺒﻨﻴﻨﺎ ﳌﻨﻬﺠﻴﺔ ﺗﺴ ﹼﻠﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻟﺸﺒﺎﻥ ﺍﻟﻮﺍﺛﻘﲔ‬ ‫ﺑﺄﻧﻔﺴﻬﻢ ﻭ“ﺭﺍﺑﻄﻲ ﺍﳉﺄﺵ“ ﺍﻟﺬﻱ ﻳﺘﺼﺮﻓﻮﻥ ﻋﻠﻰ ﻧﺤﻮ ﺳﻠﻴﻢ‪ ،‬ﺑﺪﻻ ﹰ ﻣﻦ ﺗﺒﻨﻲ ”ﺗﻜﺘﻴﻜﺎﺕ‬ ‫ﺍﳋﻮﻑ“ ﺃﻭ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺨﺎﻟﻔﺔ ﺍﻟﻘﻮﺍﻋﺪ“‪.‬‬ ‫ﻭﻳﺘﺄﻟﻒ ﻓﻴﺪﻳﻮ ﺍﳊﻤﻠﺔ – ﺍﻟﺬﻱ ﳝﻜﻦ ﻣﺸﺎﻫﺪﺗﻪ ﻋﻠﻰ ﺍﻟﻴﻮﺗﻴﻮﺏ ﻣﻦ ﺛﻼﺛﺔ ﺃﻓﻼﻡ ﻗﺼﻴﺮﺓ‬ ‫)‪ (www.youtube.com/user/uturnsafedriving‬ﺗﺮﻛﺰ ﻋﻠﻰ ﺍﻟﺴﺮﻋﺔ ﻭﺣﺰﺍﻡ‬ ‫ﺍﻷﻣﺎﻥ ﻭﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻬﻮﺍﺗﻒ ﺍﳋﻠﻮﻳﺔ ﺃﺛﻨﺎﺀ ﺍﻟﻘﻴﺎﺩﺓ‪ ،‬ﻭﰎ ﺑﺜﻪ ﻋﻠﻰ ﻗﻨﺎﺓ ﺍﳉﺰﻳﺮﺓ ﺍﻟﺮﻳﺎﺿﻴﺔ ﻭ“ﺇﻡ ﺑﻲ‬ ‫ﺳﻲ ‪ “2‬ﻭ ﻗﻨﺎﺓ ﺍﻟﺪﻭﺭﻱ ﻭﺍﻟﻜﺄﺱ‪ ،‬ﻭﺩﻭﺭ ﺍﻟﺴﻴﻨﻤﺎ ﺍﶈﻠﻴﺔ‪ ،‬ﻋﻼﻭﺓ ﻋﻠﻰ ﺍﳊﻤﻠﺔ ﺍﻹﺫﺍﻋﻴﺔ‪.‬‬ ‫ﻧﻈﺮﺍ ﹰ ﻷﻥ ﺍﻟﺴﻤﻨﺔ ﺗﺸﻜﻞ ﺧﻄﺮﺍ ﹰ ﻣﻌﺮﻭﻓﺎ ﹰ ﻭﺷﺎﺋﻌﺎ ﹰ ﻳﻬﺪﺩ ﺍﻟﺸﺒﺎﺏ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﺗﺴﺘﺜﻤﺮ‬ ‫ﺷﻞ ﻗﻄﺮ ﺑﻜﺜﺎﻓﺔ ﻓﻲ ﺍﻟﺮﻳﺎﺿﺔ‪ ،‬ﻻﺳﻴﻤﺎ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ ،‬ﺑﺪﺀﺍ ﹰ ﻣﻦ ﺭﻋﺎﻳﺔ ﺍﻟﻘﺎﻋﺪﺓ ﺍﻟﺸﻌﺒﻴﺔ‬ ‫ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ﻟﻠﺸﺒﺎﺏ ﻭﺻﻮﻻ ﹰ ﺇﻟﻰ ﺭﻋﺎﻳﺔ ﻛﺒﺮﻯ ﻣﺴﺎﺑﻘﺎﺕ ﻛﺮﺓ ﺍﻟﻘﺪﻡ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻛﺄﺱ‬ ‫ﺳﻤﻮ ﺍﻷﻣﻴﺮ‪ ،‬ﺣﻴﺚ ﻭﻗﻊ ﺍﻻﲢﺎﺩ ﺍﻟﻘﻄﺮﻱ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ﺍﺗﻔﺎﻗﻴﺔ ﺷﺮﺍﻛﺔ ﻣﻊ ﺷﻞ ﻗﻄﺮ‬ ‫ﻟﺘﻄﻮﻳﺮ ﻣﺒﺎﺩﺭﺓ ”ﻛﻮﺭﺓ ﺗﺎﱘ“‪ ،‬ﻭﻫﻲ ﻣﺒﺎﺩﺭﺓ ﻣﺼﻤﻤﺔ ﺧﺼﻴﺼﺎ ﹰ ﻟﺘﺤﺴﲔ ﺻﺤﺔ ﻭﻟﻴﺎﻗﺔ‬ ‫ﺍﻟﺸﺒﺎﺏ ﺍﻟﻘﻄﺮﻱ ﻋﺒﺮ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ .‬ﻭﺑﻮﺻﻔﻬﺎ ﻣﺒﺎﺩﺭﺓ ﻣﺠﺘﻤﻌﻴﺔ‪ ،‬ﻓﺈﻥ ﻣﺒﺎﺩﺭﺓ ”ﻛﻮﺭﺓ ﺗﺎﱘ“‬ ‫ﺗﺴﺘﻌﲔ ﺑﻜﺮﺓ ﺍﻟﻘﺪﻡ ﻛﻨﻘﻄﺔ ﺍﻧﻄﻼﻗﺔ ﺗﺼﻞ ﻣﻦ ﺧﻼﻟﻬﺎ ﺇﻟﻰ ﳕﻂ ﺣﻴﺎﺓ ﺻﺤﻲ ﺑﺘﻴﺴﻴﺮ‬ ‫ﺯﻳﺎﺩﺓ ﻋﺪﺩ ﺳﺎﻋﺎﺕ ﺍﻟﻨﺸﺎﻁ ﺍﻟﺒﺪﻧﻲ ﻭﺯﻳﺎﺩﺓ ﻓﺮﺹ ﻭﻣﺴﺎﺣﺎﺕ ﺍﻟﻠﻌﺐ‪.‬‬ ‫ﻭﻗﺪ ﺗﻮﺳﻌﺖ ﺍﳌﺒﺎﺩﺭﺓ ﻫﺬﺍ ﺍﻟﻌﺎﻡ ﺑﻌﺪ ﺗﺪﺷﲔ ﺑﺮﻧﺎﻣﺞ ”ﺍﻟﻌﺐ ﻭﻳﺎﻧﺎ“ – ﻭﻫﻲ ﻋﺒﺎﺭﺓ ﻋﻦ‬ ‫ﺑﺮﻧﺎﻣﺞ ﻣﺪﺭﺳﻲ ﻟﻸﻧﺸﻄﺔ ﺍﻟﺘﺮﻓﻴﻬﻴﺔ ﻳﺴﺘﻨﺪ ﺇﻟﻰ ﻃﺮﻳﻘﺔ ”ﻓﻮﺗﺒﻮﻟﻨﺖ – ‪Futbol-‬‬ ‫‪ “Net‬ﺍﻟﺘﻲ ﺍﺑﺘﻜﺮﻫﺎ ﻧﺎﺩﻱ ﺑﺮﺷﻠﻮﻧﺔ ﺍﳋﻴﺮﻱ‪ .‬ﻭﻳﺴﺘﺨﺪﻡ ﻫﺬﺍ ﺍﻟﺒﺮﻧﺎﻣﺞ ﻛﺮﺓ ﺍﻟﻘﺪﻡ‬ ‫ﻛﻮﺳﻴﻠﺔ ﻻﻛﺘﺴﺎﺏ ﺍﻟﻌﺎﺩﺍﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺗﻮﻓﻴﺮ ﺃﺭﺑﻊ ﺳﺎﻋﺎﺕ ﺇﺿﺎﻓﻴﺔ ﻣﻦ ﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻟﺮﻳﺎﺿﻴﺔ ﻏﻴﺮ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻟﻸﻃﻔﺎﻝ ﺃﺳﺒﻮﻋﻴﺎ ﹰ‪.‬‬ ‫ﻭﻗﺪ ﺍﺳﺘﻬﻞ ﺗﺪﺷﲔ ﺍﳌﺒﺎﺩﺭﺓ ﺑﺎﺣﺘﻔﺎﻟﻴﺎﺕ ﻓﻲ ﺷﺘﻰ ﺃﺭﺟﺎﺀ ﺍﻟﺒﻼﺩ ﺣﻀﺮﻫﺎ ﺃﻛﺜﺮ ﻣﻦ ﺃﻟﻒ‬ ‫ﻃﻔﻞ ﺃﻣﺎ ﺍﺣﺘﻔﺎﻟﻴﺔ ﺍﳋﻮﺭ ﻓﻘﺪ ﺣﻀﺮﻫﺎ ‪ 300‬ﻣﻦ ﻃﻼﺏ ﺍﳌﺪﺍﺭﺱ‪.‬‬ ‫‪42‬‬

‫ﻭﺍﺋﻞ ﺻﻮﺍﻥ‬

‫ﺧﻼﻝ ﻛﺄﺱ ﺳﻤﻮ ﺃﻣﻴﺮ ﺍﻟﺒﻼﺩ‪ ،‬ﺃﻃﻠﻖ ﺍﻻﲢﺎﺩ ﺍﻟﻘﻄﺮﻱ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ﻭﻗﻄﺮ ﺷﻞ ﺑﺮﻧﺎﻣﺞ‬ ‫”ﻟﻌﺒﺘﻚ“ ﻓﻲ ﺇﻃﺎﺭ ﻣﺒﺎﺩﺭﺓ ”ﻛﻮﺭﺓ ﺗﺎﱘ!“ ﻭﻫﻮ ﺑﺮﻧﺎﻣﺞ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ﻳﺠﻮﻝ ﺃﻧﺤﺎﺀ ﻗﻄﺮ‪ .‬ﻭﻣﻊ‬ ‫ﺣﻀﻮﺭ ﺃﻛﺜﺮ ﻣﻦ ‪ 6‬ﺁﻻﻑ ﻣﺸﺎﺭﻙ ﻣﻨﺬ ﺍﻧﻄﻼﻗﻪ‪ ،‬ﰎ ﺣﺮﻕ ‪ 17824‬ﺳﻌﺮﺓ ﺣﺮﺍﺭﻳﺔ ﻓﻲ ﺟﻤﻴﻊ‬ ‫ﺃﻧﺤﺎﺀ ﺍﻟﺒﻼﺩ ﻧﺘﻴﺠﺔ ﺠﻤﻟﻤﻮﻋﺔ ﻭﺍﺳﻌﺔ ﻣﻦ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﻲ ﻛﺎﻧﺖ ﺟﺰﺀﺍ ﹰ ﻣﻦ ﺑﺮﻧﺎﻣﺞ ”ﻟﻌﺒﺘﻚ“‪.‬‬ ‫ﺑﻨﺎﺀ ﺍﻟﻜﻔﺎﺀﺓ ﺍﺳﺘﻨﺎﺩﺍﹰ ﺇﻟﻰ ﺍﻟﺘﻤﻴﹼﺰ‬ ‫ﻓﻲ ﻣﺆﲤﺮ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺬﻱ ﻋﻘﺪ ﻣﺆﺧﺮﺍ ﹰ ﺑﺮﻋﺎﻳﺔ ﻭﺯﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﺠﺎﺭﺓ‪،‬‬ ‫ﺭﺑﻂ ﺑﺪﺭ ﺍﳉﻴﺪﺓ‪ ،‬ﻣﺪﻳﺮ ﺍﻟﻌﻤﻠﻴﺎﺕ ﲟﺮﻛﺰ ”ﺗﻔﻮﻕ“‪ ،‬ﺑﲔ ﻛﻞ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﺑﻴﺎﻥ ﺑﻠﻴﻎ‪ ،‬ﺣﻴﺚ‬ ‫ﻗﺎﻝ‪” :‬ﺗﻘﻮﻡ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺘﻨﺎ ﻋﻠﻰ ﺑﻨﺎﺀ ﺑﺮﻧﺎﻣﺞ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻦ ﺧﻼﻝ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ‬ ‫ﺍﺠﻤﻟﺘﻤﻊ ﻭﺍﻟﺸﺒﺎﺏ ﻭﺍﻟﺘﻘﻄﻴﺮ ﻭﺗﻄﻮﻳﺮ ﺇﺭﺙ ﻣﻦ ﺍﻟﻜﻔﺎﺀﺓ ﺍﳌﻬﻨﻴﺔ ﺍﳌﺴﺘﺪﺍﻣﺔ ﻓﻲ ﻗﻄﺮ“‪.‬‬ ‫ﻭﻭﺍﺻﻞ ﺣﺪﻳﺜﻪ ﻋﻦ ”ﺗﻔﻮﻕ“ – ﻣﺮﻛﺰ ﺍﻟﺘﻤ ﹼﻴﺰ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ ‪ -‬ﺑﺎﻋﺘﺒﺎﺭﻩ ﻣﺮﻛﺰﺍ ﹰ ﻳﻘﻮﻡ‬ ‫ﻋﻠﻰ ﺍﻟﺸﺮﺍﻛﺔ ﺑﲔ ﻗﻄﺮ ﻟﻠﺒﺘﺮﻭﻝ ﻭﺟﺎﻣﻌﺔ ﺣﻤﺪ ﺑﻦ ﺧﻠﻴﻔﺔ ﻭﺷﻞ ﻗﻄﺮ‪ ،‬ﻭﻳﺮﻛﺰ ﻋﻠﻰ‬ ‫ﻛﻔﺎﺀﺍﺕ ﻣﺤﺘﺮﻓﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‪.‬‬ ‫ﻭﻭﺍﺻﻞ ﺍﳉﻴﺪﺓ ﺣﺪﻳﺜﻪ‪ ،‬ﻗﺎﺋﻼﹰ‪” :‬ﺍﻧﺘﻬﻴﻨﺎ ﺑﺴﻼﻡ ﻣﻦ ﺇﲤﺎﻡ ﻣﺸﺮﻭﻉ ﻣﺼﻨﻊ ﺍﻟﻠﺆﻟﺆﺓ ﻟﺘﺤﻮﻳﻞ‬ ‫ﺍﻟﻐﺎﺯ ﺇﻟﻰ ﺳﻮﺍﺋﻞ ﺑﺎﳌﺸﺎﺭﻛﺔ ﻣﻊ ﻗﻄﺮ ﻟﻠﺒﺘﺮﻭﻝ‪ ،‬ﻓﻲ ﺍﳌﻮﻋﺪ ﺍﶈﺪﺩ ﻭﺩﻭﻥ ﲡﺎﻭﺯ ﺍﳌﻴﺰﺍﻧﻴﺔ‬ ‫ﺍﺨﻤﻟﺼﺼﺔ‪ .‬ﻭﻗﺪ ﺍﺳﺘﻠﺰﻡ ﻫﺬﺍ ﺍﻟﺘﺤﻠﻲ ﲟﻬﺎﺭﺍﺕ ﻣﺘﻤﻴﺰﺓ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ؛ ﻭﺗﺪﺭﻙ ﺷﻞ‬ ‫ﻗﻄﺮ ﺃﻥ ﺩﻭﻟﺔ ﻗﻄﺮ ﺑﺼﺪﺩ ﺇﻧﺸﺎﺀ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺃﺿﺨﻢ ﺍﳌﺸﺮﻭﻋﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﻓﻲ ﺳﺒﻴﻞ‬ ‫ﲢﻘﻴﻖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﺎ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ‪ ،‬ﻭﺳﺘﻮﺍﺻﻞ ﺃﻳﻀﺎ ﹰ ﺗﺸﺠﻴﻊ ﻣﻬﺎﺭﺍﺕ ﻭﺇﻣﻜﺎﻧﻴﺎﺕ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ ﻭﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻴﻬﺎ“‪.‬‬ ‫ﻫﺬﺍ ﻭﻳﺴﺘﺜﻤﺮ ﻣﺮﻛﺰ ”ﺗﻔﻮﻕ“ ﳒﺎﺡ ﺃﻛﺎﺩﳝﻴﺔ ﺷﻞ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ ﺍﻟﺸﻬﻴﺮﺓ ﻭﺍﳌﻌﺘﺮﻑ‬ ‫ﺑﻬﺎ ﺩﻭﻟﻴﺎﹰ‪ ،‬ﻭﻳﺤﺎﻭﻝ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﳕﻮﺫﺝ ﺍﻟﺘﺪﺭﻳﺐ ﺍﳋﻤﺎﺳﻲ ﻭﺧﺒﺮﺍﺕ ﻗﻄﺮ ﻟﻠﺒﺘﺮﻭﻝ ﻓﻲ‬ ‫ﺑﻨﺎﺀ ﺍﳌﺸﺮﻭﻋﺎﺕ ﺍﻟﺮﺃﺳﻤﺎﻟﻴﺔ ﺍﻟﻀﺨﻤﺔ‪.‬‬ ‫ﻭﻛﺎﻥ ﺧﻤﺲ ﻭﺗﺴﻌﻮﻥ ﻣﺘﺨﺼﺼﺎ ﹰ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ ﻗﺪ ﳒﺤﻮﺍ ﻓﻲ ﺍﺟﺘﻴﺎﺯ ﺩﻭﺭﺍﺕ‬ ‫”ﺗﻔﻮﻕ“ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ ﻭﺑﺎﺗﻮﺍ ﺍﻵﻥ ﻳﺸﻜﻠﻮﻥ ﻧﻮﺍﺓ ”ﻣﺠﺘﻤﻊ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺮﻭﻋﺎﺕ“ ﻓﻲ ﻗﻄﺮ‪.‬‬ ‫ﺗﺘﺒﻨﻰ ﺷﻞ ﻗﻄﺮ ﻣﻨﻬﺠﻴﺔ ﺷﺎﻣﻠﺔ ﺗﺮﻛﺰ ﻋﻠﻰ ﺩﻋﻢ ﺍﻟﺮﻛﺎﺋﺰ ﺍﻷﺭﺑﻊ ﻟﺮﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ‬ ‫‪ ،2030‬ﻭﻫﻮ ﻣﺎ ﳝ ﹼﻴﺰ ﺑﺮﻧﺎﻣﺠﻬﺎ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻋﻦ ﻏﻴﺮﻩ‪ .‬ﻓﻤﻦ ﺧﻼﻝ ﺇﻃﻼﻕ‬ ‫ﺍﳌﺒﺎﺩﺭﺍﺕ ﻟﺪﻋﻢ ﻛﻞ ﺍﻟﺮﻛﺎﺋﺰ ﺍﻷﺭﺑﻊ ﻟﺮﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﺗﺴﻌﻰ ﺷﻞ ﻗﻄﺮ ﻣﻊ ﺷﺮﻛﺎﺋﻬﺎ‬ ‫ﺇﻟﻰ ﻭﺿﻊ ﳕﻮﺫﺝ ﻳﺤﺘﺬﻯ ﺑﻪ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ‪.‬‬


‫ﻭﺑﻔﻀﻞ ﺗﻠﻚ ﺍﻟﺸﺮﺍﻛﺔ ﺍﻻﺳﺘﺜﻨﺎﺋﻴﺔ‪ ،‬ﺍﺳﺘﺜﻤﺮﺕ ﺷﻞ ﺣﻮﺍﻟﻲ ‪ 21‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﻓﻲ ﻗﻄﺮ‬ ‫ﻟﺘﺼﺒﺢ ﺍﻟﺸﺮﻛﺔ ﺑﺬﻟﻚ ﺃﻛﺒﺮ ﻣﺴﺘﺜﻤﺮ ﺩﻭﻟﻲ ﻓﻲ ﺍﻟﺒﻼﺩ‪.‬‬ ‫ﻭﻓﻲ ﺣﲔ ﺷﺮﻋﺖ ﻗﻄﺮ ﻓﻲ ﲢﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺗﻬﺎ ﻭﺍﲡﺎﻫﺎﺗﻬﺎ ﻓﻲ ﺍﻷﻟﻔﻴﺔ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﻇﻠﺖ ﺷﻞ‬ ‫ﻣﻠﺘﺰﻣﺔ ﺑﺈﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻓﻲ ﻣﺠﺎﻻﺕ ﺧﺒﺮﺗﻬﺎ‪ ،‬ﻭﻫﻲ ﺍﻻﺑﺘﻜﺎﺭ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪.‬‬ ‫ﻫﺬﺍ ﻭﻗﺪ ﺭﺳﻤﺖ ﺭﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ ‪ ،2030‬ﺍﻟﺘﻲ ﻧﺸﺮﺕ ﻋﺎﻡ ‪ ،2008‬ﺇﻃﺎﺭﺍ ﹰ ﻭﺍﺿﺤﺎ ﹰ‬ ‫ﻟﻸﻭﻟﻮﻳﺎﺕ‪ ،‬ﻣﻮﺟﻬﺔ ﺍﻟﺪﻋﻮﺓ ﻟﻠﻤﺸﺎﺭﻛﺔ ﺍﻟﻮﺍﺳﻌﺔ ﻭﺧﻠﻖ ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﺰﺧﻢ ﺗﺴﻬﻢ ﻓﻲ‬ ‫ﺩﻓﻊ ﻗﻄﺮ ﺇﻟﻰ ﺍﻻﻧﺘﻘﺎﻝ ﺇﻟﻰ ﻋﻬﺪ ﺟﺪﻳﺪ‪ .‬ﻭﻣﻦ ﺃﺟﻞ ﺇﺩﺭﺍﻙ ﻫﺬﻩ ﺍﻷﻭﻟﻮﻳﺎﺕ‪ ،‬ﺗﺴﻌﻰ ﺷﻞ‬ ‫ﻗﻄﺮ ﻟﻼﺿﻄﻼﻉ ﺑﺪﻭﺭﻫﺎ‪.‬‬ ‫ﻳﻠﺨﺺ ﻭﺍﺋﻞ ﺻﻮﺍﻥ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻭﺭﺋﻴﺲ ﻣﺠﻠﺲ ﺇﺩﺍﺭﺓ ﺷﺮﻛﺎﺕ ﺷﻞ ﻗﻄﺮ‪ ،‬ﺍﻟﻨﻬﺞ‬ ‫ﺍﻟﺬﻱ ﺗﺘﺒﻨﺎﻩ ﺍﻟﺸﺮﻛﺔ ﳌﺴﺎﻋﺪﺓ ﺍﻟﺒﻼﺩ ﻋﻠﻰ ﲢﻘﻴﻖ ﺭﺅﻳﺘﻬﺎ‪ ،‬ﻗﺎﺋﻼﹰ‪” :‬ﺗﺆﻣﻦ ﺷﻞ ﻗﻄﺮ ﺑﺄﻧﻪ‬ ‫ﻳﺠﺐ ﺃﻥ ﺗﻌﺒﺮ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﻋﻦ ﺃﺛﺮ ﻣﺎﺩﻱ ﻗﺎﺑﻞ ﻟﻠﻘﻴﺎﺱ ﻳﻌﻮﺩ‬ ‫ﺑﺎﻟﻨﻔﻊ ﻋﻠﻰ ﺍﳌﻮﺍﻃﻨﲔ ﻭﺍﺠﻤﻟﺘﻤﻊ ﺍﻟﻘﻄﺮﻱ‪ .‬ﻭﻟﺬﻟﻚ ﻧﺴﻌﻰ ﻟﺘﺠﺎﻭﺯ ﺍﻟﺘﺒﺮﻋﺎﺕ ﺍﳋﻴﺮﻳﺔ ﺇﻟﻰ‬ ‫ﺍﳌﺴﺎﻫﻤﺔ ﺑﻜﻞ ﻣﻦ ﺍﺑﺘﻜﺎﺭﺍﺗﻨﺎ ﻭﺧﺒﺮﺍﺗﻨﺎ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﳌﺎﻝ“‪.‬‬ ‫ﻣﻨﻬﺠﻴﺔ ﺷﺎﻣﻠﺔ ﻧﺤﻮ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺗﻮﻇﻒ ﺷﻞ ﻗﻄﺮ ﻣﻨﻬﺠﻴﺔ ﺷﺎﻣﻠﺔ ﻧﺤﻮ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺗﺴﺘﺮﺷﺪ‬ ‫ﻭﺗﺮﺗﻜﺰ ﻋﻠﻰ ﺍﻟﺮﺅﻳﺔ ﺍﻟﻮﻃﻨﻴﺔ‪ .‬ﻭﺑﻴﻨﻤﺎ ﺗﺴﻬﻢ ﺃﻧﺸﻄﺘﻬﺎ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺍﻷﺳﺎﺳﻴﺔ ‪-‬‬ ‫ﻣﺘﺠﺴﺪﺓ ﻓﻲ ﻣﺼﻨﻊ ﺍﻟﻠﺆﻟﺆﺓ ﻟﺘﺤﻮﻳﻞ ﺍﻟﻐﺎﺯ ﺇﻟﻰ ﺳﻮﺍﺋﻞ ‪ -‬ﻓﻲ ﺍﻟﺮﻛﻴﺰﺓ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ ‫ﻟﺮﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻓﺈﻥ ﺟﻬﻮﺩ ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺑﺸﺮﻛﺔ ﺷﻞ ﺗﺴﻌﻰ ﺇﻟﻰ‬ ‫ﺍﻹﺳﻬﺎﻡ ﻓﻲ ﺭﻛﻴﺰﺗﻲ ﺍﻟﺘﻨﻤﻴﺔ ﺍﻟﺒﺸﺮﻳﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻓﻲ ﺭﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ‬ ‫ﺧﻼﻝ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﳌﻮﺍﻫﺐ ﺍﻟﻘﻄﺮﻳﺔ ﻭﺗﻄﻮﻳﺮ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﻘﻄﺮﻳﺔ‪ ،‬ﻓﻀﻼﹰ ﻋﻦ ﺍﻹﺳﻬﺎﻡ‬ ‫ﻓﻲ ﺭﻛﻴﺰﺓ ﺍﻟﺒﻴﺌﺔ‪.‬‬ ‫ﺗﻨﻤﻴﺔ ﻗﻄﺎﻉ ﺧﺎﺹ ﺣﻴﻮﻱ‬ ‫ﺃﻃﻠﻘﺖ ﺷﻞ ﻗﻄﺮ ﻣﺒﺎﺩﺭﺓ ﺗﺮﻣﻲ ﺇﻟﻰ ﺍﺳﺘﻘﻄﺎﺏ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﳌﺼﺎﻧﻊ ﺍﶈﻠﻴﺔ ﻭﺿﻤﻬﺎ ﺇﻟﻰ ﺳﻠﺴﻠﺔ ﻣﻮﺭﺩﻳﻬﺎ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﲤﻜﻴﻨﻬﺎ ﻣﻦ ﺃﻥ‬ ‫ﺗﺼﺒﺢ ﺍﳌﻮﺭﺩ ﺍﳌﻔﻀﻞ ﳌﺼﻨﻊ ﺍﻟﻠﺆﻟﺆﺓ ﻟﺘﺤﻮﻳﻞ ﺍﻟﻐﺎﺯ ﺇﻟﻰ ﺳﻮﺍﺋﻞ – ﺃﺿﺨﻢ ﻣﺼﻨﻊ ﻣﻦ‬ ‫ﻧﻮﻋﻪ ﻓﻲ ﺍﻟﻌﺎﻟﻢ – ﺑﺪﻻ ﹰ ﻣﻦ ﻣﻮﺭﺩﻱ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺪﻭﻟﻴﲔ‪.‬‬ ‫ﻭﻓﻲ ﻭﺭﺷﺔ ﺍﻟﻌﻤﻞ ﺍﳌﺼﺎﺣﺒﺔ ﻟﺘﻠﻚ ﺍﳌﺒﺎﺩﺭﺓ‪ ،‬ﲢﺪﺙ ﻭﺍﺋﻞ ﺻﻮﺍﻥ ﺃﻣﺎﻡ ﺃﻛﺜﺮ ﻣﻦ ﻣﺎﺋﺔ ﻣﻦ‬ ‫ﺃﺻﺤﺎﺏ ﺍﻟﺸﺮﻛﺎﺕ ﺍﶈﻠﻴﺔ – ﻭﻛﻠﻬﺎ ﺷﺮﻛﺎﺕ ﺻﻐﻴﺮﺓ ﻭﻣﺘﻮﺳﻄﺔ – ﻗﺎﺋﻼﹰ‪” :‬ﻧﺤﻦ ﻧﻘﻮﻡ‬ ‫ﺑﺬﻟﻚ ﻷﻧﻨﺎ ﻧﺪﺭﻙ ﺃﻫﻤﻴﺔ ﺗﻄﻮﻳﺮ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﺍﻟﺒﻼﺩ ﺍﻟﺘﻲ ﻧﻌﻤﻞ‬ ‫ﺑﻬﺎ ﳋﻠﻖ ﻗﻄﺎﻉ ﺧﺎﺹ ﺣﻴﻮﻱ ﻭﺩﻳﻨﺎﻣﻴﻜﻲ‪ .‬ﻭﻧﺜﻖ ﻛﻞ ﺍﻟﺜﻘﺔ ﺑﺠﻮﺩﺓ ﻣﻨﺘﺠﺎﺕ ﻭﺧﺪﻣﺎﺕ‬ ‫ﺷﺮﻛﺎﺋﻨﺎ ﺍﶈﻠﻴﲔ ﻭﺳﻨﻮﺍﺻﻞ ﺟﻬﻮﺩﻧﺎ ﺍﻟﺮﺍﻣﻴﺔ ﺇﻟﻰ ﺍﻟﺒﺤﺚ ﻋﻦ ﻓﺮﺹ ﺗﻮﺳﻴﻊ ﻗﺎﻋﺪﺓ‬ ‫ﺍﻟﺸﺮﺍﻛﺔ“‪ .‬ﻭﺃﺿﺎﻑ‪” :‬ﻣﻦ ﺷﺄﻥ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﺍﳌﺰﺩﻫﺮ‪ ،‬ﺍﻟﺬﻱ ﻳﺒﺪﺃ ﺑﺸﺮﻛﺎﺕ ﺻﻐﻴﺮﺓ‬ ‫ﻭﻣﺘﻮﺳﻄﺔ ﻭﺭ ﹼﻭﺍﺩ ﺃﻋﻤﺎﻝ‪ ،‬ﺃﻥ ﻳﻔﻴﺪ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻜﺒﺮﻯ؛ ﻭﻧﺄﻣﻞ ﺃﻥ ﺗﺼﺒﺢ ﺷﻞ ﻗﻄﺮ‬ ‫ﺍﻟﻨﻤﻮﺫﺝ ﺍﻟﺮﺍﺋﺪ ﺍﻟﺬﻱ ﳒﺢ ﻓﻲ ﺇﻧﺸﺎﺀ ﻭﻣﻦ ﺛﻢ ﺗﺸﻐﻴﻞ ﻣﺸﺮﻭﻋﺎﺕ ﻋﺎﳌﻴﺔ ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ‬ ‫ﻣﻮﺭﺩﻳﻦ ﻣﺤﻠﻴﲔ“‪.‬‬ ‫ﲡﺪﺭ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻧﻪ ﻗﺪ ﰎ ﺗﻨﻈﻴﻢ ﻭﺭﺷﺔ ﺍﻟﻌﻤﻞ ﺗﻠﻚ ﻓﻲ ﺃﻋﻘﺎﺏ ﺍﺗﻔﺎﻗﻴﺔ ﻭ ﹼﻗﻌﺖ ﺑﲔ‬ ‫ﺷﻞ ﻗﻄﺮ ﻭﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻣﻄﻠﻊ ﻫﺬﺍ ﺍﻟﻌﺎﻡ ﺑﻬﺪﻑ ﺗﺰﻭﻳﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﳌﺼﺎﻧﻊ‬ ‫ﺍﶈﻠﻴﺔ ﺑﺎﻟﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﻓﺮﺹ ﺍﻷﻋﻤﺎﻝ ﺍﳉﺪﻳﺪﺓ‪.‬‬ ‫ﻛﻤﺎ ﻭﻗﻌﺖ ﺷﻞ ﻗﻄﺮ ﺃﻳﻀﺎ ﹰ ﺍﺗﻔﺎﻗﻴﺔ ﻣﻊ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻣﻊ ﻣﺠﻤﻮﻋﺔ ﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ‪ ،CPI Media Group‬ﻧﺎﺷﺮ ﻣﺠﻠﺔ ”ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ“‪ ،‬ﻟﻴﻌﻤﻼ ﻋﻠﻰ‬ ‫ﺗﻮﻓﻴﺮ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻨﺼﺎﺋﺢ ﺍﻟﻬﺎﻣﺔ ﺣﻮﻝ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻔﻀﻠﻰ ﻣﻦ ﺧﺒﺮﺍﺀ ﻣﺤﻠﻴﲔ‬ ‫ﻭﺩﻭﻟﻴﲔ‪.‬‬

‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﻋﻘﻮﻝ ﺍﻟﺸﺒﺎﺏ‬ ‫ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﺘﻢ ﻓﻴﻪ ﻣﺴﺎﻧﺪﺓ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﻘﺎﺋﻤﺔ‪ ،‬ﻓﺈﻥ ﺷﻞ‬ ‫ﻗﻄﺮ ﺗﺪﺭﻙ ﺃﻳﻀﺎ ﹰ ﺃﻥ ﻏﺮﺱ ﺛﻘﺎﻓﺔ ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﺗﺒﺪﺃ ﺑﻨﻮﻉ ﺁﺧﺮ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭ‪ ،‬ﺃﻻ ﻭﻫﻮ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﻌﻘﻮﻝ ﺍﻟﺸﺎﺑﺔ‪.‬‬

‫ﻋﻘﺐ ﳒﺎﺡ ﻣﺴﺎﺑﻘﺔ ”ﲢﺪﻱ ﺍﻷﻋﻤﺎﻝ ‪ ،“2012‬ﻭﻗﻌﺖ ﺷﻞ ﻗﻄﺮ ﺍﺗﻔﺎﻗﻴﺔ ﻣﻊ ﻣﺮﻛﺰ“ﺑﺪﺍﻳﺔ“‬ ‫ﻟﺘﻨﻈﻴﻢ ﻣﺴﺎﺑﻘﺔ ”ﲢﺪﻱ ﺍﻷﻋﻤﺎﻝ ‪ “2013‬ﻓﻲ ﻗﻄﺮ‪ ،‬ﻭﻫﻲ ﻣﺴﺎﺑﻘﺔ ﶈﺎﻛﺎﺓ ﺍﻷﻧﺸﻄﺔ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﺗﺸﺠﻊ ﺭﻭﺡ ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﻌ ﹼﺮﻑ ﻋﻠﻰ ﺳﺒﻞ ﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﺑﲔ ﺍﻟﺸﺒﺎﺏ‪.‬‬ ‫ﻳﹸﺸﺎﺭ ﺇﻟﻰ ﺃﻥ ﺷﻞ ﻭﻣﺮﻛﺰ ”ﺑﺪﺍﻳﺔ“ ‪ -‬ﺣﺎﺿﻨﺔ ﺍﻗﺘﺼﺎﺩﻳﺔ ﺃﻧﺸﺌﺖ ﻣﻦ ﻗﺒﻞ ﺑﻨﻚ ﻗﻄﺮ‬ ‫ﻟﻠﺘﻨﻤﻴﺔ ﻭﻣﺆﺳﺴﺔ ﺻﻠﺘﻚ – ﻭ“ﻣﻮﺯﺍﻳﻴﻚ“‪ ،‬ﻭﻫﻲ ﻣﺒﺎﺩﺭﺓ ﺧﻴﺮﻳﺔ ﻣﻘ ﹼﺮﻫﺎ ﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ‬ ‫ﻟﻠﺸﺒﺎﻥ ﺍﳌﺴﻠﻤﲔ ﺃﺳﺴﻬﺎ ﺻﺎﺣﺐ ﺍﻟﺴﻤﻮ ﺍﳌﻠﻜﻲ ﺃﻣﻴﺮ ﻭﻳﻠﺰ‪ ،‬ﺳﺘﻔﺘﺢ ﺍﻷﺑﻮﺍﺏ ﺃﻣﺎﻡ‬ ‫ﺍﻟﻄﻼﺏ ﻣﻦ ﺟﻤﻴﻊ ﺍﳉﺎﻣﻌﺎﺕ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﳌﺪﺍﺭﺱ ﺍﻟﺜﺎﻧﻮﻳﺔ ﻓﻲ‬ ‫ﺍﳋﻮﺭ ﻭﺍﻟﺸﻤﺎﻝ ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﺒﺮﻧﺎﻣﺞ‪.‬‬ ‫ﻭﻣﻦ ﺍﳌﻘﺮﺭ ﺃﻥ ﺗﻨﻄﻠﻖ ﻣﺴﺎﺑﻘﺔ ”ﲢﺪﻱ ﺍﻷﻋﻤﺎﻝ ‪ “2013‬ﻓﻲ ﺷﻬﺮ ﺳﺒﺘﻤﺒﺮ ﻣﻦ ﻋﺎﻡ‬ ‫‪ ،2013‬ﻭﺗﺨﺘﺘﻢ ﻧﻬﺎﺋﻴﺎﺕ ﻣﺤﺎﻛﺎﺓ ﺍﻷﻋﻤﺎﻝ ﺧﻼﻝ ﺍﻷﺳﺒﻮﻉ ﺍﻟﻌﺎﳌﻲ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻓﻲ‬ ‫ﺍﻟﻔﺘﺮﺓ ﻣﻦ ‪ 18‬ﺇﻟﻰ ‪ 24‬ﻧﻮﻓﻤﺒﺮ‪.‬‬ ‫ﻭﻳﺮﻯ ﺻﻮﺍﻥ ﺃﻥ ”ﺑﺮﻧﺎﻣﺞ ﺍﶈﺎﻛﺎﺓ ﺍﳌﺒﺘﻜﺮﺓ ﻓﻲ ﻫﺬﻩ ﺍﳌﺴﺎﺑﻘﺔ ﺳﺘﺘﺮﻙ ﺃﺛﺮﺍ ﹰ ﺇﻳﺠﺎﺑﻴﺎ ﹰ‬ ‫ﺩﺍﺋﻤﺎ ﹰ ﻋﻠﻰ ﺍﻟﻄﻼﺏ ﺍﳌﺸﺎﺭﻛﲔ ﻭﻋﻠﻰ ﺩﻭﻟﺔ ﻗﻄﺮ ﻛﻜﻞ ﻓﻲ ﺍﻟﻨﻬﺎﻳﺔ‪ .‬ﺇﺫ ﺃﻥ ﺗﻮﺳﻴﻊ‬ ‫ﻣﺪﺍﺭﻙ ﺍﻟﺸﺒﺎﺏ ﻭﺣﺜﻬﻢ ﻋﻠﻰ ﺍﻟﺘﻔﻜﻴﺮ ﺑﺠﺪﻳﺔ ﻓﻲ ﻗﻴﻤﺔ ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﳝﺜﻞ ﺟﺰﺀﺍ ﹰ ﻣﻦ‬ ‫ﺍﺳﺘﺜﻤﺎﺭﻧﺎ ﻓﻲ ﻣﺴﺘﻘﺒﻞ ﻗﻄﺮ ﻭﻓﻲ ﺇﻧﺸﺎﺀ ﺍﻗﺘﺼﺎﺩ ﻣﺴﺘﺪﺍﻡ“‪.‬‬ ‫ﲤﻜﲔ ﺍﻟﺸﺒﺎﺏ ﻣﻦ ﺧﻠﻖ ﺑﻴﺌﺔ ﻣﺴﺘﺪﺍﻣﺔ‬ ‫ﻓﻲ ﻋﺎﻡ ‪ ،1939‬ﺑﺪﺃ ﻋﺪﺩ ﻣﻦ ﺍﻟﺒﺎﺣﺜﲔ ﻓﻲ ﻣﺨﺘﺒﺮ ﺷﻞ ﺑﺎﻟﻮﻻﻳﺎﺕ ﺍﳌﺘﺤﺪﺓ ﻣﺴﺎﺑﻘﺔ ﻭﺩﻳﺔ‬ ‫ﳌﻌﺮﻓﺔ ﻣﻦ ﻳﺴﺘﻄﻴﻊ ﻗﻄﻊ ﺃﻃﻮﻝ ﻣﺴﺎﻓﺔ ﺑﺴﻴﺎﺭﺗﻪ ﻟﻜﻞ ﺟﺎﻟﻮﻥ ﻣﻦ ﺍﻟﺒﻨﺰﻳﻦ‪.‬‬ ‫ﻭﺑﻌﺪ ﻋﻘﺪ ﻣﻦ ﺍﻟﺰﻣﺎﻥ‪ ،‬ﺻﺎﺭﺕ ﺍﳌﺴﺎﺑﻘﺔ ‪ -‬ﺍﻟﺘﻲ ﺃﻃﻠﻖ ﻋﻠﻴﻬﺎ ﻟﻘﺐ ”ﻣﺎﺭﺛﻮﻥ ﺷﻞ ﺍﻟﺒﻴﺌﻲ“‬ ‫– ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﺷﻬﺮ ﻭﺃﻛﺜﺮ ﺍﳌﺴﺎﺑﻘﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﲢﻔﻴﺰﺍ ﹰ ﻟﻠﻄﻼﺏ‪ ،‬ﻭﺃﺻﺒﺤﺖ ﺗﻘﺎﻡ ﺑﺸﻜﻞ‬ ‫ﺳﻨﻮﻱ ﻓﻲ ﺃﻭﺭﻭﺑﺎ ﻭﺃﻣﻴﺮﻛﺎ ﻭﺁﺳﻴﺎ‪ ،‬ﻭﺳﻴﺘﻢ ﺇﻗﺎﻣﺘﻬﺎ ﻓﻲ ﻗﻄﺮ ﺑﺪﺀﺍ ﹰ ﻣﻦ ﻋﺎﻡ ‪.2015‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫إدارة‬

‫ﻗﺪو ٌة ﻟﻠﻤﺴﺆوﻟﻴﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎت‬ ‫ﺑﺎﻟﺘﻮازي ﻣﻊ اﻻﺑﺘﻜﺎر ﻓﻲ ﻣﺠﺎل اﻟﻄﺎﻗﺔ واﻟﺒﺤﺚ واﻟﺘﻄﻮﻳﺮ‪ ،‬أدﺧﻠﺖ ﺷﻞ ﻗﻄﺮ أﻛﺒﺮ ﻣﺴﺘﺜﻤﺮ أﺟﻨﺒﻲ‬ ‫ﻓﻲ ﻗﻄﺮ ﻣﻨﻬﺠﻴﺔ ﺟﺪﻳﺪة ﻟﻠﻤﺴﺆوﻟﻴﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎت ﺗﺤ ّﻮل اﻟﺮؤﻳﺔ إﻟﻰ ﻧﺘﺎﺋﺞ ﻣﻠﻤﻮﺳﺔ‪،‬‬ ‫وذﻟﻚ ﺑﺎﻻﺳﺘﺜﻤﺎر ﻓﻲ أﻏﻠﻰ ﻣﻮارد دوﻟﺔ ﻗﻄﺮ وﻣﻮاﻃﻨﻴﻬﺎ ﻟﻤﺴﺎﻧﺪة ا¾ﻣﺔ ﻓﻲ ﺗﺤﻘﻴﻖ آﻣﺎﻟﻬﺎ‬ ‫وأﻫﺪاﻓﻬﺎ ﻓﻲ ﻋﺎم ‪.2030‬‬ ‫ﻻ ﺗﻌﺘﺒﺮ ﺷﺮﻛﺔ ﺷﻞ ﻗﻄﺮ ﻧﻔﺴﻬﺎ ﻣﺠﺮﺩ ﻣﺴﺘﺜﻤﺮ ﺃﺟﻨﺒﻲ ﻳﺴﻌﻰ ﻓﻘﻂ ﳉﻨﻲ ﺍﳌﺎﻝ‬ ‫ﻭﺍﻷﺭﺑﺎﺡ ﺑﻞ ﺷﺮﻳﻜﺎ ﹰ ﻛﺎﻣﻼﹰ ﻟﺪﻭﻟﺔ ﻗﻄﺮ ﻓﻲ ﲢﻘﻴﻖ ﺭﺅﻳﺘﻬﺎ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻌﺎﻡ ‪2030‬‬ ‫ﺍﻟﺘﻲ ﺗﺴﻌﻰ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﳌﻮﺍﺭﺩ ﺍﻟﻨﻔﻄﻴﺔ ﻓﻲ ﺑﻨﺎﺀ ﺍﻗﺘﺼﺎﺩ ﻣﺴﺘﺪﺍﻡ ﻗﺎﺋﻢ ﻋﻠﻰ‬ ‫ﺍﳌﻌﺮﻓﺔ‪ ،‬ﺇﺫ ﻻ ﺗﺪﺧﺮ ﺷﻞ ﻗﻄﺮ ﻭﺳﻌﺎ ﹰ ﻓﻲ ﺗﺴﺨﻴﺮ ﺇﻣﻜﺎﻧﻴﺎﺗﻬﺎ ﻟﺪﻋﻢ ﻗﻄﺮ ﻓﻲ ﲢﻘﻴﻖ‬ ‫ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ‪ .‬ﻭﻛﺠﺰﺀ ﻣﻦ ﺃﻋﻤﺎﻟﻬﺎ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﺗﺴﺘﺜﻤﺮ ﺷﻞ ﻗﻄﺮ ﺑﻜﺜﺎﻓﺔ ﻓﻲ ﺭﻋﺎﻳﺔ‬ ‫ﺍﻟﻄﻼﺏ ﻭﺗﻄﻮﻳﺮ ﻣﻮﻇﻔﻴﻬﺎ ﺍﻟﻘﻄﺮﻳﲔ ﺍﻟﺜﻼﺛﻤﺎﺋﺔ‪ ،‬ﻭﺗﺄﺧﺬ ﻋﻠﻰ ﻋﺎﺗﻘﻬﺎ ﺗﻄﻮﻳﺮ ﺍﻟﺒﺤﻮﺙ‬ ‫ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ ﻣﺮﻛﺰﻫﺎ ﺑﻮﺍﺣﺔ ﺍﻟﻌﻠﻮﻡ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ ﻗﻄﺮ‪.‬‬

‫ﺑﺎﺧﺘﺼﺎﺭ‪ ،‬ﹼ‬ ‫ﻳﺮﻛﺰ ﳕﻮﺫﺝ ﺷﺮﻛﺔ ﺷﻞ ﻗﻄﺮ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻷﺛﺮ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻲ ﻭﺍﻟﺸﺮﺍﻛﺔ ﻣﻊ ﺍﳌﻨﻈﻤﺎﺕ ﻭﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺍﻷﺧﺮﻯ ﻹﻳﺠﺎﺩ ﺇﺭﺙ ﺩﺍﺋﻢ‬ ‫ﻳﺴﻬﻢ ﻓﻲ ﲢﻘﻴﻖ ﺭﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ ‪.2030‬‬

‫ﻏﻴﺮ ﺃﻥ ﺷﻞ ﻗﻄﺮ ﻟﻢ ﺗﻜﺘﻒ ﺑﺬﻟﻚ ﺇﺫ ﻭﺿﻌﺖ ﺃﻳﻀﺎ ﹰ ﺑﺮﻧﺎﻣﺠﺎ ﹰ ﻟﻼﺳﺘﺜﻤﺎﺭ ﺍﻻﺟﺘﻤﺎﻋﻲ‬ ‫ﻳﺴﻌﻰ ﻟﻺﺳﻬﺎﻡ ﻓﻲ ﲢﻮﻳﻞ ﺭﺅﻳﺔ ﻗﻄﺮ ﺇﻟﻰ ﻧﺘﺎﺋﺞ ﻣﻠﻤﻮﺳﺔ ﻟﻠﻤﻮﺍﻃﻨﲔ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‬ ‫ﻭﻓﻲ ﺍﳌﻨﺎﻃﻖ ﺍﻟﻨﺎﺋﻴﺔ ﺍﶈﻴﻄﺔ ﺑﺎﻟﻌﺎﺻﻤﺔ ﻣﺜﻞ ﺍﳋﻮﺭ ﻭﺍﻟﺸﻤﺎﻝ‪ ،‬ﺣﻴﺚ ﻳﻌﻴﺶ ﺣﻮﺍﻟﻲ‬ ‫ﻋﺪ ﺓ ﻣﺒﺎﺩﺭﺍﺕ ﺗﺮﻣﻲ ﺇﻟﻰ ﺗﻄﻮﻳﺮ‬ ‫‪ 50٪‬ﻣﻦ ﺳﻜﺎﻥ ﺍﻟﺒﻼﺩ‪ .‬ﻛﻤﺎ ﺃﻃﻠﻘﺖ ﺍﻟﺸﺮﻛﺔ ﹼ‬

‫ﺷﺮﻳﻚ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ‬ ‫ﺣﻄﺖ ﺷﻞ ﺭﺣﺎﻟﻬﺎ ﻓﻲ ﻗﻄﺮ ﻣﻨﺬ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ﺳﺒﻌﺔ ﻋﻘﻮﺩ‪ ،‬ﻭﻓﻲ ﻋﺎﻡ ‪ ،2003‬ﻭﻗﻌﺖ‬ ‫ﺷﺮﻛﺔ ﺷﻞ ﻭﻗﻄﺮ ﻟﻠﺒﺘﺮﻭﻝ ﺍﺗﻔﺎﻗﺎ ﹰ ﻹﻧﺸﺎﺀ ﺃﻛﺒﺮ ﻣﺼﻨﻊ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻟﺘﺤﻮﻳﻞ ﺍﻟﻐﺎﺯ ﺇﻟﻰ‬ ‫ﺳﻮﺍﺋﻞ‪ ،‬ﻭﻫﻮ ﻣﺎ ﺑﺎﺕ ﻳﻌﺮﻑ ﲟﺼﻨﻊ ﺍﻟﻠﺆﻟﺆﺓ ﻟﺘﺤﻮﻳﻞ ﺍﻟﻐﺎﺯ ﺇﻟﻰ ﺳﻮﺍﺋﻞ‪ .‬ﻭﻣﻨﺬ ﺫﻟﻚ ﺍﳊﲔ‪،‬‬

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‫ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ‪ ،‬ﻭﺗﺸﺠﻴﻊ ﺍﻟﻄﻼﺏ ﺍﻟﻘﻄﺮﻳﲔ ﻋﻠﻰ ﺗﺒﻨﻲ ﳕﻂ ﺣﻴﺎﺓ ﺻﺤﻲ ﻣﻦ ﺧﻼﻝ‬ ‫ﻛﺮﺓ ﺍﻟﻘﺪﻡ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﻟﺴﻼﻣﺔ ﻋﻠﻰ ﺍﻟﻄﺮﻕ‪ ،‬ﻭﺑﻨﺎﺀ ﺍﻟﻜﻮﺍﺩﺭ ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﺘﺨﺼﺼﺔ ﻓﻲ‬ ‫ﻣﺠﺎﻝ ﺇﺩﺍﺭﺓ ﺍﳌﺸﺎﺭﻳﻊ‪.‬‬


‫ﻳﻜﻤﻦ ا™ﺳﺎس ﻓﻲ وﺿﻊ ﻧﻤﺎذج ﻋﻦ اﻟﺴﻠﻮﻛﻴّﺎت‬ ‫اﻟﻨﺎﺟﺤﺔ ﻋﻨﺪ ا™ﺷﺨﺎص اﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ اﻟﻤﻘﺪرة ﻋﻠﻰ‬ ‫ﻧﺴﺒﻲ‪ ،‬أﻣﺎم اﻟﺬﻳﻦ ﻻ‬ ‫ﺑﺠﻬﺪ‬ ‫اﻟﺘﻐﻠّﺐ ﻋﻠﻰ اﻟﻤﺤﻦ‬ ‫ّ‬ ‫ٍ‬ ‫ﻳﻌﺮﻓﻮن ﻛﻴﻔﻴّﺔ اﻟﺘﻌﺎﻃﻲ ﺑﻔﻌﺎﻟﻴّﺔ ﻣﻊ اﻟﺘﺤ ّﺪﻳﺎت‪.‬‬ ‫ﺑﻌﺒﺎرة أﺧﺮى‪ ،‬ﺗﻌﻠّﻢ ﻣﻦ ا¸ﺳﺘﺮاﺗﻴﺠﻴّﺎت اﻟﺬي ﻳﺘﺒﻌﻬﺎ‬ ‫اﻟﺸﺨﺺ اﻟﻤﺘﻔﺎﺋﻞ‪.‬‬

‫ﲤﺴﻜﻨﺎ‬ ‫ﻫﺬﺍ ﻻ ﻳﻌﻨﻲ ﺑﺄﻧﻪ ﺻﺤﻴﺢ‪ .‬ﳝﻜﻦ ﻟﺒﻌﺾ ﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﻟﺘﻲ ﹼ‬ ‫ﺑﻬﺎ ﻣﻨﺬ ﺯﻣﻦ ﻃﻮﻳﻞ‪ ،‬ﺃﻥ ﺗﺘﻐ ﹼﻴﺮ ﺑﺴﺒﺐ ﺧﺒﺮﺍﺕ ﺟﺪﻳﺪﺓ ﺃﻭ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﺟﺪﻳﺪﺓ ﻧﺘﻠﻘﹼ ﺎﻫﺎ‪.‬‬ ‫ﺷﻌﺮ ﻋﺎﻟﻢ ﺍﻟﻨﻔﺲ ﺍﻷﻣﻴﺮﻛﻲ‪ ،‬ﻣﺎﺭﺗﻦ ﺳﻴﻠﻴﻐﻤﺎﻥ‪ ،‬ﺍﻟﺬﻱ ﻛﺘﺐ‬ ‫”ﺍﻟﺘﻔﺎﺅﻝ ﺍﳌﻜﺘﺴﺐ“ ‪ ، Learned Optimism‬ﻭﻫﻮ ﺃﺣﺪ‬ ‫ﺍﳌﺘﺨﺼﺼﲔ ﺍﻟﺬﻳﻦ ﻭﺿﻌﻮﺍ ﺇﻃﺎﺭ ﻋﻤﻞ ﻟﺘﻌﻠﻴﻢ ﺍﳌﻨﻬﺞ ﺍﻟﺘﻔﺎﺅﻟﻲ ﻓﻲ‬ ‫ﻣﻮﺍﺟﻬﺔ ﺍﶈﻦ‪ ،‬ﺃ ﻧﹼﻪ ﻛﺎﻥ ﻳﺮﻯ ﻓﻲ ﺍﳌﺎﺿﻲ ﺍﳊﺎﻻﺕ ﺍﻟﺴﻠﺒ ﹼﻴﺔ ﺑﺸﻜﻞ‬ ‫ﻃﺒﻴﻌﻲ‪ ،‬ﻭﻛﺎﻥ ﺫﻟﻚ ﻳﻘﻮﺩﻩ ﺇﻟﻰ ﺣﺎﻟﺔ ﺇﻧﻔﻌﺎﻟ ﹼﻴﺔ ﺳﻠﺒ ﹼﻴﺔ‪ .‬ﻭﻟﻜﻦ‬ ‫ﻣﻦ ﺧﻼﻝ ﺃﺑﺤﺎﺛﻪ‪ ،‬ﻭﺟﺪ ﺇﻓﺎﺩﺓ ﻛﺒﻴﺮﺓ ﻓﻲ ﺍﻟﻨﻈﺮ ﺇﻟﻰ ﻋﺎﳌﻪ ﺑﺸﻜﻞ‬ ‫ﺗﻔﺎﺅﻟﻲ‪ .‬ﻓﺈﺳﺘﻨﺘﺞ ﺃﻥ ﺍﳌﺘﻔﺎﺋﻠﲔ ﺇﺟﻤﺎﻻ ﹰ ﻳﺤﻘﻘﻮﻥ ﳒﺎﺣﺎﺕ ﺃﻛﺜﺮ ﻭﻫﻢ‬ ‫ﺑﺼﺤﺔ ﺃﻓﻀﻞ ﺑﻴﻨﻤﺎ ﺍﳌﺘﺸﺎﺋﻤﲔ ﻳﻌﺎﻧﻮﻥ ﻣﻦ ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﻜﺂﺑﺔ‪.‬‬ ‫ﹼ‬ ‫ﻃﺮﻳﻘﺔ ﺟﺪﻳﺪﺓ‬ ‫ﻗﺎﻡ ﺳﻴﻠﻴﻐﻤﺎﻥ ﺑﺘﺤﺪﻳﺪ ﻣﻨﻬﺞ ﺑﺴﻴﻂ‪ ،‬ﹼ‬ ‫ﳝﻜﻦ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ ﻧﻈﺮﺓ‬ ‫ﻋﺎﻣﺔ ﺗﺸﺎﺅﻣ ﹼﻴﺔ ﺑﺘﻌ ﹼﻠﻢ ﻛﻴﻔﻴﺔ ﺍﻋﺘﻤﺎﺩ ﺃﺳﻠﻮﺏ ﺗﻔﺎﺅﻟﻲ‪.‬‬ ‫ﹼ‬ ‫ﻳﻘﻮﻡ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺇﺧﺘﻴﺎﺭ ﺭ ﹼﺩﺍﺕ ﺍﻟﻔﻌﻞ ﺃﻣﺎﻡ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺑﻄﺮﻳﻘﺔ‬ ‫ﻣﺘﻄ ﹼﻮﺭﺓ ﻭﻣﺨﺘﻠﻔﺔ‪ .‬ﻭﻗﺎﻝ ﺇﻧﻪ ﺳﻮﺍﺀ ﺇﺧﺘﺮﻧﺎ ﺃﻥ ﻧﺨﺘﺒﺮ ﻋﺎﳌﻨﺎ ﺑﻄﺮﻳﻘﺔ‬ ‫ﺗﻔﺎﺅﻟ ﹼﻴﺔ ﺃﻭ ﺗﺸﺎﺅﻣ ﹼﻴﺔ‪ ،‬ﳝﻜﻨﻨﺎ ﻓﻲ ﺍﳊﺎﻟﺘﲔ ﺍﻹﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻓﻬﻢ‬ ‫ﺍﻟﺘﻌ ﹼﻠﻢ ﺍﳌﻜﺘﺴﺐ ﻟﺘﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ ﺃﻓﻀﻞ ﻋﻨﺪﻣﺎ ﻧﻮﺍﺟﻪ ﺍﻟﺼﻌﻮﺑﺎﺕ‬ ‫ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺣﺠﻤﻬﺎ‪.‬‬ ‫ﳝﻜﻦ ﻟﻸﺷﺨﺎﺹ ﺗﺨﻄﻲ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻟﺪﻯ ﺗﻄﺒﻴﻖ ﻫﺬﺍ ﺍﳌﻨﻬﺞ‪ ،‬ﻣﻦ‬ ‫ﺧﻼﻝ ﻣﻌﺮﻓﺔ ﺍﻟﻨﻘﺎﻁ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ﻳﺤﺪﺩ ﺇﺳﺘﺠﺎﺑﺘﻚ ﺍﻟﻌﺎﻃﻔ ﹼﻴﺔ‬ ‫■ ﺍﳊﺪﺙ ﺍﻟﺬﻱ‬ ‫ﹼ‬ ‫■ ﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﻬﺬﺍ ﺍﳊﺪﺙ‬ ‫■ ﺍﳌﺸﺎﻋﺮ ﻭﺍﻷﻓﻌﺎﻝ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﻫﺬﻩ ﺍﳌﻌﺘﻘﺪﺍﺕ‬ ‫■ ﺍﻷﺩ ﹼﻟﺔ ﺍﻟﻌﻜﺴ ﹼﻴﺔ ﺍﻟﺘﻲ ﺗﻨﺎﻗﺾ ﺍﳌﻌﺎﻧﻲ ﺍﻟﺴﻠﺒ ﹼﻴﺔ ﺍﻟﺘﻲ ﻧﻌﻄﻴﻬﺎ‬ ‫ﻟﻸﺣﺪﺍﺙ‪ ،‬ﺣﺘﹼﻰ ﻟﻮ ﻛﺎﻧﺖ ﺍﳌﻌﺎﻧﻲ ﺻﺤﻴﺤﺔ ﺃﻭ ﻻ‪ ،‬ﳝﻜﻨﻨﺎ ﺃﻥ ﻧﺄﺧﺬ‬ ‫ﺍﻟﻌﺒﺮ ﺍﻹﻳﺠﺎﺑ ﹼﻴﺔ ﻣﻨﻬﺎ‪.‬‬ ‫ﺍﶈﺼﻠﺔ ﺍﻟﻌﺎﻃﻔ ﹼﻴﺔ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﳒﺎﺡ ﺗﻀﺎﺭﺏ ﺍﻷﻓﻜﺎﺭ ﻣﻊ‬ ‫■‬ ‫ﹼ‬ ‫ﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﻟﺴﻠﺒ ﹼﻴﺔ ﺃﻭ ﺗﺨﻔﻴﻒ ﻭﻗﻊ ﺍﶈﻦ‪.‬‬ ‫ﺑﻬﺪﻑ ﺃﻥ ﳒﻌﻞ ﻫﺬﺍ ﺍﻷﻣﺮ ﻭﺍﻗﻌﻴﺎ ﹰ‪ ،‬ﺳﺄﻋﺮﺽ ﻣﺜﺎﻻ ﹰ ﻋﻦ ﲡﺮﺑﺔ‬ ‫ﺷﺨﺼ ﹼﻴﺔ ﻣﺮﺭﺕ ﺑﻬﺎ‪:‬‬ ‫■ ﺍﳊﺪﺙ‪ :‬ﻗﺒﻞ ﺍﻻﻧﺘﻘﺎﻝ ﻟﻠﻌﻴﺶ ﺧﺎﺭﺝ ﺍﻟﺒﻼﺩ‪ ،‬ﺇﺣﺘﺮﻗﺖ ﺷﺎﺣﻨﺔ‬ ‫ﲢﺘﻮﻱ ﻋﻠﻰ ﺟﻤﻴﻊ ﳑﺘﻠﻜﺎﺗﻲ‬

‫■ ﺍﳌﻌﺘﻘﺪﺍﺕ‪” :‬ﻟﻘﺪ ﺧﺴﺮﺕ ﹼ‬ ‫ﻛﻞ ﻣﺎ ﻋﻤﻠﺖ ﺟﺎﻫﺪﺓ ﻹﳒﺎﺯﻩ‪ .‬ﻟﻦ‬ ‫ﺗﺒﺪﻭ ﺍﳊﻴﺎﺓ ﺑﺎﻟﺸﻜﻞ ﺫﺍﺗﻪ ﻣﻦ ﺍﻵﻥ ﻓﺼﺎﻋﺪ ﺍ ﹰ‪ .‬ﻟﻘﺪ ﺃﺻﺒﺢ ﻭﺿﻌﻲ‬ ‫ﺍﳌﺎﺩﻱ ﺭﺩﻳﺌﺎ ﹰ‪ .‬ﻟﻦ ﺃﲤﻜﻦ ﺃﺑﺪﺍ ﹰ ﻣﻦ ﺇﺳﺘﺒﺪﺍﻝ ﺍﻷﻏﺮﺍﺽ ﺍﻟﺘﻲ ﺃﺣﺒﺒﺘﻬﺎ‬ ‫ﹼ‬ ‫ﻭﺧﺴﺮﺗﻬﺎ‪ .‬ﻫﺬﺍ ﻛﺎﺑﻮﺱ“‪.‬‬ ‫■ ﺍﻟﻨﺘﺎﺋﺞ‪ :‬ﻣﻮﺍﺟﻬﺔ ﺍﶈﻨﺔ ﺑﺎﻟﻐﻀﺐ ﺃﻓﻘﺪﺗﻨﻲ ﻗﻮﺍﻱ ﻭﺟﻌﻠﺘﻨﻲ‬ ‫ﺃﺷﻌﺮ ﺑﺄﻧﻨﻲ ﺿﺤ ﹼﻴﺔ‪.‬‬ ‫■ ﺍﳌﻮﺍﺟﻬﺔ‪” :‬ﺃﻧﺎ ﻟﺴﺖ ﺍﻷﻏﺮﺍﺽ ﺍﻟﺘﻲ ﻛﻨﺖ ﺃﻣﻠﻜﻬﺎ ﻭﻫﻲ ﻻ‬ ‫ﺗﻌ ﹼﺒﺮ ﻋﻨﹼﻲ‪ ،‬ﳝﻜﻨﻨﻲ ﺍﻟﺴﻔﺮ ﺧﺎﺭﺝ ﺍﻟﺒﻼﺩ ﻣﻦ ﺩﻭﻥ ﻋﺐﺀ ﺍﻷﻏﺮﺍﺽ‬ ‫ﺍﻟﺘﻲ ﲤ ﹼﺜﻞ ﺍﳌﺎﺿﻲ‪ .‬ﺣﺎﻥ ﺍﻟﻮﻗﺖ ﻟﻜﻲ ﺃﻧﻄﻠﻖ ﻣﻦ ﺑﺪﺍﻳﺔ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﺗﻬﻢ ‪ ،‬ﲟﺎ ﺃﻧﻨﻲ ﺃﺳﺘﻄﻴﻊ ﲢﺪﻳﺪ ﺳﻌﺎﺩﺗﻲ ﻭﳒﺎﺣﻲ‬ ‫ﺍﻷﻣﻮﺭ ﺍﳌﺎﺩ ﹼﻳﺔ ﻻ‬ ‫ﹼ‬ ‫ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻨﻬﺎ‪ .‬ﳝﻜﻨﻨﻲ ﺍﺧﺘﻴﺎﺭ ﺇﻣﺎ ﺃﻥ ﺃﻛﻮﻥ ﻣﻨﺰﻋﺠﺔ ﺃﻭ ﻗﻮﻳﺔ‪.‬‬ ‫ﻭﺃﻧﺎ ﺃﺧﺘﺎﺭ ﺃﻥ ﺃﻛﻮﻥ ﻗﻮﻳﺔ“‪.‬‬ ‫ﺍﶈﺼﻠﺔ‪ :‬ﻟﻘﺪ ﺷﻌﺮﺕ ﺑﺨﻔﺔ ﻭﺣﺮﻳﺔ ﻷﻧﻨﻲ ﻧﻈﺮﺕ ﺇﻟﻰ ﺫﻟﻚ‬ ‫■‬ ‫ﹼ‬ ‫ﻛﻄﺮﻳﻘﺔ ﻟﺘﺨﻄﻲ ﺍﳌﺎﺿﻲ ﻭﻗﺪ ﺇﺧﺘﺮﺕ ﺃﻥ ﺃﻧﺘﻘﻞ ﺇﻟﻰ ﻣﻐﺎﻣﺮﺓ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﻣﺪﻣﺮﺓ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‪ ،‬ﺇﻻ‬ ‫ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻨﻲ ﻭﺟﺪﺕ ﺣﺎﺩﺛﺔ ﺍﻟﺸﺎﺣﻨﺔ ﺗﻠﻚ ﹼ‬ ‫ﺃﻧﻨﻲ ﻛﻨﺖ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﳌﻮﺍﺟﻬﺔ ﻭﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﻭﻗﻊ ﺍﳌﺄﺳﺎﺓ ﻣﻦ ﺧﻼﻝ ﲢﺪﻳﺪ‬ ‫ﺍﻟﺪﺭﻭﺱ ﺍﻹﻳﺠﺎﺑ ﹼﻴﺔ ﺍﻟﺘﻲ ﳝﻜﻨﻨﻲ ﺃﻥ ﺍﻋﺘﻤﺪﻫﺎ ﻟﻨﻔﺴﻲ‪.‬‬ ‫ﻋﺮﻓﺖ ﺑﺄﻧﻨﻲ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺍﻟﺘﺤﻜﻢ ﺑﺼﺤﺘﻲ ﺍﻟﻌﺎﻃﻔ ﹼﻴﺔ ﻣﻦ ﺧﻼﻝ‬ ‫ﺗﺒﺪﻳﻞ ﺍﳌﻌﺎﻧﻲ ﺍﻟﺘﻲ ﺃﻋﻄﻴﻬﺎ ﻟﻸﺣﺪﺍﺙ ﻭﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﻟﺘﻲ ﺃﺣﻤﻠﻬﺎ‪،‬‬ ‫ﻭﺍﻟﺘﻲ ﺗﺨﻠﻖ ﺍﳌﺸﺎﻋﺮ ﺍﻟﺘﻲ ﺃﺭﻳﺪ ﺃﻥ ﺃﺷﻌﺮ ﺑﻬﺎ‪ .‬ﻟﺬﻟﻚ ﻋﻨﺪﻣﺎ ﺃﺷﻌﺮ‬ ‫ﺑﺎﻟﺘﺸﺎﺅﻡ ﻓﻲ ﺩﺍﺧﻠﻲ‪ ،‬ﺃﻋﺮﻑ ﺃﻥ ﻫﺬﺍ ﺧﻴﺎﺭ ﺇﺗﺨﺬﺗﻪ ﻟﻜﻲ ﺃﺧﺘﺒﺮ ﻣﻦ‬ ‫ﺧﻼﻟﻪ ﺍﻟﻌﺎﻟﻢ ﻣﻦ ﺣﻮﻟﻲ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ .‬ﻭﺃﻧﺎ ﺃﻋﺮﻑ ﺃﻧﻪ ﳝﻜﻨﻨﻲ ﺃﻥ‬ ‫ﺃﻧﺘﻘﻞ ﺇﻟﻰ ﺣﺎﻟﺔ ﺗﻔﺎﺅﻟ ﹼﻴﺔ ﺃﻭ ﺃﻗﻞ ﺗﺸﺎﺅﻣ ﹼﻴﺔ ﻓﻲ ﺃﻱ ﻭﻗﺖ ﺃﺭﻳﺪﻩ ﻣﻦ‬ ‫ﺧﻼﻝ ﺇﺳﺘﺨﺪﺍﻡ ﻫﺬﺍ ﺍﳌﻨﻬﺞ ﻷﺧﺬ ﻗﺮﺍﺭﺍﺕ ﺇﻳﺠﺎﺑ ﹼﻴﺔ ﻭﻗﻮ ﹼﻳﺔ‪ .‬ﺃﻋﺮﻑ‬ ‫ﺃﻧﻨﻲ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺇﺧﺘﻴﺎﺭ ﺍﻟﻨﻈﺮ ﺇﻟﻰ ﻋﺎﳌﻲ ﺑﺎﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﺗﺴﺎﻧﺪﻧﻲ‪.‬‬ ‫ﳝﻜﻦ ﻟﻸﺷﺨﺎﺹ ﻋﻠﻰ ﻣﺨﺘﻠﻒ ﺃﻋﻤﺎﺭﻫﻢ‪ ،‬ﺣﺘﻰ ﺍﻷﻃﻔﺎﻝ‪ ،‬ﺃﻥ‬ ‫ﹼ‬ ‫ﻟﺘﺨﻄﻲ ﺍﻟﺼﻌﻮﺑﺎﺕ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ‬ ‫ﻳﺴﺘﻔﻴﺪﻭﺍ ﻣﻦ ﻫﺬﻩ ﺍﻟﺘﻘﻨ ﹼﻴﺔ‬ ‫ﻳﻮﺍﺟﻬﻮﻧﻬﺎ ﻓﻲ ﺣﻴﺎﺗﻬﻢ‪ ،‬ﻭﺑﻌﺪ ﻓﺘﺮﺓ ﺗﺼﺒﺢ ﻫﺬﻩ ﺍﻟﺘﻘﻨﻴﺔ ﺗﻠﻘﺎﺋ ﹼﻴﺔ‬ ‫ﺗﻘﻮﺩ ﺇﻟﻰ ﺣﻴﺎﺓ ﻧﺎﺟﺤﺔ ﻭﺳﻌﻴﺪﺓ‪.‬‬ ‫ﺧﺘﺎﻣﺎﹰ‪ ،‬ﻋﻨﺪﻣﺎ ﺗﺸﻌﺮ ﺃﻧﻚ ﻋﺎﻟﻖ ﻓﻲ ﻣﻨﺰﻟﻖ ﺃﻭ ﺣﺎﻟﺔ ﻣﻦ ﺍﳌﺸﺎﻋﺮ‬ ‫ﺍﻟﺴﻠﺒ ﹼﻴﺔ‪ ،‬ﺇﺿﻐﻂ ﻋﻠﻰ ﺯ ﹼﺭ ﲡﻤﻴﺪ ﺍﳌﺸﺎﻋﺮ‪ .‬ﺑﻌﺪﻫﺎ ﹼ‬ ‫ﻓﻜﺮ ﻭﺍﺧﻠﻖ‬ ‫ﻣﻌﺮﻓﺔ ﻭﺍﻋﻴﺔ ﺣﻮﻝ ﺍﻷﻣﻮﺭ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫■ ﻛﻴﻒ ﺗﻨﻈﺮ ﺇﻟﻰ ﺍﳊﺎﻟﺔ ﺍﻟﺘﻲ ﺗﻮﺍﺟﻬﻬﺎ ﻓﻲ ﻋﻤﻠﻚ ﺃﻭ ﻓﻲ ﺃﻱ‬ ‫ﻣﺠﺎﻝ ﻣﻦ ﺣﻴﺎﺗﻚ؟ )ﻣﺜﻞ ﺣﺎﺩﺛﺔ ﺍﻟﺸﺎﺣﻨﺔ(‬ ‫■ ﻣﺎ ﻫﻲ ﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﻟﺘﻲ ﲢﻤﻠﻬﺎ ﻛﻨﺘﻴﺠﺔ ﻟﺬﻟﻚ ﺍﳊﺪﺙ؟‬ ‫)ﻛﺤﺎﻟﺔ‪” :‬ﻟﻘﺪ ﺧﺴﺮﺕ ﹼ‬ ‫ﻛﻞ ﺷﻲﺀ“(‬ ‫■ ﻣﺎ ﻫﻲ ﺍﳌﺸﺎﻋﺮ ﺍﻟﺘﻲ ﺗﺨﺘﺒﺮﻫﺎ ﻛﻨﺘﻴﺠﺔ ﻟﺘﻠﻚ ﺍﳌﻌﺘﻘﺪﺍﺕ؟‬ ‫)ﻣﺜﻞ ﺍﳊﺰﻥ ﻭﻓﻘﺪﺍﻥ ﺍﻟﻘ ﹼﻮ ﺓ(‬ ‫■ ﻛﻴﻒ ﳝﻜﻨﻚ ﺃﻥ ﺗﻮﺍﺟﻪ ﺃﻭ ﺗﺨﻔﻒ ﻣﻦ ﻭﻗﻊ ﻫﺬﻩ ﺍﳌﻌﺘﻘﺪﺍﺕ‪،‬‬ ‫ﻟﻜﻲ ﺗﺮﻯ ﻭﺗﺨﺘﺒﺮ ﻫﺬﻩ ﺍﳊﺎﺩﺛﺔ ﺑﻄﺮﻳﻘﺔ ﻣﺨﺘﻠﻔﺔ؟ )ﻣﺜﻞ ”ﻟﻘﺪ ﲢﺮﺭﺕ‬ ‫ﻣﻦ ﻋﺐﺀ ﺃﻣﺘﻌﺘﻲ“(‬ ‫■ ﻛﻴﻒ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﻘﻮﺩﻙ ﻟﻜﻲ ﺗﺨﻠﻖ ﻣﻌﺘﻘﺪﺍﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻗﻮ ﹼﻳﺔ ﻭﺇﻳﺠﺎﺑ ﹼﻴﺔ؟‬ ‫)ﺍﳊﺮﻳﺔ(‬ ‫■ ﻛﻴﻒ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﺨﺪﻣﻚ ﻓﻲ ﺧﻠﻖ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﻲ ﺃﻧﺖ ﺣﻘﺎ ﹰ‬ ‫ﺗﺴﻌﻰ ﺇﻟﻴﻬﺎ؟ )ﺣﻴﺎﺓ ﻣﻐﺎﻣﺮﺓ ﺟﺪﻳﺪﺓ(‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫إدارة‬

‫راﺋﺪ أﻋﻤﺎل‬ ‫ﻣﺘﻔﺎﺋﻞ‬ ‫ﻫﻞ ﺗﺘﺴﺄل ﻛﻴﻒ ﻳﻤﻜﻦ ﻟﺒﻌﺾ ا¾ﺷﺨﺎص إدارة‬ ‫أﻧﻔﺴﻬﻢ أﻣﺎم اﻟﻤﺤﻦ‪ ،‬ﺑﻴﻨﻤﺎ اﻟﺒﻌﺾ ا‪Î‬ﺧﺮ ﻳﻌﺠﺰ ﻋﻦ‬ ‫اﻟﺘﻐﻠﺐ ﻋﻠﻴﻬﺎ ﺑﺸﻜﻞ ﺟﻴّﺪ؟ ﺗﺸﺮح ﻟﻨﺎ ﺟﺎﻧﻴﻦ ﺑﺎﻳﻠﻲ‪،‬‬ ‫اﻟﻤﺪﻳﺮ واﻟﻤﺸﺎرﻛﺔ ﻓﻲ ﺗﺄﺳﻴﺲ ”‪،“Empower People‬‬ ‫ﻛﻴﻔﻴّﺔ اﻟﺘﺼﺪي ﻟﻠﺘﺤﺪﻳﺎت اﻟﺘﻲ ﻳﻮاﺟﻬﻬﺎ ر ّواد ا¾ﻋﻤﺎل‪.‬‬ ‫ﻳﺘﺒﻨﹼﻰ ﺑﻌﺾ ﺍﻟﻨﺎﺱ ﺇﺳﺘﺮﺍﺗﻴﺠ ﹼﻴﺔ ﹼ‬ ‫ﺗﺨﻄﻲ ﺍﻟﺘﺤﺪﻳﺎﺕ‬ ‫ﲤﻜﻨﻬﻢ ﻣﻦ‬ ‫ﹼ‬ ‫ﹼ‬ ‫ﻭﺑﺄﻗﻞ ﺇﺟﻬﺎﺩ ﳑﻜﻦ ﻋﻨﺪﻣﺎ ﻳﻮﺍﺟﻬﻮﻥ ﺣﺎﻻﺕ ﻏﻴﺮ ﻣﺮﻏﻮﺏ‬ ‫ﺑﺴﻬﻮﻟﺔ‬ ‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻶﺧﺮﻳﻦ‪ ،‬ﻓﻴﺒﺪﻭ ﻫﺬﺍ ﺍﻷﻣﺮ ﺃﻛﺜﺮ ﺻﻌﻮﺑﺔ ‪،‬ﹰ‬ ‫ﺑﻬﺎ‪ .‬ﹼ‬ ‫ﻭﻳﺴﺘﻨﻔﺬ ﻃﺎﻗﺎﺕ ﺃﻛﺒﺮ ﺑﻜﺜﻴﺮ ﻟﻜﻲ ﻳﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺗﺨﻄﻲ ﺍﶈﻦ‪.‬‬

‫ﺟﺎﻧﲔ ﺑﺎﻳﻠﻲ‪ ،‬ﺍﳌﺪﻳﺮ ﻭﺍﳌﺸﺎﺭﻛﺔ ﻓﻲ‬ ‫ﺗﺄﺳﻴﺲ ”‪- “Empower People‬‬ ‫ﺍﳌﺘﺨﺼﺼﻮﻥ ﻓﻲ ﺍﻟﺘﻨﻤ ﹼﻴﺔ ﺍﻟﺒﺸﺮ ﹼﻳﺔ‪.‬‬ ‫ﹼ‬ ‫ﺇﻧﻬﺎ ﻣﺪ ﹼﺭﺑﺔ ﻣﻌﺘﻤﺪﺓ ﻟﺪﻯ ﻣﺮﺍﻓﻖ‬ ‫ﺍﳌﺘﻮﺳﻄﺔ‪ ،‬ﻭﻣﺪﺭﺳﺔ‬ ‫ﺍﻟﺮﻋﺎﻳﺔ‬ ‫ﹼ‬ ‫ﻣﻌﺘﻤﺪﺓ ﻓﻲ ﻣﻌﻬﺪ ﺍﻟﻘﻴﺎﺩﺓ ﻭﺍﻹﺩﺍﺭﺓ‪،‬‬ ‫ﲤﺎﺭﺱ ﺍﻟﺒﺮﻣﺠﺔ ﺍﻟﻠﻐﻮ ﹼﻳﺔ ﺍﻟﻌﺼﺒﻴﺔ‪،‬‬ ‫ﺗﻘﺪﻡ ﺍﻟﺘﺪﺭﻳﺐ ﻓﻲ ﻋﻤﻠﻴﺎﺕ‬ ‫ﻛﻤﺎ ﹼ‬ ‫ﺍﻟﺘﺤﻘﻴﻖ ﺍﻟﺘﻘﺪﻳﺮﻱ‪ .‬ﻟﺪﻳﻬﺎ ﺧﻴﺮﺓ‬ ‫ﺗﺰﻳﺪ ﻋﻦ ﻋﺸﺮﻳﻦ ﺳﻨﺔ ﻓﻲ ﺍﻟﻌﻤﻞ‬ ‫ﻣﺘﻌﺪﺩﺓ ﺍﳉﻨﺴ ﹼﻴﺎﺕ‬ ‫ﻣﻊ ﺷﺮﻛﺎﺕ‬ ‫ﹼ‬ ‫ﻭﻣﻨﻈﻤﺎﺕ ﺑﺎﺭﺯﺓ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺍﳌﻤﻠﻜﺔ‬ ‫ﺍﳌﺘﺤﺪﺓ ﻭﺍﺳﺘﺮﺍﻟﻴﺎ‪ .‬ﳝﻜﻨﻜﻢ ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻣﻊ ﺟﺎﻧﲔ ﻋﺒﺮ ﺑﺮﻳﺪﻫﺎ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪:‬‬ ‫‪jeanine@empowerppl.com‬‬

‫ﺳﻮﺍﺀ ﻛﻨﺖ ﺭﺍﺋﺪ ﺃﻋﻤﺎﻝ ﻧﺎﺷﺌﺎ ﹰ ﺃﻭ ﻣﺘﻤ ﹼﺮﺳﺎ ﹰ ﻳﺴﻌﻰ ﺇﻟﻰ ﺇﻃﻼﻕ ﺃﻋﻤﺎﻝ‬ ‫ﻭﺃﻧﺸﻄﺔ ﻭﻓﺮﺹ ﻭﲢﺪﻳﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻫﻨﺎﻙ ﺇﺣﺘﻤﺎﻝ ﻛﺒﻴﺮ ﺑﺄﻥ ﺗﻮﺍﺟﻪ‬ ‫ﺣﺎﻻﺕ ﻏﻴﺮ ﺳﻬﻠﺔ ﻭﻣﺠﻬﺪﺓ‪ .‬ﳝﻜﻦ ﺃﻥ ﻳﻘﻮﺩﻙ ﻫﺬﺍ ﺍﻷﻣﺮ ﺇﻟﻰ ﳕﻂ‬ ‫ﻭﺻﺤﺔ ﻣﺘﺮ ﹼﺩﻳﺔ‪،‬‬ ‫ﺣﻴﺎﺓ ﻣﺠﻬﺪ‪ ،‬ﻭﻫﺬﺍ ﻗﺪ ﻳﺆ ﹼﺩ ﻱ ﺇﻟﻰ ﺣﻴﺎﺓ ﻏﻴﺮ ﻣﺘﻮﺍﺯﻳﺔ‬ ‫ﹼ‬ ‫ﺃﻭ ﳝﻜﻨﻚ ﺭﻓﻊ ﻭﺇﺯﺍﻟﺔ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻭﺍﻷﻣﻮﺭ ﺍﺠﻤﻟﻬﻮﻟﺔ ﺑﻄﺮﻳﻘﺔ ﺻﺤ ﹼﻴﺔ‪،‬‬ ‫ﺇﻳﺠﺎﺑ ﹼﻴﺔ ﻭﻣﺴﺘﺪﺍﻣﺔ‪.‬‬ ‫ﺇﻣﺎ ﻧﺎﲡﺔ ﻋﻦ ﺻﻌﻮﺑﺔ ﻓﻲ ﻣﻼﺣﻈﺔ ﺍﺨﻤﻟﺎﻃﺮ‬ ‫ﺇﻥ ﺍﻹﺟﺎﺑﺔ ﺍﻟﺴﺎﺑﻘﺔ ﻫﻲ ﹼ‬ ‫ﺃﻭ ﻋﻤﺎ ﺇﻛﺘﺴﺒﻨﺎﻩ ﻣﻦ ﺍﳋﺒﺮﺓ ﻭﺍﻟﺘﻌ ﹼﻠﻢ‪ .‬ﻳﻜﻤﻦ ﺍﻷﺳﺎﺱ ﻓﻲ ﻭﺿﻊ‬ ‫ﳕﺎﺫﺝ ﻋﻦ ﺍﻟﺴﻠﻮﻛ ﹼﻴﺎﺕ ﺍﻟﻨﺎﺟﺤﺔ ﻋﻨﺪ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ‬ ‫ﻧﺴﺒﻲ‪ ،‬ﺃﻣﺎﻡ ﺍﻟﺬﻳﻦ ﻻ‬ ‫ﺍﳌﻘﺪﺭﺓ ﻋﻠﻰ ﺍﻟﺘﻐ ﹼﻠﺐ ﻋﻠﻰ ﺍﶈﻦ ﺑﺠﻬ ﹴﺪ‬ ‫ﹼ‬ ‫ﺍﻟﺘﺤﺪﻳﺎﺕ‪ .‬ﻭﺑﻌﺒﺎﺭﺓ ﺃﺧﺮﻯ‪،‬‬ ‫ﻳﻌﺮﻓﻮ��� ﻛﻴﻔ ﹼﻴﺔ ﺍﻟﺘﻌﺎﻃﻲ ﺑﻔﻌﺎﻟ ﹼﻴﺔ ﻣﻊ‬ ‫ﹼ‬ ‫ﺗﻌ ﹼﻠﻢ ﻣﻦ ﺍﻹﺳﺘﺮﺍﺗﻴﺠ ﹼﻴﺎﺕ ﺍﻟﺬﻱ ﻳﺘﺒﻌﻬﺎ ﺍﻟﺸﺨﺺ ﺍﳌﺘﻔﺎﺋﻞ‪.‬‬ ‫ﺇﺳﺘﺮﺍﺗﻴﺠﻴﹼﺎﺕ ﺍﳌﺘﻔﺎﺋﻞ‬ ‫ﺣﺪﺩ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺧﺒﺮﺍﺀ ﺍﻟﺴﻠﻮﻙ ﻭﻛﻴﻔ ﹼﻴﺔ ﺧﻠﻖ ﺍﻟﻨﺠﺎﺣﺎﺕ‬ ‫ﻟﻘﺪ ﹼ‬ ‫ﺍﻟﺸﺨﺼ ﹼﻴﺔ ﻗﺪﺭﺓ ﻹﺩﺍﺭﺓ ﺍﳌﺸﺎﻛﻞ ﺑﻄﺮﻳﻘﺔ ﺻﺤ ﹼﻴﺔ‪ .‬ﺗﻬﺪﻑ ﻫﺬﻩ‬ ‫ﺍﻟﺘﻘﻨ ﹼﻴﺎﺕ ﺇﻟﻰ ﺧﻠﻖ ﻭﻋﻲ ﻭﺇﺩﺭﺍﻙ ﻋﻦ ﻛﻴﻔ ﹼﻴﺔ ﻓﻬﻢ ﺍﶈﻦ ﻭﺍﳌﻌﺘﻘﺪﺍﺕ‬ ‫ﺍﳌﺮﺗﺒﻄﺔ ﺑﻬﺬﻩ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻟﺘﻲ ﳝﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﺻﺎﺋﺒﺔ ﺃﻭ ﻻ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻨﺎ‪.‬‬ ‫ﻭﺑﺬﻟﻚ‪ ،‬ﺇﺫﺍ ﻏ ﹼﻴﺮﻧﺎ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻧﺮﻯ ﻣﻦ ﺧﻼﻟﻬﺎ ﻭﺍﻗﻊ ﺍﳊﺎﻟﺔ‪ ،‬ﳝﻜﻨﻨﺎ‬ ‫ﺃﻳﻀﺎ ﹰ ﺗﻐﻴﻴﺮ ﻣﻌﺘﻘﺪﺍﺗﻨﺎ‪ ،‬ﺃﻱ ﺗﺮﻙ ﻛﻞ ﻣﺎ ﻻ ﻳﺪﻋﻢ ﺣﺎﻟﺘﻨﺎ ﺍﻟﻨﻔﺴ ﹼﻴﺔ‬ ‫ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ‪.‬‬ ‫ﻭﺍﻟﺸﻌﻮﺭ ﹼﻳﺔ ﻭﺍﻋﺘﻤﺎﺩ ﺍﳌﻌﺘﻘﺪﺍﺕ ﺍﻟﺘﻲ ﺗﺪﻋﻤﻨﺎ‬ ‫ﹴ‬ ‫ﻳﺠﻤﺪ‬ ‫ﻋﻠﻰ ﻧﻄﺎﻕ ﺃﻭﺳﻊ‪ ،‬ﳝﻜﻨﻨﺎ ﺃ ﹼﻭﻻ ﹰ ﺍﻟﻀﻐﻂ ﻋﻠﻰ ﺍﳌﻔﺘﺎﺡ ﺍﻟﺬﻱ‬ ‫ﹼ‬ ‫ﺍﻟﻌﻤﻞ ﻭﺍﳌﺸﺎﻋﺮ ﻋﻨﺪﻣﺎ ﻧﺸﻌﺮ ﺑﺄﻧﻨﺎ ﻓﻲ ﺣﺎﻟﺔ ﺗﺜﻴﺮ ﺍﳋﻮﻑ ﺃﻭ ﻋﻨﺪﻣﺎ‬ ‫ﻧﻮﺍﺟﻪ ﻃﺮﻳﻘﺎ ﹰ ﻣﺴﺪﻭﺩ ﺍ ﹰ ﺃﻭ ﻣﺸﺎﻋﺮ ﺗﺸﺎﺅﻣ ﹼﻴﺔ‪ .‬ﺑﻌﺪﻫﺎ ﳝﻜﻨﻨﺎ‪ ،‬ﺧﻠﻖ‬

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‫ﹼ‬ ‫ﺗﺸﻜﻞ‬ ‫ﻣﺴﺎﺣﺔ ﻭﻋﻲ ﺗﺘﻌ ﹼﻠﻖ ﺑﻜﻴﻔ ﹼﻴﺔ ﻧﻈﺮﻧﺎ ﺇﻟﻰ ﺍﳊﺎﻻﺕ ﺍﻟﺘﻲ‬ ‫ﲢﺪ ﻳﺎ ﹰ ﺃﻭ ﻣﺤﻨﺔ‪ ،‬ﻭﻣﻦ ﺧﻼﻝ ﻫﺬﺍ ﳝﻜﻨﻨﺎ ﺃﻥ ﻧﺤﺪﺩ ﻣﺎ ﻫﻲ ﺍﻷﻓﻜﺎﺭ‬ ‫ﹼ‬ ‫ﺍﻟﺘﻲ ﺗﺮﺍﻭﺩﻧﺎ ﺃﻣﺎﻡ ﻫﺬﻩ ﺍﳊﺎﻻﺕ‪ .‬ﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ‪ ،‬ﳝﻜﻨﻨﺎ ﺃﻥ ﻧﻮﺍﺟﻪ‬ ‫ﻣﻌﺘﻘﺪﺍﺗﻨﺎ ﻭﺍﻷﻓﻜﺎﺭ ﺍﻟﺘﻲ ﺗﺮﺍﻭﺩﻧﺎ ﺑﻬﺪﻑ ﺗﻐﻴﻴﺮﻫﺎ ﻭﺇﺳﺘﺒﺪﺍﻟﻬﺎ‬ ‫ﻓﻌﺎﻟﺔ ﻭﺃﻓﻜﺎﺭ ﻣﻄ ﹼﻮﺭﺓ‪ .‬ﻭﳝﻜﻦ ﺃﻥ ﻳﺨﻠﻖ ﺫﻟﻚ‬ ‫ﲟﻔﻬﺎﻫﻴﻢ ﺇﺩﺭﺍﻛ ﹼﻴﺔ ﹼ‬ ‫ﺗﻔﺎﻋﻼﺕ ﻭﻣﺸﺎﻋﺮ ﺭﺩﻳﻔﺔ ﻭﺟﺪﻳﺪﺓ ﻷﻥ ﻣﺸﺎﻋﺮﻧﺎ ﻣﺮﺗﺒﻄﺔ ﺑﻮﺟﻬﺔ‬ ‫ﺗﺮﻛﻴﺰﻧﺎ‪ ،‬ﺃﻱ ﲟﺎ ﹼ‬ ‫ﻧﻔﻜﺮ ﻓﻴﻪ ﺇﻥ ﻛﺎﻥ ﻓﻲ ﺣﺎﻟﺔ ﺍﻟﻮﻋﻲ ﺃﻭ ﺍﻟﻼﻭﻋﻲ‪.‬‬ ‫ﺇﻥ ﺍﻟﺒﺸﺮ ﻫﻢ ﺁﻻﺕ ﻻ ﺗﺘﻮﻗﻒ ﻋﻠﻰ ﺻﻨﻊ ﺍﳌﻌﺎﻧﻲ ﻭﺍﻟﺘﻔﺴﻴﺮﺍﺕ‪.‬‬ ‫ﹼ‬ ‫ﻟﻜﻞ ﻣﺎ‬ ‫ﻣﻌﻨﻰ ﺇﻳﺠﺎﺑﻴﺎﹰ‪ ،‬ﺳﻠﺒﻴﺎ ﹰ ﺃﻭ ﻏﻴﺮ ﻣﻜﺘﺮﺙ‬ ‫ﳝﻜﻨﻨﺎ ﺃﻥ ﳒﺪ‬ ‫ﹰ‬ ‫ﹰ‬ ‫ﻧﺨﺘﺒﺮﻩ‪ .‬ﻭﻧﻈﺮ ﺍ ﻟﻠﻤﻌﻨﻰ ﺍﻟﺬﻱ ﳒﺪﻩ ﻭﻧﻌﻄﻴﻪ ﺨﻤﻟﺘﻠﻒ ﺍﳊﺎﻻﺕ‪ ،‬ﻧﺒﻨﻲ‬ ‫ﻣﻌﺘﻘﺪﺍﺗﻨﺎ ﺍﻟﺘﻲ ﲢﺪﺩ ﻣﺸﺎﻋﺮﻧﺎ ﻭﺃﻓﻌﺎﻟﻨﺎ ﺃﻭ ﺣﺘﻰ ﺍﻷﻣﻮﺭ ﺍﻟﺘﻲ ﻻ‬ ‫ﻧﻘﻮﻡ ﺑﻬﺎ‪ .‬ﻣﻦ ﺍﳌﻤﻜﻦ ﻃﺒﻌﺎ ﹰ ﺃﻥ ﻧﻐ ﹼﻴﺮ ﻣﻌﺘﻘﺪﺍﺗﻨﺎ ﻭﻣﺸﺎﻋﺮﻧﺎ ﻋﻨﺪﻣﺎ‬ ‫ﻧﻘﺮﺭ ﺫﻟﻚ‪ .‬ﺇﻥ ﻣﺸﺎﻋﺮﻧﺎ ﻧﺎﲡﺔ ﻋﻦ ﻣﻌﺘﻘﺪﺍﺗﻨﺎ‪ ،‬ﻭﻣﻌﺘﻘﺪﺍﺗﻨﺎ ﻧﺎﲡﺔ ﻋﻦ‬ ‫ﻛﻴﻔ ﹼﻴﺔ ﻧﻈﺮﻧﺎ ﻟﻌﺎﳌﻨﺎ ﻭﺇﺫﺍ ﻛﻨﺖ ﺃﺭﻯ ﺍﻟﻌﺎﻟﻢ ﺑﺸﻜﻞ ﺟﻤﻴﻞ‪ ،‬ﺳﺄﺅﻣﻦ‬ ‫ﺑﺎﳌﺴﺎﻋﺪﺓ ﺍﻟﻨﺎﲡﺔ ﻋﻦ ﺍﻵﺧﺮﻳﻦ ﻭﺍﻟﻈﺮﻭﻑ‪ ،‬ﻭﻫﺬﺍ ﺍﻷﻣﺮ ﺳﻴﺠﻌﻠﻨﻲ‬ ‫ﺃﻛﺜﺮ ﺍﻧﺪﻓﺎﻋﺎ ﹰ‪.‬‬ ‫ﻋﻨﺪﻣﺎ ﻧﺪﺭﻙ ﺃﻧﻪ ﻟﺪﻳﻨﺎ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻣﻦ ﺍﳋﻴﺎﺭﺍﺕ ﺍﳌﺘﻌ ﹼﻠﻘﺔ ﺑﺈﻋﻄﺎﺀ‬ ‫ﺍﳌﻌﻨﻰ ﻟﻸﺣﺪﺍﺙ‪ ،‬ﻭﻣﻦ ﺍﳌﻤﻜﻦ ﺃﻥ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﳋﻴﺎﺭﺍﺕ ﺃﺳﻬﻞ ﻣﻦ‬ ‫ﺍﻟﺘﻲ ﺗﺄ ﺗﹼﻲ ﺃ ﹼﻭ ﻻ ﹰ ﺇﻟﻰ ﺃﺫﻫﺎﻧﻨﺎ‪ ،‬ﳝﻜﻨﻨﺎ ﺑﺬﻟﻚ ﺃﻥ ﻧﻘﺪﻡ ﻋﻠﻰ ﺗﻐﻴﻴﺮ‬ ‫ﺇﻳﺠﺎﺑﻲ‪ .‬ﻫﺬﺍ ﻫﻮ ﺍﳌﻨﻬﺞ ﺍﻟﺬﻱ ﻳﺘﹼﺒﻌﻪ ﺍﻹﻧﺴﺎﻥ ﺍﳌﺘﻔﺎﺋﻞ ﻋﻠﻰ ﻋﻜﺲ‬ ‫ﺍﻹﻧﺴﺎﻥ ﺍﳌﺘﺸﺎﺋﻢ‪.‬‬ ‫ﻳﻌﺘﻘﺪ ﺍﳌﺘﺸﺎﺋﻤﻮﻥ ﻓﻲ ﺍﻟﻼﻭﻋﻲ ﺑﺄ ﻧﹼﻪ ﻻ ﺗﻮﺟﺪ ﺧﻴﺎﺭﺍﺕ ﻛﺜﻴﺮﺓ‪ .‬ﻭﻓﻲ‬ ‫ﺃﻛﺜﺮ ﺍﻷﻭﻗﺎﺕ ﻳﻘﻮﻣﻮﻥ ﺑﺈﺧﺘﻴﺎﺭ ﺍﳌﻌﺎﻧﻲ ﺍﻷﻛﺜﺮ ﻛﺎﺭﺛ ﹼﻴﺔ ﻟﻠﺤﺎﻻﺕ‪،‬‬ ‫ﻣﻘﺎﺭﻧﺔ ﻣﻊ ﺍﳌﻌﺎﻧﻲ ﺍﻷﺧﺮﻯ ﺍﻟﺘﻲ ﳝﻜﻨﻨﺎ ﺃﻥ ﻧﺴﺘﺨﻠﺼﻬﺎ ﻣﻦ‬ ‫ﺍﳊﺎﻻﻟﺖ ﻭﺍﻟﺘﺤﺪﻳﺎﺕ‪.‬‬ ‫ﳝﻜﻨﻨﺎ ﺗﻐﻴﻴﺮ ﻣﻌﺘﻘﺪﺍﺗﻨﺎ ﻭﺃﻓﻜﺎﺭﻧﺎ ﻭﻣﺸﺎﻋﺮﻧﺎ ﻭﺃﻋﻤﺎﻟﻨﺎ ﻣﻦ ﺧﻼﻝ‬ ‫ﻣﻌﲔ‬ ‫ﺗﻐﻴﻴﺮ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻧﺮﻯ ﻓﻴﻬﺎ ﺍﻷﻣﻮﺭ‪ .‬ﺇﺫﺍ ﻛﻨﹼﺎ ﻧﺆﻣﻦ ﺑﺸﻲﺀ‬ ‫ﹼ‬


‫ﻫﻨﺎك ﺷﺮاﻛﺔ ﻗﻮﻳﺔ ﺟﺪ ًا ﺑﻴﻦ اﻟﺠﻬﺎت اﻟﺨﺎﺻﺔ واﻟﻌﺎﻣﺔ‬ ‫ﻓﻲ ﻗﻄﺮ‪ ،‬وذﻟﻚ ﺳﻴﻮاﺻﻞ ﺗﺤﻔﻴﺰ ﻧﻤﻮ ﻫﺬا اﻟﺒﻠﺪ وﻳُﻔﻴﺪ‬ ‫اﻟﻌﺪﻳﺪ ﻣﻦ اﻟﺸﺮﻛﺎت‪ ،‬ﻋﻠﻰ اﻟﺼﻌﻴﺪﻳﻦ اﻟﻌﺎﻟﻤﻲ‬ ‫واﻟﻤﺤﻠﻲ‪.‬‬ ‫ﻛﻴﻒ ﺗﺴﺘﺜﻤﺮ ‪ 3M‬ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﶈﻠﻲ ﻣﻦ ﺃﺟﻞ ﺗﺄﻣﲔ ﻓﺮﺹ‬ ‫ﻓﺮﻳﺪﺓ ﻟﻘﻄﺮ؟‬ ‫ﻳﹸﻌﺘﺒﺮ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﺃﻭﻟﻮﻳﺔ ﺃﺳﺎﺳ ﹼﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺸﺮﻛﺔ ‪3M‬‬ ‫ﺍﳋﻠﻴﺞ‪ .‬ﻭﻗﺪ ﻗﻤﻨﺎ ﺑﺎﺳﺘﺜﻤﺎﺭ ﻹﻧﺸﺎﺀ ﻣﺮﻓﻖ ﻣﺨﺼﺺ ﻓﻲ ﻗﻄﺮ ﻣﻦ‬ ‫ﺃﺟﻞ ﺍﻟﺮﺩ ﻋﻠﻰ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻋﻤﻼﺋﻨﺎ ﺑﺴﻼﺳﺔ ﻣﻦ ﺧﻼﻝ ﲢﺪﻳﺪ ﺍﳊﻠﻮﻝ‬ ‫ﺍﳌﻨﺎﺳﺒﺔ‪ .‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻧﺤﻦ ﻓﻲ ﻃﻮﺭ ﺇﺿﺎﻓﺔ ﻣﻮﺍﺭﺩ ﻣﻬﻤﺔ‬ ‫ﻋﺒﺮ ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻷﻗﺴﺎﻡ ﺍﻟﺘﻘﻨﻴﺔ ﺍﻷﺧﺮﻯ‪.‬‬ ‫ﺳﻨﺴﺘﻤﺮ ﻣﻦ ﺧﻼﻝ ﺗﻮﺍﺟﺪﻧﺎ ﻓﻲ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻓﻲ ﺍﻟﺒﺤﺚ ﻋﻦ‬ ‫ﻓﺮﺹ ﺃﺧﺮﻯ‪ .‬ﻛﻤﺎ ﺳﻨﺴﻌﻰ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﺰﻳﺪ ﻣﻦ ﺍﳌﻮﺍﺭﺩ‪ ،‬ﻭﺇﻗﺎﻣﺔ‬ ‫ﺷﺮﺍﻛﺎﺕ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﺣﲔ ﺗﻜﻮﻥ ﺍﻟﻔﺮﺹ ﻣﺮﺑﺤﺔ‪.‬‬

‫ﻫﻞ ﺗﺮﻯ ﺃﻥ ﻫﺬﺍ ﺍﻟﺴﻮﻕ ﻣﻼﺋﻢ ﻹﻗﺎﻣﺔ ﺷﺮﺍﻛﺎﺕ ﺑﲔ ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ‬ ‫ﻭﺍﳋﺎﺹ؟ ﻛﻴﻒ ﳝﻜﻦ ﺃﻥ ﻳﻔﻴﺪ ﺫﻟﻚ ﺷﺮﻛﺔ ﻣﺜﻞ ‪3M‬؟‬ ‫ﻫﻨﺎﻙ ﺷﺮﺍﻛﺔ ﻗﻮﻳﺔ ﺟﺪ ﺍ ﹰ ﺑﲔ ﺍﳉﻬﺎﺕ ﺍﳋﺎﺻﺔ ﻭﺍﻟﻌﺎﻣﺔ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﻭﺫﻟﻚ ﺳﻴﻮﺍﺻﻞ ﲢﻔﻴﺰ ﳕﻮ ﻫﺬﺍ ﺍﻟﺒﻠﺪ ﻭ ﻳﹸﻔﻴﺪ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‪،‬‬ ‫ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪﻳﻦ ﺍﻟﻌﺎﳌﻲ ﻭﺍﶈﻠﻲ‪.‬‬ ‫ﻋﺪﺓ ﻗﻄﺎﻋﺎﺕ‪ ،‬ﻛﻮﻧﻬﺎ ﲤﺘﻠﻚ ﺃﻛﺜﺮ ﻣﻦ‬ ‫ﺗﻌﺘﺒﺮ ﺷﺮﻛﺔ ‪ 3M‬ﺭﺍﺋﺪﺓ ﻓﻲ ﹼ‬ ‫‪ 46‬ﻣﻨﺼﺔ ﺗﻘﻨ ﹼﻴﺔ ﺃﺳﺎﺳﻴﺔ‪ .‬ﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﺳﻨﺘﻤﻜﻦ ﻣﻦ ﺧﻼﻝ ﺗﻘﻨﻴﺘﻨﺎ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﻭﺧﺒﺮﺗﻨﺎ ﺍﻟﺘﻲ ﺗﺰﻳﺪ ﻋﻦ ‪ 100‬ﻋﺎﻡ‪ ،‬ﻭﻣﻨﺘﺠﺎﺗﻨﺎ ﺍﻟﺘﻲ ﻳﺒﻠﻎ‬ ‫ﻋﺪﺩﻫﺎ ‪ 65,000‬ﺃﻥ ﳒﻠﺐ ﺗﻘﻨﻴﺎﺕ ﻣﺘﻘﺪﻣﺔ ﻭﺣﻠﻮﻝ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻓﻲ‬ ‫ﻗﻄﺮ ﻣﻦ ﺃﺟﻞ ﺗﻌﺰﻳﺰ ﺇﻣﻜﺎﻧﺎﺗﻨﺎ ﻓﻲ ﺍﻟﺴﻮﻕ‪.‬‬

‫ﻏﺎﻟﺒﺎ ﹰ ﻣﺎ ﻳﹸﻘﺎﻝ ﺃﻥ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﺗﻌﺎﻧﻲ ﻣﻦ ﻧﻘﺺ ﻓﻲ‬ ‫ﺍﳌﻮﻇﻔﲔ ﺍﳌﻬﺮﺓ‪ .‬ﻫﻞ ﻳﻨﻄﺒﻖ ﻫﺬﺍ ﺍﻟﻘﻮﻝ ﻋﻠﻰ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ‬ ‫ﺃﻳﻀﺎ ﹰ؟‬ ‫ﻣﻊ ﺗﺰﺍﻳﺪ ﺗﺮﻛﻴﺰ ﻗﻄﺮ ﻋﻠﻰ ﻋﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻭﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﻨﻮﻳﻊ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﺳﻴﻜﻮﻥ ﻣﻦ ﺍﻟﻀﺮﻭﺭﻱ ﺍﻟﺒﺤﺚ ﻋﻦ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ‬ ‫ﻟﻠﺮﺩ ﻋﻠﻰ ﻣﺨﺘﻠﻒ ﺍﻟﺘﺤﺪﻳﺎﺕ‪ .‬ﻭﺃﻋﺘﻘﺪ ﺃﻥ ﻫﺬﺍ ﺃﻣﺮ ﻃﺒﻴﻌﻲ ﺟﺪﺍ ﹰ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻷﻱ ﺑﻠﺪ‪ ،‬ﻭﻗﻄﺮ ﻟﻴﺴﺖ ﺍﺳﺘﺜﻨﺎﺀ ﻋﻦ ﺫﻟﻚ‪.‬‬

‫ﺗُﻌﺘﺒﺮ ﻗﻄﺮ ﻣﻦ ﺑﻴﻦ ا™ﺳﻮاق ا™وﻟﻰ اﻟﻤﻨﺪرﺟﺔ ﺿﻤﻦ‬ ‫ﺧﻄﻂ ﺗﻮﺳﻊ ‪ 3M‬إﻗﻠﻴﻤﻴ ًﺎ‪ ،‬وﻧﺤﻦ ﻧﺮى ﻓﺮﺻ ًﺎ ﻣﺤﺘﻤﻠﺔ ﻓﻲ‬ ‫ﻗﻄﺎﻋﺎت اﻟﺮﻋﺎﻳﺔ اﻟﺼﺤﻴﺔ واﻟﻨﻔﻂ واﻟﻐﺎز واﻟﺒﻨﺎء واﻟﺒﻨﻴﺔ‬ ‫اﻟﺘﺤﺘﻴﺔ‪ ،‬ﺑﺎ¸ﺿﺎﻓﺔ إﻟﻰ ﺻﻨﺎﻋﺔ اﻟﺘﺠﺰﺋﺔ اﻟﻨﺎﺷﺌﺔ‪.‬‬

‫ﻭﺃﻧﺎ ﻭﺍﺛﻖ ﺃﻧﻪ ﺑﻬﺪﻑ ﺧﻠﻖ ﺍﻗﺘﺼﺎﺩ ﻗﺎﺋﻢ ﻋﻠﻰ ﺍﳌﻌﺮﻓﺔ‪ ،‬ﻭﺿﻌﺖ ﻗﻴﺎﺩﺓ‬ ‫ﺍﻟﺒﻼﺩ ﺧﻄﺔ ﺻﻠﺒﺔ ﳌﻌﺎﳉﺔ ﻫﺬﻩ ﺍﻟﻘﻀﺎﻳﺎ ﻭﺗﻘﺪﱘ ﺍﻟﺪﻋﻢ ﻭﺍﳌﺴﺎﻋﺪﺓ‬ ‫ﻣﻦ ﺃﺟﻞ ﺗﻘﻠﻴﺺ ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺍﳌﻬﺎﺭﺍﺕ ﺍﳌﻌﺮﻭﺿﺔ ﻭﺍﳌﻄﻠﻮﺑﺔ‪.‬‬

‫ﻛﻴﻒ ﺗﺘﻌﺎﻣﻞ ﺷﺮﻛﺘﻜﻢ ﻣﻊ ﻫﺬﺍ ﺍﻟﻮﺿﻊ؟‬ ‫ﺷﺮﻛﺔ ‪ 3M‬ﻫﻲ ﺇﺣﺪﻯ ﺷﺮﻛﺎﺕ ﺍﻟﺘﻘﻨﻴﺔ ﺍﳌﺘﻨﻮﻋﺔ‪ ،‬ﻭﻧﺤﻦ ﻗﺎﺩﺭﻭﻥ‬ ‫ﻋﻠﻰ ﺗﻮﻓﻴﺮ ﺍﳊﻠﻮﻝ ﺍﳌﻄﻠﻮﺑﺔ ﻓﻲ ﻗﻄﺎﻋﺎﺕ ﻣﺘﻌﺪﺩﺓ‪ .‬ﻭﻳﺮﻛﺰ ﺍﻟﻌﺪﻳﺪ‬ ‫ﻣﻦ ﻣﻨﺘﺠﺎﺗﻨﺎ ﻋﻠﻰ ﲢﺴﲔ ﺍﻹﻧﺘﺎﺟﻴﺔ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﳉﻤﺎﻟﻴﺎﺕ ﻭﺍﻷﺩﺍﺀ‪.‬‬ ‫ﻟﻘﺪ ﺧﺼﺼﻨﺎ ﻣﻮﺍﺭﺩ ﻟﻠﺨﺪﻣﺎﺕ ﺍﻟﺘﻘﻨﻴﺔ ﻭﺍﳌﻬﻨﻴﺔ ﺍﻟﺘﻲ ﻳﺘﻢ ﻧﺸﺮﻫﺎ‬ ‫ﻟﺘﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺗﺪﺭﻳﺐ ﻋﻤﻼﺋﻨﺎ ﺍﻟﻜﺮﺍﻡ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻧﺤﻦ‬ ‫ﻧﻮﺍﺻﻞ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﳌﺴﺎﻋﺪﺓ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻋﻠﻰ‬ ‫ﲢﻘﻴﻖ ﺃﻫﺪﺍﻓﻬﺎ ﻓﻲ ﻣﺠﺎﻻﺕ ﻣﺘﻌﺪﺩﺓ‪.‬‬

‫ﻫﻞ ﺗﺸﺎﺭﻛﻮﻥ ﻓﻲ ﺃﻧﺸﻄﺔ ﺍﻟﺘﻌﻠﻢ ﻭﺍﻟﺘﻄﻮﻳﺮ ﻟﺘﺴﻮﻳﺔ ﻫﺬﺍ ﺍﻟﻮﺿﻊ؟‬ ‫ﻧﻌﻢ‪ ،‬ﻧﺤﻦ ﻧﻨﻈﻢ ﺑﺎﻧﺘﻈﺎﻡ ﻧﺪﻭﺍﺕ ﺗﻌﻠﻴﻢ‪ ،‬ﻭﺣﻤﻼﺕ ﺗﺮﻭﻳﺠﻴﺔ ﻭﺩﻭﺭﺍﺕ‬ ‫ﺗﺪﺭﻳﺒﻴﺔ ﻓﻲ ﻋﺪﻳﺪ ﻣﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻷﺳﺎﺳﻴﺔ‪ .‬ﻭﺳﻴﺒﻘﻰ ﺫﻟﻚ ﺿﻤﻦ‬ ‫ﺇﻃﺎﺭ ﺗﺮﻛﻴﺰﻧﺎ ﺍﻷﺳﺎﺳﻲ ﻓﻲ ﺑﻠﺪﺍﻥ ﺟﺪﻳﺪﺓ ﲟﺎ ﻓﻴﻬﺎ ﻗﻄﺮ‪.‬‬ ‫ﻣﻊ ﺭﺅﻳﺔ ﺍﳊﻜﻮﻣﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻹﻧﺸﺎﺀ ﺍﻗﺘﺼﺎﺩ ﻣﺴﺘﻘﻞ ﻟﻠﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻄﺒﻴﻌﻲ‪ ،‬ﻣﺎ ﻫﻮ ﺍﳌﺴﺘﻘﺒﻞ ﺍﻟﺬﻱ ﺗﺘﻮﻗﻌﻮﻧﻪ ﻟﻌﻤﻠﻴﺎﺗﻜﻢ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﻧﺘﻄﻠﻊ ﺇﻟﻰ ﻓﺮﺹ ﻛﺜﻴﺮﺓ ﻓﻲ ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ ،‬ﺳﻮﺍﺀ ﻛﺎﻥ ﻓﻲ‬ ‫ﻗﻄﺎﻋﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ‪ ،‬ﺍﻟﺴﻼﻣﺔ‪ ،‬ﺍﻟﺒﻨﺎﺀ‪ ،‬ﺍﻻﺗﺼﺎﻻﺕ ﺃﻭ ﺿﻤﻦ‬ ‫ﻣﺸﺎﺭﻳﻊ ﺗﻄﻮﻳﺮ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪.‬‬ ‫ﻛﻤﺎ ﺫﻛﺮﺕ ﻣﺴﺒﻘﺎﹰ‪ ،‬ﳝﻜﻨﻨﺎ ﻣﻦ ﺧﻼﻝ ‪ 46‬ﻣﻨﺼﺔ ﺗﻘﻨ ﹼﻴﺔ ﺃﺳﺎﺳﻴﺔ‬ ‫ﻧﻘﺪﻡ ﺍﳋﺪﻣﺎﺕ ﺑﺄﺳﻠﻮﺏ‬ ‫ﻭﻣﻨﺘﺠﺎﺗﻨﺎ ﺍﻟﺘﻲ ﻳﺒﻠﻎ ﻋﺪﺩﻫﺎ ‪ ، 65,000‬ﺃﻥ ﹼ‬ ‫ﻳﺘﻤﺎﺷﻰ ﻣﻊ ﺗﻮﻗﻌﺎﺕ ﻋﻤﻼﺋﻨﺎ‪.‬‬ ‫ﻧﺮﻛﺰ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻋﻠﻰ ﺍﺑﺘﻜﺎﺭ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﻭﻫﺪﻓﻨﺎ ﻫﻮ ﺯﻳﺎﺩﺓ‬ ‫ﺍﳌﺒﻴﻌﺎﺕ ﻟﺪﻳﻨﺎ ﺑﻨﺴﺒﺔ ‪ 30٪‬ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﻣﻨﺘﺠﺎﺕ ﻭﺣﻠﻮﻝ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﻟﺪﻳﻨﺎ ﺃﺳﻮﺏ ﻗﻮﻱ ﺟﺪﺍ ﹰ ﻭﻣﺘﲔ ﻓﻲ ﺇﺩﺧﺎﻝ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪ .‬ﻭﻗﺪ ﲤﻜﻨﹼﺎ‬ ‫ﻣﻦ ﺧﻼﻝ ﺍﻋﺘﻤﺎﺩ ﻫﺬﺍ ﺍﻟﻨﻬﺞ‪ ،‬ﺃﻥ ﻧﺤﻘﻖ ﳒﺎﺣﺎ ﹰ ﻛﺒﻴﺮﺍ ﹰ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪.‬‬ ‫ﺑﺤﺪ ﺫﺍﺗﻪ‪ ،‬ﻳﻌﺮﺽ‬ ‫ﺇﻥ ﻣﻨﺸﺄﺗﻨﺎ ﺍﳌﻮﺟﻮﺩﺓ ﻓﻲ ﺩﺑﻲ ﻫﻲ ﻣﺮﻛﺰ ﻟﻼﺑﺘﻜﺎﺭ‬ ‫ﹼ‬ ‫ﺍﺑﺘﻜﺎﺭﺍﺕ ﺷﺮﻛﺔ ‪ 3M‬ﻋﻠﻰ ﺍﳉﻤﻬﻮﺭ ﺍﳋﺎﺭﺟﻲ‪ ،‬ﻭﻫﻮ ﺩﻟﻴﻞ ﻳﺸﻴﺮ ﺇﻟﻰ‬ ‫ﺗﺮﻛﻴﺰﻧﺎ ﻋﻠﻰ ﺍﻻﺑﺘﻜﺎﺭ‪.‬‬

‫ﻛﻴﻒ ﳝﻜﻦ ﻟﺬﻟﻚ ﺃﻥ ﻳﺴﺎﻫﻢ ﻓﻲ ﳕﻮ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﳋﺎﺻﺔ‬ ‫ﺑﻜﻢ ﻓﻲ ﻣﺨﺘﻠﻒ ﺃﻧﺤﺎﺀ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺍﻷﺳﻮﺍﻕ ﺍﻟﻨﺎﺷﺌﺔ ﻓﻲ‬ ‫ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ؟‬ ‫ﺳﻴﺠﻠﺐ ﺍﻟﺘﻨﻮﻳﻊ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻔﺮﺹ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻷﻳﺔ ﺷﺮﻛﺔ‪.‬‬ ‫ﻭﻫﺬﺍ ﻳﻨﻄﺒﻖ ﺑﺸﻜﻞ ﺧﺎﺹ ﻋﻠﻰ ‪ ،3M‬ﻧﻈﺮﺍ ﹰ ﺠﻤﻟﻤﻮﻋﺔ ﺍﳌﻨﺘﺠﺎﺕ‬ ‫ﺍﻟﻮﺍﺳﻌﺔ ﻟﺪﻳﻨﺎ ﻭﺍﳊﻠﻮﻝ ﺍﳌﺴﺘﻤﺪﺓ ﻣﻦ ﺧﺒﺮﺗﻨﺎ ﺍﻟﺘﻲ ﺗﺰﻳﺪ ﻋﻦ ‪100‬‬ ‫ﻋﺎﻡ ﻓﻲ ﻣﺠﺎﻝ ﺍﻻﺑﺘﻜﺎﺭ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻌﺎﳌﻲ‪.‬‬ ‫ﺗﺒﺤﺚ ‪ 3M‬ﺑﻨﺸﺎﻁ ﻓﻲ ﺗﻮﺳﻴﻊ ﺳﺒﻞ ﻣﻠﻒ ﺃﻋﻤﺎﻟﻬﺎ ﲤﺎﺷﻴﺎ ﹰ‬ ‫ﻣﻊ ﺍﻻﲡﺎﻫﺎﺕ ﺍﻟﻀﺨﻤﺔ ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﺸﻜﻴﻞ ﺍﳌﺴﺘﻘﺒﻞ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﻟﻠﻤﻨﻄﻘﺔ‪ .‬ﻟﻬﺬﺍ ﺍﻟﺴﺒﺐ‪ ،‬ﺳﻨﻮﺍﺻﻞ ﺗﺮﻛﻴﺰﻧﺎ ﻋﻠﻰ ﺗﻄﻮﻳﺮ‬ ‫ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﺗﺮﻛﻴﺰ ﻋﻠﻰ اﻻﺑﺘﻜﺎر‬ ‫ﻳﻌﺘﻤﺪ ﻧﺠﺎح ﺷﺮﻛﺔ ‪ 3M‬ﻋﻠﻰ ﻗ���رﺗﻬﺎ ﻓﻲ اﺳﺘﺨﺪام أﻧﻈﻤﺔ ﺗﻘﻨﻴّﺔ ﻟﺘﻠﺒﻴﺔ ﻣﺠﻤﻮﻋﺔ ﻛﺒﻴﺮة ﻣﻦ‬ ‫اﺣﺘﻴﺎﺟﺎت اﻟﻌﻤﻼء‪ .‬ﻓﻲ ﻣﺤﺎدﺛﺔ ﻣﻊ أﺑﺎرﻧﺎ ﺷﻴﻔﺒﻮري آرﻳﺎ‪ ،‬ﻛﺸﻒ راﻏﺎﻓﺎن ﻣﺎﻧﻮﻫﺎر‪ ،‬اﻟﻤﺴﺆول ﻋﻦ‬ ‫ﻣﻨﻄﻘﺔ اﻟﺸﺮق ا¾وﺳﻂ وأﻓﺮﻳﻘﻴﺎ ﻟﺪى ﺷﺮﻛﺔ ‪ 3M‬اﻟﺨﻠﻴﺞ اﻟﻤﺤﺪودة‪ ،‬ﻋﻦ ﺧﻄﻄﻬﻢ اﻟﻄﻤﻮﺣﺔ اﻟﺘﻲ‬ ‫ﺗﻢ وﺿﻌﻬﺎ ﺑﻌﺪ ﺗﺄﺳﻴﺲ ﻣﻜﺘﺐ ﻟﻠﺸﺮﻛﺔ ﻓﻲ اﻟﺪوﺣﺔ‪.‬‬ ‫ﻣﺘﻰ ﺍﺳﺘﻬﻠﺖ ﺷﺮﻛﺔ ‪ 3M‬ﻋﻤﻠﻴﺎﺗﻬﺎ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﲤﺎﺷﻴﺎ ﹰ ﻣﻊ ﺧﻄﻄﻨﺎ ﺍﻟﺮﺍﻣﻴﺔ ﻟﻠﻨﻤﻮ ﺑﺸﻜﻞ ﻭﺍﺳﻊ ﻓﻲ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ‪ ،‬ﺑﺪﺃﺕ ‪ 3M‬ﻋﻤﻠﻬﺎ ﻓﻲ ﻗﻄﺮ ﻣﻦ ﺧﻼﻝ ﺍﻓﺘﺘﺎﺡ‬ ‫ﻣﻜﺘﺒﻬﺎ ﺍﳋﺎﺹ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﺧﻼﻝ ﺍﻟﺮﺑﻊ ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﻋﺎﻡ ‪.2012‬‬ ‫ﻧﻈﺮ ﺍ ﹰ ﻷﻥ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻫﻲ ﻣﻦ ﺍﳌﻨﺎﻃﻖ ﺍﻷﺳﺮﻉ ﳕﻮ ﺍ ﹰ‬ ‫ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﺳﻴﺴﻬﻞ ﺗﻮﺍﺟﺪﻧﺎ ﻓﻲ ﻗﻄﺮ ﺗﻨﻔﻴﺬ ﺧﻄﻂ ﺃﻋﻤﺎﻝ‬ ‫ﺍﻟﺸﺮﻛﺔ ﺍﻟﻄﻤﻮﺣﺔ ﻭﻋﻤﻠﻴﺎﺗﻬﺎ‪ .‬ﻭﺳﻴﻜﻮﻥ ﺫﻟﻚ ﺣﺎﻓﺰ ﺍ ﹰ ﺣﻴﻮﻳﺎ ﹰ‬ ‫ﻟﺘﺤﻘﻴﻖ ﺃﻫﺪﺍﻑ ﺍﻟﻨﻤﻮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺸﺮﻛﺔ ‪ 3M‬ﻓﻲ ﺍﳌﻨﻄﻘﺔ‬ ‫ﺑﺄﺳﺮﻫﺎ ‪.‬‬ ‫ﺭﺍﻏﺎﻓﺎﻥ ﻣﺎﻧﻮﻫﺎﺭ ﻫﻮ ﺭﺋﻴﺲ ﺃﻋﻤﺎﻝ‬ ‫ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ‬ ‫ﻟﺪﻯ ﺷﺮﻛﺔ ‪ 3M‬ﺍﳋﻠﻴﺞ ﺍﶈﺪﻭﺩﺓ‪.‬‬ ‫ﻟﺪﻳﻪ ﺧﺒﺮﺓ ﺗﺰﻳﺪ ﻋﻦ ‪ 14‬ﻋﺎﻣﺎ ﹰ ﻓﻲ‬ ‫ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺿﻤﻦ ﺷﺮﻛﺔ‬ ‫‪ 3M‬ﺍﳋﻠﻴﺞ ﺍﶈﺪﻭﺩﺓ‪ .‬ﺷﻐﻞ ﺳﺎﺑﻘﺎ ﹰ‬ ‫ﻣﻨﺎﺻﺐ ﻣﺨﺘﻠﻔﺔ ﻓﻲ ﻋﺪﺓ ﻗﻄﺎﻋﺎﺕ‬ ‫ﻣﻨﻬﺎ ‪ ، BASF، Asian Paints‬ﻭ ‪Apollo‬‬ ‫‪ .Tyres‬ﳌﺰﻳﺪ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻳﹸﺮﺟﻰ‬ ‫ﺯﻳﺎﺭﺓ‪www.solutions.3mae.ae :‬‬

‫ﻳﹸﻌﺘﺒﺮ ﻗﺮﺍﺭ ﺗﺄﺳﻴﺲ ﻣﻜﺘﺐ ﺇﻗﻠﻴﻤﻲ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻧﺘﻴﺠﺔ ﻻﻟﺘﺰﺍﻣﻨﺎ‬ ‫ﺍﳌﺘﻮﺍﺻﻞ ﺑﺘﻘﺪﱘ ﺃﻓﻀﻞ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ ﻭﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﻘﻴﻤﺔ ﻟﻌﻤﻼﺋﻨﺎ ﺍﻟﻨﺎﺟﻤﺔ ﻋﻦ ﺳﻨﻮﺍﺕ ﻣﻦ ﺍﻟﺘﻤ ﹼﻴﺰ ﻓﻲ ﺍﻻﺑﺘﻜﺎﺭ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻲ‪.‬‬ ‫ﻧﻘﺪ ﺭ ﻓﻲ ‪ 3M‬ﺑﺸﺪﺓ ﻋﻼﻗﺎﺗﻨﺎ ﻣﻊ ﺍﻟﺴﻠﻄﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬ ‫ﻧﺤﻦ ﹼ‬ ‫ﻭﺍﻟﺸﺮﻛﺎﺀ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﲔ‪ .‬ﻭﻟﺬﻟﻚ‪ ،‬ﻓﺈﻧﻨﺎ ﻧﺘﻄﻠﻊ ﺇﻟﻰ ﺗﻌﺎﻭﻥ ﻃﻮﻳﻞ‬ ‫ﺍﻷﺟﻞ ﻣﻌﻬﻢ ﻣﻦ ﺧﻼﻝ ﺗﻮﺍﺟﺪﻧﺎ ﺍﳌﻮﺳﻊ ﻓﻲ ﻗﻄﺮ‪.‬‬

‫ﻣﺎ ﻫﻮ ﺍﻟﺴﺒﺐ ﻭﺭﺍﺀ ﻫﺬﺍ ﺍﻟﻘﺮﺍﺭ؟‬ ‫ﰎ ﺗﺼﻨﻴﻒ ﻗﻄﺮ ﻣﻦ ﺑﲔ ﺍﻟﺒﻠﺪﺍﻥ ﺍﳌﺘﻄﻮﺭﺓ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﳋﻠﻴﺞ‪.‬‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻳﺴﺘﻨﺪ ﻫﺬﺍ ﺍﻟﺘﺼﻨﻴﻒ ﻋﻠﻰ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳊﻜﻮﻣﻴﺔ‬ ‫ﺍﻟﺘﻲ ﺃﻗ ﹼﺮ ﺕ ﻓﻲ ﻗﻄﺮ ﻛﺠﺰﺀ ﻣﻦ ﺧﻄﻂ ﺗﻨﻮﻳﻊ ﺍﻗﺘﺼﺎﺩﻫﺎ ﻭﺍﳌﺸﺎﺭﻳﻊ‬ ‫ﺍﻟﺘﻲ ﰎ ﺍﻹﻋﻼﻥ ﻋﻨﻬﺎ ﺑﻌﺪ ﺍﻟﻔﻮﺯ ﺑﺎﺳﺘﻀﺎﻓﺔ ﻛﺄﺱ ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ‬ ‫ﺍﻟﻘﺪﻡ ‪.2022‬‬ ‫ﻟﻘﺪ ﺑﺤﺜﻨﺎ ﺃﻳﻀﺎ ﹰ ﻓﻲ ﺍﻟﺘﻮﻗﻌﺎﺕ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻌﻮﺍﻣﻞ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻜﻠﻲ‪،‬‬ ‫ﻣﺜﻞ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﻟﻠﻔﺮﺩ ﺍﻟﻮﺍﺣﺪ‪ ،‬ﻣﻊ ﺍﻷﺧﺬ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‬ ‫ﺃﻥ ﻗﻄﺮ ﺗﺘﻤﺘﻊ ﺑﺄﺣﺪ ﺃﻋﻠﻰ ﻣﻌﺪﻻﺕ ﻧﺼﻴﺐ ﺍﻟﻔﺮﺩ ﻣﻦ ﺍﻟﺪﺧﻞ‬ ‫ﺍﻟﻘﻮﻣﻲ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻛﺎﻥ ﻭﺍﺿﺤﺎ ﹰ ﺃﻥ ﻗﺮﺍﺭ ﺍﻻﻧﺘﻘﺎﻝ ﺇﻟﻰ‬ ‫‪36‬‬

‫ﻗﻄﺮ ﻣﻨﻄﻘﻲ‪ ،‬ﻷﻥ ﻫﺬﺍ ﺍﻟﺒﻠﺪ ﻳﺴﺘﺜﻤﺮ ﺑﻜﺜﺎﻓﺔ ﻓﻲ ﻣﺸﺎﺭﻳﻊ ﺗﻮﺳﻴﻊ‬ ‫ﻛﺒﺮﻯ ﺿﻤﻦ ﻋﺪﻳﺪ ﻣﻦ ﺍﻟﺼﻨﺎﻋﺎﺕ‪.‬‬

‫ﻣﺎ ﻫﻲ ﺍﻟﻔﺮﺹ ﺍﻟﺘﻲ ﻳﻮﻓﺮﻫﺎ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﺇﻟﻰ ﻋﻤﻠﻴﺎﺕ ‪3M‬؟‬ ‫ﺗﹸﻌﺘﺒﺮ ﻗﻄﺮ ﻣﻦ ﺑﲔ ﺍﻷﺳﻮﺍﻕ ﺍﻷﻭﻟﻰ ﺍﳌﻨﺪﺭﺟﺔ ﺿﻤﻦ ﺧﻄﻂ ﺗﻮﺳﻊ‬ ‫‪ 3M‬ﺇﻗﻠﻴﻤﻴﺎﹰ‪ ،‬ﻭﻧﺤﻦ ﻧﺮﻯ ﻓﺮﺻﺎ ﹰ ﻣﺤﺘﻤﻠﺔ ﻓﻲ ﻗﻄﺎﻋﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ‬ ‫ﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﻭﺍﻟﺒﻨﺎﺀ ﻭﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ‬ ‫ﺻﻨﺎﻋﺔ ﺍﻟﺘﺠﺰﺋﺔ ﺍﻟﻨﺎﺷﺌﺔ‪.‬‬ ‫ﻓﻲ ﻇﻞ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻟﺘﻲ ﰎ ﺍﻹﻋﻼﻥ ﻋﻨﻬﺎ ﲤﺎﺷﻴﺎ ﹰ ﻣﻊ ﺍﳋﻄﻂ‬ ‫ﺍﳌﻌﺪ ﺓ ﻟﻜﺄﺱ ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ‪ ،2022‬ﻭﺍﻟﺘﻲ ﺗﺰﻳﺪ ﻗﻴﻤﺘﻬﺎ ﻋﻦ‬ ‫ﹼ‬ ‫‪ 100‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ‪ ،‬ﺳﻴﻜﻮﻥ ﻫﻨﺎﻙ ﻣﺰﻳ ﹲﺪ ﻣﻦ ﺍﻟﻔﺮﺹ ﻓﻲ ﻗﻄﺎﻋﺎﺕ‬ ‫ﻣﺘﻌﺪﺩﺓ‪ .‬ﻭﻣﻦ ﺧﻼﻝ ﻣﺠﻤﻮﻋﺔ ﺍﳌﻨﺘﺠﺎﺕ ﺍﳌﺘﻨﻮﻋﺔ ﺍﻟﺘﻲ ﺗﻀﻤﻬﺎ‬ ‫‪ ،3M‬ﻓﻬﻲ ﺗﺘﻤﺘﻊ ﲟﻮﻗﻊ ﳑﺘﺎﺯ ﻳﺴﻤﺢ ﻟﻬﺎ ﺑﻠﺘﻠﺒﻴﺔ ﻃﻠﺐ ﺍﻟﻌﻤﻼﺀ ﻣﻦ‬ ‫ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‪.‬‬

‫ﻛﻴﻒ ﺗﻘ ﹼﻴﻢ ﻣﺴﺎﻫﻤﺔ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻘﻄﺮﻱ ﻓﻲ ﺍﻷﺳﻮﺍﻕ ﺍﻷﻛﺒﺮ ﻣﻦ‬ ‫ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ؟‬ ‫ﺗﺘﻤﺘﻊ ﻗﻄﺮ ﺑﺄﻋﻠﻰ ﻣﻌﺪﻻﺕ ﺍﻟﺪﺧﻞ ﺍﻟﻔﺮﺩﻱ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﺍﻟﺘﻲ ﺗﺒﻠﻎ‬ ‫ﺃﻛﺜﺮ ﻣﻦ ‪ 110,000‬ﺩﻭﻻﺭ ﺃﻣﻴﺮﻛﻲ‪ .‬ﻭﻣﻊ ﺍﻟﺘﺮﻛﻴﺰ ﺍﳌﺘﺰﺍﻳﺪ ﻓﻲ ﺍﻟﺒﻼﺩ‬ ‫ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻗﻄﺎﻋﺎﺕ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﻭﺍﺳﺘﺜﻤﺎﺭ ﻫﺬﻩ ﺍﻹﻳﺮﺍﺩﺍﺕ ﻋﺒﺮ‬ ‫ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﻨﺎﻋﻴﺔ‪ ،‬ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﺗﻜﻮﻥ ﻗﻄﺮ ﻣﻦ‬ ‫ﺍﳌﺴﺎﻫﻤﲔ ﺍﻟﺮﺋﻴﺴﻴﲔ ﻓﻲ ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪.‬‬ ‫ﺗﺴﺘﻘﻄﺐ ﻗﻄﺮ ﻣﻦ ﺧﻼﻝ ﺗﻨﻮﻳﻊ ﺍﻗﺘﺼﺎﺩﻫﺎ‪ ،‬ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺍﻷﺟﻨﺒﻲ ﺍﳌﺒﺎﺷﺮ ﻓﻲ ﺍﻟﺒﻼﺩ‪ ،‬ﻭﻣﻦ ﺷﺄﻥ ﺫﻟﻚ ﺃﻥ ﻳﺤﻔﺰ ﺍﻟﻨﻤﻮ ﻭﻳﺨﻠﻖ‬ ‫ﻓﺮﺹ ﻋﻤﻞ ﺇﺿﺎﻓﻴﺔ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ ﺗﻜ ﹼﺜﻒ ﻗﻄﺮ ﺟﻬﻮﺩﻫﺎ ﺃﻳﻀﺎ ﹰ‬ ‫ﻓﻲ ﺍﻻﲡﺎﻫﺎﺕ ﺍﻟﻜﺒﻴﺮﺓ‪ ،‬ﻣﺜﻞ ﺍﻟﻄﺎﻗﺔ ﺍﳌﺘﺠﺪﺩﺓ ﻭﺍﻟﺴﻜﻚ ﺍﳊﺪﻳﺪﻳﺔ‬ ‫ﻭﻗﻄﺎﻋﺎﺕ ﺍﻟﺘﺠﺰﺋﺔ ﻭﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺼﺎﻋﺪﺓ‪ .‬ﻭﻫﺬﺍ ﻳﹸﻌﺘﺒﺮ ﲟﺜﺎﺑﺔ‬ ‫ﺗﻮﻗﻌﺎﺕ ﺇﻳﺠﺎﺑﻴﺔ ﳌﺴﺘﻘﺒﻞ ﻫﺬﻩ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﻛﻤﺎ ﻧﻼﺣﻆ ﺃﻥ ﺗﻮﺳﻌﻬﺎ‬ ‫ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺍﺿﺢ ﲤﺎﻣﺎ ﹰ ﻭﻗ ﹼﻴﻢ‪.‬‬


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‫ﺑﺤﺴﺐ ﻛﺮﻳﺲ‪ ،‬ﺳﻴﻜﻮﻥ ﻟﻠﻘﺎﻧﻮﻥ ﺍﳌﻘﺘﺮﺡ ﻓﻲ ﻗﻄﺮ ﺃﺣﻜﺎﻣﺎ ﹰ ﳊﻤﺎﻳﺔ‬ ‫ﻛﻴﺎﻧﺎﺕ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﻭﻣﻨﻈﻤﺎﺕ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻷﺳﺮ ﻭﺍﻷﻓﺮﺍﺩ ﻣﻦ ﻣﺠﺮﻣﻲ ﺍﻹﻧﺘﺮﻧﺖ‪.‬‬ ‫ﻭﺃﻛﺪ ﺃﻥ ”ﺍﻟﻬﺪﻑ ﻣﻦ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳉﺪﻳﺪ ﻫﻮ ﻣﻌﺎﻗﺒﺔ ﺃﻱ ﺷﺨﺺ ﻳﻌﻤﻞ‪ ،‬ﻋﻦ‬ ‫ﻃﺮﻳﻖ ﺍﻹﻧﺘﺮﻧﺖ ﺃﻭ ﺑﺄﻳﺔ ﻭﺳﻴﻠﺔ ﻣﻦ ﻭﺳﺎﺋﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﻣﻦ ﺩﻭﻥ‬ ‫ﺃﻥ ﻳﻜﻮﻥ ﻟﻪ ﺍﳊﻖ ﺑﺪﺧﻮﻝ ﻣﻮﻗﻊ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻭ ﻧﻈﺎﻡ ﻣﻌﻠﻮﻣﺎﺕ‬ ‫ﻷﻱ ﻣﻦ ﺃﺟﻬﺰﺓ ﺍﻟﺪﻭﻟﺔ ﻭﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﻟﺴﻠﻄﺎﺕ ﺃﻭ ﺍﻟﻬﻴﺌﺎﺕ ﻭﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺘﺎﺑﻌﺔ ﻟﺬﻟﻚ“‪.‬‬ ‫ﺃﻭﺿﺢ ﻛﺮﻳﺲ ﺍﻟﺴﻤﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻠﻘﺎﻧﻮﻥ ﺍﳉﺪﻳﺪ‪ ،‬ﺇﺫ ﻗﺎﻝ‪” :‬ﻳﻨﺺ ﺍﻟﻘﺎﻧﻮﻥ‬ ‫ﻋﻠﻰ ﺃﻥ ﻳﹸﻌﺎﻗﺐ ﻛﻞ ﻣﻦ ﻳﹸﻨﺸﺊ ﺃﻭ ﻳﹸﺪﻳﺮ ﻣﻮﻗﻌﺎ ﹰ ﺇﻟﻜﺘﺮﻭﻧﻴﺎ ﹰ ﻋﺒﺮ ﺷﺒﻜﺔ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ ﺃﻭ ﺃﻱ ﻣﻦ ﻭﺳﺎﺋﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺑﻄﺮﻳﻘﺔ ﻏﻴﺮ ﻣﺸﺮﻭﻋﺔ‪،‬‬ ‫ﺃﻭ ﻳﻨﺸﺮ ﺃﺧﺒﺎﺭﺍ ﹰ ﻛﺎﺫﺑﺔ ﺑﻬﺪﻑ ﺇﳊﺎﻕ ﺍﻟﻀﺮﺭ ﺑﺴﻼﻣﺔ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﻭﺍﻟﻨﻈﺎﻡ ﺍﻟﻌﺎﻡ‬ ‫ﻭﺍﻷﻣﻦ ﺍﻟﺪﺍﺧﻠﻲ ﺃﻭ ﺍﳋﺎﺭﺟﻲ‪ .‬ﻛﻤﺎ ﺳ ﹸﻴﻌﺎﻗﺐ ﺍﻟﻘﺎﻧﻮﻥ ﻛﻞ ﻣﻦ ﻳﺘﻌﺪﻯ ﻋﻠﻰ‬ ‫ﺍﳌﺒﺎﺩﺉ ﺃﻭ ﺍﻟﻘﻴﻢ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺃﻭ ﻳﻨﺸﺮ ﺍﻷﺧﺒﺎﺭ ﻭﺍﻟﺼﻮﺭ ﻭﺍﻟﺘﺴﺠﻴﻼﺕ‬ ‫ﺍﻟﺴﻤﻌﻴﺔ ﺃﻭ ﺍﻟﺒﺼﺮﻳﺔ ﺍﳌﺘﺼﻠﺔ ﺑﺤﺮﻣﺔ ﺍﳊﻴﺎﺓ ﺍﳋﺎﺻﺔ ﻭﺍﻟﻌﺎﺋﻠﻴﺔ‬ ‫ﻟﻸﺷﺨﺎﺹ‪ ،‬ﺣﺘﻰ ﻟﻮ ﻛﺎﻧﺖ ﺻﺤﻴﺤﺔ‪ ،‬ﺃﻭ ﻳﺘﻌﺪﻯ ﻋﻠﻰ ﺍﻵﺧﺮﻳﻦ ﺑﻮﺍﺳﻄﺔ‬ ‫ﺍﻟﻘﺪﺡ ﺃﻭ ﺍﻟﺬﻡ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﺃﻭ ﻏﻴﺮﻫﺎ ﻣﻦ ﻭﺳﺎﺋﻞ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ“‪.‬‬

‫ﻛﺮﻳﺲ ﺃﺑﻠﺒﻲ‬

‫”ﺍﻷﻣﻦ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ ﻭﺍﻹﻃﺎﺭ ﺍﻟﻘﺎﻧﻮﻧﻲ ﻟﻠﺸﺮﻛﺎﺕ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ“‬ ‫ﻛﺮﻳﺲ ﺃﺑﻠﺒﻲ‪ ،‬ﺭﺋﻴﺲ ﻗﺴﻢ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﺍﻹﻋﻼﻡ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺴﻠﻜﻴﺔ ﻭﺍﻟﻼﺳﻠﻜﻴﺔ ﻟﺪﻯ ﺍﻟﺘﻤﻴﻤﻲ‬ ‫ﻭﻣﺸﺎﺭﻛﻮﻩ‬

‫ﻓﻲ ﺍﳉﻠﺴﺔ ﺍﻷﺧﻴﺮﺓ‪ ،‬ﻗﺪﻡ ﻛﺮﻳﺲ ﺃﺑﻠﺒﻲ‪ ،‬ﺭﺋﻴﺲ ﻗﺴﻢ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪،‬‬ ‫ﺍﻹﻋﻼﻡ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺍﻟﺴﻠﻜﻴﺔ ﻭﺍﻟﻼﺳﻠﻜﻴﺔ ﻟﺪﻯ ﺍﻟﺘﻤﻴﻤﻲ ﻭﻣﺸﺎﺭﻛﻮﻩ‬ ‫ﻋﺮﺿﺎ ﹰ ﺗﻘﺪﳝﻴﺎ ﹰ ﺣﻮﻝ ”ﺍﻷﻣﻦ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ ﻭﺍﻹﻃﺎﺭ ﺍﻟﻘﺎﻧﻮﻧﻲ ﻟﻠﺸﺮﻛﺎﺕ ﻋﺒﺮ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ“‪ .‬ﻭﺑﺪﺃ ﺑﺎﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻧﻪ ﻻ ﻳﻮﺟﺪ ﺣﺎﻟﻴﺎ ﹰ ﺃﻱ ﻗﺎﻧﻮﻥ ﻓﻲ ﻗﻄﺮ ﻣﺘﻌ ﹼﻠﻖ‬ ‫ﺑﺎﳉﺮﺍﺋﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ .‬ﳝﻜﻦ ﺇﻳﺠﺎﺩ ﺟﻤﻴﻊ ﺍﻟﻘﻮﺍﻋﺪ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﳉﺮﺍﺋﻢ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻵﻥ ﲟﻮﺟﺐ ﻗﺎﻧﻮﻥ ﺍﻟﻌﻘﻮﺑﺎﺕ ﺍﻟﻘﻄﺮﻱ )‪ ،(11-2004‬ﺇﺫ ﺗﻀﻊ‬ ‫ﺍﻟﺘﺸﺮﻳﻌﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﻫﺬﻩ ﺍﳉﺮﺍﺋﻢ ﲢﺖ ﻋﻨﻮﺍﻥ ”ﺍﳉﺮﺍﺋﻢ ﺍﳌﻌﻠﻮﻣﺎﺗﻴﺔ“‬ ‫ﺍﻟﺬﻱ ﻳﺘﻀﻤﻦ ﺍﳌﻘﺎﻻﺕ ‪ 370-387‬ﻣﻦ ﺍﻟﻘﺎﻧﻮﻥ‪.‬‬ ‫ﺑﺎﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻥ ﻫﺬﺍ ﻏﻴﺮ ﻛﺎﻑ ﻟﺘﻐﻄﻴﺔ ﻣﺼﺎﻟﺢ ﺍﻟﺪﻭﻟﺔ ﻭﺍﳌﺆﺳﺴﺎﺕ‬ ‫ﻭﺍﻷﻓﺮﺍﺩ ﺍﻟﻌﺎﻣﻠﲔ ﻓﻲ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﺫﻛﺮ ﻛﺮﻳﺲ ﺍﻟﺘﻄﻮﺭﺍﺕ‬ ‫ﺍﻹﻳﺠﺎﺑﻴﺔ ﺍﻟﺘﻲ ﺣﺪﺛﺖ ﻣﺆﺧﺮﺍ ﹰ ﻓﻲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ‪” ،‬ﻓﻲ ﻣﺎﻳﻮ ‪ ،2013‬ﻭﺍﻓﻖ‬ ‫ﻣﺠﻠﺲ ﺍﻟﻮﺯﺭﺍﺀ ﻋﻠﻰ ﻣﺸﺮﻭﻉ ﻗﺎﻧﻮﻥ ﺑﺸﺄﻥ ﺍﳉﺮﳝﺔ ﺍﻟﺴﻴﺒﺮﺍﻧﻴﺔ‪ ،‬ﻭﻟﻜﻦ‬ ‫ﻟﻢ ﻳﺘﻢ ﺑﻌﺪ ﻧﺸﺮﻫﺎ ﻓﻲ ﺍﳉﺮﻳﺪﺓ ﺍﻟﺮﺳﻤﻴﺔ‪ .‬ﻭﺳﻴﻜﻮﻥ ﻫﺬﺍ ﺍﻟﻘﺎﻧﻮﻥ‬ ‫ﻣﺸﺎﺑﻬﺎ ﹰ ﺟﺪﺍ ﹰ ﻟﻘﺎﻧﻮﻥ ﺍﳉﺮﳝﺔ ﺍﻟﺴﻴﺒﺮﺍﻧﻴﺔ ﻟﺪﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺍﻟﺬﻱ ﰎ ﺍﻋﺘﻤﺎﺩﻩ ﻓﻲ ﺩﻳﺴﻤﺒﺮ ‪ .2012‬ﻣﻴﺰﺓ ﻫﺬﻳﻦ ﺍﻟﻘﺎﻧﻮﻧﲔ‬ ‫ﺳﻴﺘﻌﲔ ﲡﺮﱘ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻷﻧﺸﻄﺔ‪ ،‬ﺍﻟﺘﻲ ﺗﻌﺘﺒﺮ ﺑﺎﻟﻔﻌﻞ ﻏﻴﺮ‬ ‫ﻫﻲ ﺃﻧﻪ‬ ‫ﹼ‬ ‫ﻣﺸﺮﻭﻋﺔ‪ ،‬ﺑﻄﺮﻳﻘﺔ ﺣﺎﺩﺓ ﺟﺪﺍ ﹰ ﻭﺛﻘﻴﻠﺔ ﺇﺫﺍ ﰎ ﺗﻨﻔﻴﺬﻫﺎ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ‪.‬‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻓﺈﻥ ﺍﻟﻐﺮﺍﻣﺎﺕ ﻭﺍﻟﻌﻘﻮﺑﺎﺕ ﺍﳉﻨﺎﺋﻴﺔ‪ ،‬ﺍﻟﺘﻲ ﺗﺘﻮﺧﺎﻫﺎ ﻫﺬﻩ‬ ‫ﺍﻟﻠﻮﺍﺋﺢ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﺳﺘﻜﻮﻥ ﺻﺎﺭﻣﺔ ﻟﻠﻐﺎﻳﺔ“‪.‬‬

‫ﻧﻈﺮﺍ ﹰ ﻷﻥ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳌﻘﺘﺮﺡ ﻓﻲ ﻗﻄﺮ ﺳﻴﻜﻮﻥ ﻣﺸﺎﺑﻬﺎ ﹰ ﺟﺪﺍ ﹰ ﻟﻘﺎﻧﻮﻥ ﺍﳉﺮﳝﺔ‬ ‫ﺍﻟﺴﻴﺒﺮﺍﻧﻴﺔ ﺍﻟﺬﻱ ﰎ ﺍﻋﺘﻤﺎﺩﻩ ﻣﺆﺧﺮﺍ ﹰ ﻓﻲ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪،‬‬ ‫ﻗﺪﻡ ﻛﺮﻳﺲ ﺍﻟﺴﻤﺔ ﺍﻟﺮﺋﻴﺴﻴﺔ ﻟﻬﺬﺍ ﺍﻟﻘﺎﻧﻮﻥ‪” :‬ﻳﻨﻄﺒﻖ ﻗﺎﻧﻮﻥ ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﹼ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﺧﺎﺭﺝ ﺃﺭﺍﺿﻲ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﻭﻫﺬﺍ ﻳﻌﻨﻲ ﺃﻧﻪ ﺇﺫﺍ ﻛﻨﺖ ﻣﻘﻴﻤﺎ ﹰ‬ ‫ﻓﻲ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭﻟﻜﻨﻚ ﻗﺮﺭﺕ ﺗﺄﺳﻴﺲ ﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻓﻲ‬ ‫ﺃﻭﺭﻭﺑﺎ‪ ،‬ﳝﻜﻦ ﺃﻥ ﹸﲢﺎﻛﻢ ﻓﻲ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ‬ ‫ﺍﳌﻮﻗﻊ ﻻ ﻳﺮﺗﺒﻂ ﺑﻬﺬﻩ ﺍﻟﺪﻭﻟﺔ“‪.‬‬ ‫ﻓﻲ ﻧﻔﺲ ﺍﻹﻃﺎﺭ‪ ،‬ﺗﺎﺑﻊ ﻛﺮﻳﺲ ﺑﺈﻋﻄﺎﺀ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻔﺼﻴﻞ ﻋﻦ ﺍﻟﺘﺄﺛﻴﺮ‬ ‫ﺍﻟﺴﻠﺒﻲ ﻟﻸﻣﻦ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ ﻏﻴﺮ ﺍﻟﻜﺎﻓﻲ ﻻﺣﺘﺮﺍﻡ ﺃﻣﻦ ﺍﻟﺪﻭﻟﺔ ﻭﺍﻻﺳﺘﻘﺮﺍﺭ‬ ‫ﺍﻟﺴﻴﺎﺳﻲ‪ ،‬ﻭﻗﺎﻝ‪” :‬ﻟﻘﺪ ﺷﻬﺪﺕ ﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﺑﺎﻟﻔ���ﻞ‬ ‫ﻣﻼﺣﻘﺔ ﻟﻠﻤﺪﻭﻧﲔ ﺍﻟﺬﻳﻦ ﻳﻜﺘﺒﻮﻥ ﻋﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻟﺴﻴﺎﺳﻲ ﻓﻲ ﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪ “.‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﳝﻜﻦ ﳋﺮﻕ ﺍﻷﻣﻦ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ ﺃﻥ‬ ‫ﻳﺸﻜﻞ ﺗﻬﺪﻳﺪﺍ ﹰ ﺧﻄﻴﺮﺍ ﹰ ﻷﺧﻼﻕ ﺍﳌﻮﺍﻃﻨﲔ ﻭﺳﻠﻮﻛﻬﻢ ﺍﻟﺴﻠﻴﻢ‪ ،‬ﻭﺑﻬﺬﺍ‬ ‫ﺍﻟﺼﺪﺩ‪ ،‬ﻗﺎﻝ ﻛﺮﻳﺲ‪” :‬ﻳﺘﻢ ﺇﺩﺭﺍﺝ ﻫﺬﻩ ﺍﻷﻧﻮﺍﻉ ﺍﻹﺿﺎﻓﻴﺔ ﻣﻦ ﺍﻹﺟﺮﺍﺀﺍﺕ‪ ،‬ﻣﺜﻞ‬ ‫ﲢﺮﻳﺮ ﻣﻮﺍﺩ ﺗﺆﺛﺮ ﻋﻠﻰ ﺍﻵﺩﺍﺏ ﺍﻟﻌﺎﻣﺔ ﺿﻤﻦ ﻧﻄﺎﻕ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳉﺪﻳﺪ“‪.‬‬ ‫ﺃﻋﺮﺏ ﺃﺻﺤﺎﺏ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳊﺎﺿﺮﻭﻥ ﻓﻲ ﺍﳌﻨﺘﺪﻯ ﻋﻦ ﺍﻫﺘﻤﺎﻣﻬﻢ‬ ‫ﺑﺎﻻﺳﺘﻤﺎﻉ ﻋﻦ ﺍﻵﺛﺎﺭ ﺍﳌﺎﻟﻴﺔ ﻭﺍﻟﺘﺠﺎﺭﻳﺔ ﻟﻬﺬﻩ ﺍﳉﺮﺍﺋﻢ‪ ،‬ﻟﺬﺍ ﺻ ﹼﺮﺡ ﻛﺮﻳﺲ‬ ‫ﺃﻧﻪ ”ﺑﺤﺎﻝ ﰎ ﺇﺟﺮﺍﺀ ﺃﻋﻤﺎﻝ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻣﺜﻞ ﺗﺰﻭﻳﺮ ﺍﻟﻮﺛﺎﺋﻖ ﺃﻭ ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺑﻄﺎﻗﺎﺕ ﺍﻻﺋﺘﻤﺎﻥ ﺍﻟﺘﻲ ﺗﻌﻮﺩ ﻟﺸﺨﺺ ﻣﺎ‪ ،‬ﻓﺴﻴﺘﻢ ﻣﻌﺎﻗﺒﺔ ﺍﻟﻔﺎﻋﻞ‬ ‫ﲟﻮﺟﺐ ﺍﻟﻘﺎﻧﻮﻥ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ“‪.‬‬ ‫ﻭﺍﺧﺘﺘﻢ ﻛﺮﻳﺲ ﻋﺮﺿﻪ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﻣﻴﺰﺓ ﻓﺮﻳﺪﺓ ﻣﻦ ﻗﺎﻧﻮﻥ ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﺑﺎﳌﻘﺎﺭﻧﺔ ﻣﻊ ﺃﻧﻈﻤﺔ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﺧﺮﻯ‪ ،‬ﻭﻟﻔﺖ ﺇﻟﻰ ﺃﻧﻪ‬ ‫”ﻋﻠﻰ ﻋﻜﺲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ‪ ،‬ﲟﻮﺟﺐ ﺍﻟﻘﺎﻧﻮﻥ ﺍﳉﺪﻳﺪ ﻓﻲ ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻳﺘﺤﻤﻞ ﺻﺎﺣﺐ ﺍﳌﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺃﻭ ﻣﺰ ﹼﻭﺩ ﺧﺪﻣﺔ‬ ‫ﺍﻹﻧﺘﺮﻧﺖ ﻣﺴﺆﻭﻟﻴﺔ ﺃﻱ ﻣﺤﺘﻮﻯ ﻏﻴﺮ ﻗﺎﻧﻮﻧﻲ ﻣﺘﻮﻓﺮ ﻋﻠﻰ ﻣﻮﻗﻌﻪ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﺑﻴﻨﻤﺎ ﻻ ﻳﺘﺤﻤﻞ ﻫﺬﺍ ﺍﻟﻄﺮﻑ‪ ،‬ﻓﻲ ﺍﻟﺒﻠﺪﺍﻥ ﺍﻷﺧﺮﻯ‪ ،‬ﺍﳌﺴﺆﻭﻟﻴﺔ‬ ‫ﻧﻈﺮﺍ ﹰ ﻷﻧﻪ ﻳﺰﻳﻞ ﺍﶈﺘﻮﻯ ﻏﻴﺮ ﺍﻟﻘﺎﻧﻮﻧﻲ ﻋﻠﻰ ﺍﻟﻔﻮﺭ‪ .‬ﺃﻣﺎ ﻫﻨﺎ‪ ،‬ﻓﻴﺘﺤﻤﻞ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ ﺣﺘﻰ ﻟﻮ ﻟﻢ ﻳﻜﻦ ﻫﻮ ﺍﻟﺸﺨﺺ ﺍﻟﺬﻱ ﻗﺎﻡ ﺑﻮﺿﻌﻬﺎ ﺃﻭ ﻟﻢ ﻳﻜﻦ‬ ‫ﻋﻠﻰ ﻋﻠﻢ ﺑﺤﺼﻮﻝ ﺫﻟﻚ“‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺍﻧﺘﻘﻠﺖ ﻟﻮﺩﻱ ﳌﻨﺎﻗﺸﺔ ﺃﻫﻤﻴﺔ ﻭﺟﻮﺩ ﻣﻜﺘﺐ ﺍﻓﺘﺮﺍﺿﻲ‬ ‫ﻛﻤﻨﺼﺔ ﻟﺘﻌﺰﻳﺰ ﺍﻟﻨﻤﻮ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ .‬ﻭﺫﻛﺮﺕ ﺃﻥ‬ ‫ﻣﻔﻬﻮﻡ ﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻭﻟﺪ ﻷﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﲢﺘﺎﺝ ﺇﻟﻰ ﻣﻌﺮﻓﺔ ﺍﻟﻨﺘﻴﺠﺔ ﺍﻟﻨﻬﺎﺋﻴﺔ ﺍﻟﺘﻲ‬ ‫ﺳﺘﺘﻮﺻﻞ ﺇﻟﻴﻬﺎ‪ ،‬ﻭﻗﺎﻟﺖ‪” :‬ﻳﺤﺘﻮﻱ ﺍﳌﻜﺘﺐ ﺍﻻﻓﺘﺮﺍﺿﻲ ﻋﻠﻰ ﻣﻮﻇﻒ‬ ‫ﺍﺳﺘﻘﺒﺎﻝ ﻣﺤﺘﺮﻑ ﻳﺘﻮﻟﻰ ﺍﻻﺗﺼﺎﻻﺕ ﺍﺨﻤﻟﺼﺼﺔ‪ ،‬ﻭﻋﻠﻰ ﺷﺒﻜﺔ ﻋﺎﳌﻴﺔ‬ ‫ﺗﻀﻢ ﻋﻨﺎﻭﻳﻦ ﺭﺟﺎﻝ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺒﺎﺭﺯﻳﻦ‪ ،‬ﻭﻓﺮﻳﻖ ﺩﻋﻢ ﻣﺘﺨﺼﺺ‪ ،‬ﻭﺻﺎﻻﺕ‬ ‫ﺍﺟﺘﻤﺎﻋﺎﺕ ﻣﺠﻬﺰﺓ ﻓﻲ ﺍﻟﺒﻠﺪ ﺍﻷﺳﺎﺳﻲ ﻭﻓﻲ ﻣﺨﺘﻠﻒ ﺍﻟﺒﻠﺪﺍﻥ ﺣﻮﻝ‬ ‫ﺍﻟﻌﺎﻟﻢ‪ .‬ﻛﻤﺎ ﻳﺘﻀﻤﻦ ﺷﺒﻜﺔ ﻗﻮﻳﺔ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ‬ ‫ﻭﻧﻈﺎﻡ ﺍﻧﺘﺮﻧﺖ ﻳﻌﻤﻞ ﻋﻠﻰ ﺍﻟﻔﻮﺭ‪ .‬ﺇﻥ ﺍﳌﻴﺰﺓ ﺍﳊﻘﻴﻘﻴﺔ ﻟﻠﻤﻜﺘﺐ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﻲ ﻫﻲ ﺃﻧﻚ ﻻ ﺗﺪﻓﻊ ﺇﻻ ﺗﻜﻠﻔﺔ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﻲ ﻳﺘﻢ ﺇﳒﺎﺯﻫﺎ‬ ‫ﻭﳝﻜﻨﻚ ﺍﻟﺘﻮﺍﺟﺪ ﻓﻲ ﻣﻘﺮ ﺷﺮﻛﺔ ﻣﺎ ﻣﻦ ﺩﻭﻥ ﺩﻓﻊ ﺗﻜﺎﻟﻴﻒ ﺇﺿﺎﻓﻴﺔ‪.‬‬ ‫ﺩﻭﺭ ﺍﳌﻜﺘﺐ ﺍﻻﻓﺘﺮﺍﺿﻲ ﻫﻮ ﻣﺴﺎﻋﺪﺓ ﺍﻟﺸﺮﻛﺎﺕ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ‬ ‫ﺃﺳﺎﻟﻴﺐ ﻣﺮﻧﺔ‪ .‬ﺇﻥ ﺍﳌﺪﺧﺮﺍﺕ ﺍﻟﺘﻲ ﺗﻮﻓﺮﻫﺎ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﺑﺎﻟﻨﻤﻮ ﺑﺎﻟﺴﺮﻋﺔ ﺍﻟﺘﻲ ﺗﻨﺎﺳﺒﻬﺎ‪ ،‬ﻛﻤﺎ ﺇﻧﻬﺎ ﻣﻨﺼﺔ ﻟﻠﺘﻮﺳﻊ‬ ‫ﻓﻲ ﺃﺳﻮﺍﻕ ﺃﺧﺮﻯ“‪.‬‬

‫ﻟﻮﺩﻱ ﳊﺪﻭ‬

‫”ﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ“‬ ‫ﻟﻮﺩﻱ ﳊﺪﻭ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﳌﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺗﺮﻛﻴﺎ ﻟﺪﻯ ‪Servcorp‬‬ ‫ﺑﺪﺃﺕ ﻟﻮﺩﻱ ﳊﺪﻭ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﳌﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺗﺮﻛﻴﺎ ﻟﺪﻯ‬ ‫‪ Servcorp‬ﻋﺮﺿﻬﺎ ﺑﺘﻘﺪﱘ ﺑﻴﺎﻧﺎﺕ ﺣﻮﻝ ﺍﻷﻫﻤﻴﺔ ﺍﳌﺘﺰﺍﻳﺪﺓ ﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﺫﻛﺮﺕ‬ ‫ﺃﻥ ”ﺍﻹﺣﺼﺎﺀﺍﺕ ﺗﺸﻴﺮ ﺇﻟﻰ ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ‬ ‫ﺃﻭﺭﻭﺑﺎ ﻫﻲ ﺃﺳﺎﺱ ﺍﻻﻗﺘﺼﺎﺩ‪ ،‬ﺑﺤﻴﺚ ﺃﻥ ‪ 20,7‬ﻣﻠﻴﻮﻥ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻷﻭﺭﻭﺑﻴﺔ ﺃﻱ ﻧﺴﺒﺔ ‪ 98٪‬ﻣﻦ ﻣﺠﻤﻮﻉ ﺍﻟﺸﺮﻛﺎﺕ ﻫﻲ ﺷﺮﻛﺎﺕ ﺻﻐﻴﺮﺓ‬ ‫ﻭﻣﺘﻮﺳﻄﺔ‪ .‬ﻓﻲ ﺃﺳﺘﺮﺍﻟﻴﺎ‪ ،‬ﺗﻮﻇﻒ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫‪ 70٪‬ﻣﻦ ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ ﺍﻟﺒﻼﺩ‪ .‬ﺃﻣﺎ ﻓﻲ ﻫﻮﻧﻎ ﻛﻮﻧﻎ‪ ،‬ﺗﺸﻜﻞ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻧﺴﺒﺔ ﺗﺰﻳﺪ ﻋﻦ ‪ 98٪‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ‬ ‫ﻭﺣﺪﺍﺕ ﺍﻷﻋﻤﺎﻝ ﻭﺗﻮﻓﺮ ﻓﺮﺹ ﻋﻤﻞ ﻷﻛﺜﺮ ﻣﻦ ‪ 1.2‬ﻣﻠﻴﻮﻥ ﺷﺨﺺ“‪.‬‬

‫ﺗﺎﺑﻌﺖ ﻟﻮﺩﻱ ﺑﺎﻟﺘﺤﺪﺙ ﻋﻦ ﺍﻟﻮﺿﻊ ﺍﳊﺎﻟﻲ ﻟﺴﻮﻕ ﺍﳌﻜﺎﺗﺐ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﻭﺫﻛﺮﺕ ﺃﻥ ”ﻣﺠﻤﻮﻉ ﺍﳌﻜﺎﺗﺐ ﺍﳌﺘﻮﻓﺮﺓ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻳﺒﻠﻎ ﺣﺎﻟﻴﺎ ﹰ ﺣﻮﺍﻟﻲ‬ ‫‪ 3.6‬ﻣﻠﻴﻮﻥ ﻣﺘﺮ ﻣﺮﺑﻊ‪ .‬ﻟﻘﺪ ﻛﺎﻥ ﻫﻨﺎﻙ ﺯﻳﺎﺩﺓ ﻓﻲ ﺍﻟﻄﻠﺐ ﻋﻠﻰ‬ ‫ﺍﳌﺴﺎﺣﺎﺕ ﺍﳌﻜﺘﺒﻴﺔ ﻓﻲ ﻋﺎﻡ ‪ ،2012‬ﻭﻫﺬﺍ ﻣﺴﺘﻤﺮ ﻓﻲ ﻋﺎﻡ ‪.2013‬‬ ‫ﺗﺄﺗﻲ ﺯﻳﺎﺩﺓ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﺍﳌﺴﺎﺣﺎﺕ ﺍﳌﻜﺘﺒﻴﺔ ﺃﺳﺎﺳﺎ ﹰ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﳉﺪﻳﺪﺓ‪ ،‬ﺍﻟﺘﻲ ﺗﺰﺍﻳﺪ ﻋﻠﻰ ﻣﺸﺎﺭﻳﻊ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪ ،‬ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ‬ ‫ﺗﻮﺍﺟﻪ ﺻﻌﻮﺑﺎﺕ ﻓﻲ ﲡﺪﻳﺪ ﺗﺴﺠﻴﻞ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﺍﻟﻔﻠﻞ ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﺑﺴﺒﺐ ﺗﻐﻴﻴﺮ ﺍﻟﻘﺎﻧﻮﻥ ﺫﺍﺕ ﺍﻟﺼﻠﺔ“‪.‬‬ ‫ﻓﻲ ﺍﻟﺴﻴﺎﻕ ﻋﻴﻨﻪ‪ ،‬ﺍﻗﺘﺮﺣﺖ ﻟﻮﺩﻱ ﻋﻠﻰ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺃﺻﺤﺎﺏ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﻨﻈﺮ ﲟﻔﻬﻮﻡ ﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻟﺪﻯ ﻣﻮﺍﺟﻬﺔ‬ ‫ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﳌﺸﺎﻛﻞ‪ .‬ﻭﻧﺼﺤﺘﻬﻢ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺍﺧﺘﻴﺎﺭ ﺍﳌﻜﺘﺐ‬ ‫ﺍﻻﻓﺘﺮﺍﺿﻲ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺫﻛﺮﻫﺎ ﻟﻠﻘﻀﺎﻳﺎ ﺍﻟﺘﻲ ﻳﻨﺒﻐﻲ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺃﻥ‬ ‫ﺗﻨﻈﺮ ﺇﻟﻴﻬﺎ ﻋﻨﺪ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭ ﺑﺸﺄﻥ ﺍﻋﺘﻤﺎﺩ ﻣﻜﺘﺐ ﺍﻓﺘﺮﺍﺿﻲ‪:‬‬ ‫■‬

‫ﺑﺎﻻﻧﺘﻘﺎﻝ ﺇﻟﻰ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ‪ ،‬ﺃﺷﺎﺭﺕ ﻟﻮﺩﻱ ﺇﻟﻰ ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﲤﺜﻞ ‪ 94٪‬ﻣﻦ ﺇﺟﻤﺎﻟﻲ ﺍﳌﺸﺮﻭﻋﺎﺕ ﻓﻲ ﺍﻹﻣﺎﺭﺍﺕ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﻭ‪ 92٪‬ﻓﻲ ﺍﻟﺒﺤﺮﻳﻦ ﻭﻋﻤﺎﻥ ﻭﻗﻄﺮ‪ ،‬ﻭ‪ 78٪‬ﻓﻲ ﺍﻟﻜﻮﻳﺖ‪،‬‬ ‫ﻭ‪ 75٪‬ﻓﻲ ﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ .‬ﺑﺎﻟﺘﺪﻗﻴﻖ ﺃﻛﺜﺮ ﻓﻲ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ‪ ،‬ﺃﺿﺎﻓﺖ ﺃﻧﻬﺎ‬ ‫ﲤﺜﻞ ﺃﻛﺜﺮ ﻣﻦ ‪ 60٪‬ﻣﻦ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﻟﺪﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ‪.‬‬

‫■‬ ‫■‬ ‫■‬ ‫■‬ ‫■‬ ‫■‬ ‫■‬

‫ﻭﺗﺸﻴﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﺇﻟﻰ ﺃﻥ ﻣﺴﺎﻫﻤﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﻟﻴﺴﺖ ﻛﺒﻴﺮﺓ ﻛﻤﺎ ﻫﻮ ﺍﳊﺎﻝ ﻓﻲ ﺍﳌﻨﻄﻘﺔ ﺃﻭ‬ ‫ﺍﳌﻨﺎﻃﻖ ﺍﻷﺧﺮﻯ ﻣﻦ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﻓﻘﺎ ﹰ ﻟﺘﻘﺮﻳﺮ ﺻﻨﺪﻭﻕ ﺍﻟﻨﻘﺪ ﺍﻟﺪﻭﻟﻲ‪،‬‬ ‫ﲤﺘﻠﻚ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﻧﻄﺎﻗﺎ ﹰ ﻣﺆﻛﺪﺍ ﹰ‬ ‫ﻟﻠﺘﺤﺴﻦ‪ ،‬ﻭﺫﻟﻚ ﻷﻧﻬﺎ ﺳﺎﻫﻤﺖ ﺑﻨﺴﺒﺔ ‪ 15٪‬ﻓﻘﻂ ﻣﻦ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ‬ ‫ﺍﻹﺟﻤﺎﻟﻲ ﻏﻴﺮ ﺍﻟﻨﻔﻄﻲ ﻓﻲ ﻋﺎﻡ ‪ 2010‬ﻭﻣﺜﻠﺖ ﺃﻗﻞ ﻣﻦ ‪ 20٪‬ﻣﻦ‬ ‫ﺇﺟﻤﺎﻟﻲ ﺍﻟﻌﻤﺎﻟﺔ ﻓﻲ ﻋﺎﻡ ‪ .2011‬ﺗﺎﺑﻌﺖ ﻟﻮﺩﻱ ﺑﺎﻟﻘﻮﻝ ﺇﻥ ﺍﳊﻜﻮﻣﺔ‬ ‫ﺗﻌﺎﻟﺞ ﻫﺬﻩ ﺍﻟﻘﻀﺎﻳﺎ ﻣﻦ ﺧﻼﻝ ﺗﻨﻔﻴﺬ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﺪﻋﻢ ﳕﻮ ﺭﻳﺎﺩﺓ‬ ‫ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪.‬‬ ‫‪32‬‬

‫ﻋﻨﻮﺍﻥ ﺍﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﺪﻳﻜﻮﺭ ﺍﻟﺪﺍﺧﻠﻲ‬ ‫ﻋﺮﻭﺽ ﺍﳌﻮﻇﻔﲔ‬ ‫ﺍﻟﻼﻓﺘﺎﺕ‬ ‫ﺍﳌﺴﺆﻭﻟﻴﺔ ﺍﻟﺰﺍﺋﺪﺓ‬ ‫ﻧﺴﺒﺔ ﺍﳌﻮﻇﻔﲔ ﺑﺤﺴﺐ ﺍﻟﻌﻤﻼﺀ‬ ‫ﻗﺪﺭﺍﺕ ﺍﻟﻔﺮﻳﻖ ﻭﺧﺒﺮﺗﻪ‬ ‫ﻣﺪﺧﺮﺍﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪.‬‬

‫ﺑﻌﺪ ﺍﻟﻌﺮﺽ ﺍﻟﺘﻘﺪﳝﻲ ﺍﻟﺬﻱ ﻗﺪﻣﺘﻪ ﻟﻮﺩﻱ‪ ،‬ﺟﺮﺕ ﻣﻨﺎﻗﺸﺔ ﻣﺜﻴﺮﺓ ﻟﻼﻫﺘﻤﺎﻡ‬ ‫ﻋﻨﺪﻣﺎ ﺳﺄﻝ ﺃﺣﺪ ﺍﳌﺸﺎﺭﻛﲔ ﻋﻤﺎ ﺇﺫﺍ ﳝﻜﻦ ﺗﺴﺠﻴﻞ ﺍﳌﻜﺘﺐ ﻗﺎﻧﻮﻧﻴﺎ ﹰ‬ ‫ﻣﻦ ﻗﺒﻞ ﺍﻟﺒﻠﺪﻳﺔ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﺃﺟﺎﺑﺖ ﻟﻮﺩﻱ ﺃﻧﻪ ”ﻟﺴﻮﺀ ﺍﳊﻆ‪ ،‬ﻓﺈﻥ ﺍﻹﻃﺎﺭ‬ ‫ﺍﻟﻘﺎﻧﻮﻧﻲ ﻓﻲ ﻗﻄﺮ ﻭﺍﳌﻨﻄﻘﺔ ﻻ ﻳﺴﻤﺢ ﺑﺘﺴﺠﻴﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺿﻤﻦ‬ ‫ﺗﺴﺠﻞ ﻣﻜﺘﺒﻚ ﻭﺃﻥ ﺗﺘﻮﺍﺟﺪ ﻓﻲ‬ ‫ﻣﻜﺘﺐ ﺍﻓﺘﺮﺍﺿﻲ‪ .‬ﻭﻟﻜﻦ‪ ،‬ﳝﻜﻨﻚ ﺃﻥ‬ ‫ﹼ‬ ‫ﻣﻜﺎﻥ ﺁﺧﺮ‪ ،‬ﻭﲢﺼﻞ ﻋﻠﻰ ﺟﻤﻴﻊ ﺍﳋﺪﻣﺎﺕ ﺍﻷﺧﺮﻯ ﻣﺜﻞ ﻣﻮﻇﻒ ﺍﺳﺘﻘﺒﺎﻝ‬ ‫ﻭﺇﻣﻜﺎﻧﻴﺔ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺻﺎﻻﺕ ﺍﻻﺟﺘﻤﺎﻉ‪ .‬ﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻓﺎﻷﻣﺮ ﺍﻟﺬﻱ ﳝ ﹼﻴﺰ‬ ‫ﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻫﻮ ﺃﻧﻬﺎ ﺗﺨ ﹼﻮﻟﻚ ﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻟﻌﺎﻟﻢ“‪.‬‬


THE ALL-NEW NISSAN NV350 URVAN THE RIGHT MOVE FOR A WINNING BUSINESS. Take your business to the next level with the Nissan NV350 Urvan, a new generation commercial van featuring smart storage space and cabin comfort at low running cost. Not to mention a distinctive styling that brings professional confidence and pride.

Best-in-class fuel economy

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• Saudi Arabia: Alhamrani United Co., Jeddah, Tel: +966 2 6696690 • Dubai & Northern Emirates: Arabian Automobiles, Tel: +971 4 2952222 • Abu Dhabi & Al Ain: Al Masaood Automobiles, Tel: +971 2 6811118 • Kuwait: Abdulmohsen Abdulaziz Al Babtain Co., Tel: +965 1804888 • Oman: Suhail Bahwan Automobiles, Tel: +968 24560111 • Qatar: Saleh Al Hamad Al Mana Co., Tel: +974 4 4283333 • Bahrain: Y.K. Almoayyed & Sons BSC(C), Tel: +973 1 7732732 • Lebanon: Rasamny – Younis Motor Co. S.A.L. – RYMCO, Beirut, Tel:+9611 273333 • Jordan: Bustami & Saheb Trading Co.L.T.D., Amman, Tel: +962 6 5532456


‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﻟﺪﻯ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻥ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺃﺳﺎﺳﻴﺔ ﻟﻜﺎﻓﺔ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻗﺎﻝ‪” :‬ﻣﺜﻠﻤﺎ ﻧﻌﻠﻢ‪ ،‬ﻳﺴﺘﺨﺪﻡ ﺍﻟﻨﺎﺱ ﻫﺬﻩ ﺍﻟﻮﺳﺎﺋﻞ‬ ‫ﻛﺄﺩﺍﺓ ﻟﻠﺘﻮﺍﺻﻞ‪ .‬ﻛﻤﺎ ﻳﺒﺪﺃﻭﺍ ﺍﻟﻨﺎﺱ ﺑﻄﺮﻳﻘﺔ ﺃﻭ ﺑﺄﺧﺮﻯ ﺑﺒﻨﺎﺀ ﻋﻼﻗﺔ‬ ‫ﻣﻊ ﺍﻷﻋﻤﺎﻝ ﻣﻦ ﺧﻼﻝ ﻫﺬﻩ ﺍﻟﻘﻨﻮﺍﺕ ﻭﻳﺘﻌﻠﻘﻮﻥ ﺑﻬﺎ ﻋﺎﻃﻔﻴﺎ ﹰ‪ .‬ﻋﻼﻭﺓ‬ ‫ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﺗﺴﻤﺢ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺑﺈﻃﻼﻕ‬ ‫ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ ﻭﻓﻲ ﺍﻟﻮﻗﺖ ﻋﻴﻨﻪ‪ .‬ﻭﻫﺬﺍ‬ ‫ﻳﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻋﻠﻰ ﺍﻟﻨﻤﻮ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﻌﺎﳌﻲ“‪.‬‬ ‫ﻭﻗﺪ ﳋﺺ ﺷﺎﺑﻴﺮ ﻓﻮﺍﺋﺪ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ‪ ،‬ﻭﻫﻲ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫■‬ ‫■‬ ‫■‬ ‫■‬ ‫■‬

‫ﲢﺴﲔ ﺧﺪﻣﺔ ﺍﻟﻌﻤﻼﺀ‬ ‫ﺍﻟﺘﺮﻭﻳﺞ ﳌﻨﺘﺞ ﺃﻭ ﺧﺪﻣﺔ‬ ‫ﺇﺩﺍﺭﺓ ﺃﺯﻣﺔ ﻭﻣﻌﺎﳉﺘﻬﺎ‬ ‫ﻓﻌﺎﻟﻴﺔ ﻛﺒﻴﺮﺓ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ‬ ‫ﺗﺄﻳﻴﺪ ﻣﺴﺄﻟﺔ ﺃﻭ ﻗﻀﻴﺔ‪.‬‬

‫ﲟﺎ ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺗﺸﻌﺮ ﺩﺍﺋﻤﺎ ﹰ ﺑﺎﻟﻘﻠﻖ ﺑﺸﺄﻥ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﺃﻛﺪ ﺷﺎﺑﻴﺮ‬ ‫ﺃﻥ ”ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺗﺘﻄﻠﺐ ���ﺳﺘﺜﻤﺎﺭﺍﺕ ﺑﺴﻴﻄﺔ ﻭﺗﺄﺗﻲ‬ ‫ﺑﻔﻮﺍﺋﺪ ﺗﺴﻮﻳﻖ ﺿﺨﻤﺔ‪ .‬ﺗﹸﻌﺘﺒﺮ ﻣﻨﺼﺔ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻓﻌﺎﻟﺔ ﺟﺪ ﺍ ﹰ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ‪ .‬ﻭﺑﻌﺪﻣﺎ ﺑﺪﺃﺕ ﺍﻟﺸﺮﻛﺎﺕ ﺗﺴﺘﺨﺪﻡ‬ ‫ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺍﻛﺘﺴﺒﺖ ﺛﻘﺔ ﺍﻟﻨﺎﺱ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ‬ ‫ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻓﺄﺻﺒﺤﻮﺍ ﻳﻨﺼﺤﻮﻥ ﺍﻟﺰﺑﺎﺋﻦ ﺍﻵﺧﺮﻳﻦ ﺑﺎﻟﺘﻌﺎﻣﻞ ﻣﻌﻬﺎ“‪.‬‬

‫ﺷﺎﺑﻴﺮ ﺃﺩﺍﻣﺠﻲ‬

‫ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻛﺄﺩﺍﺓ ﺗﺴﻮﻳﻖ ﻭﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ“‬ ‫ﺷﺎﺑﻴﺮ ﺃﺩﺍﻣﺠﻲ‪ ،‬ﺍﳌﺆﺳﺲ ﻭﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪GoMadideas‬‬

‫ﻓﻌﺎﻟﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ‬ ‫ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ ﻫﺬﻩ ﺃﺩﺍﺓ ﺗﺴﻮﻳﻘﻴﺔ ﹼ‬ ‫ﻭﺗﻮﻓﻴﺮ ﺍﻟﻮﻗﺖ‪ ،‬ﺃﺷﺎﺭ ﺷﺎﺑﻴﺮ ﺇﻟﻰ ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﻻ ﺗﺰﺍﻝ ﺑﺤﺎﺟﺔ‬ ‫ﺇﻟﻰ ﺃﻥ ﺗﻜﻮﻥ ﺃﻛﺜﺮ ﺇﳌﺎﻣﺎ ﹰ ﺑﺎﻟﻄﺮﻕ ﺍﻟﺘﻲ ﺗﺴﺘﺨﺪﻣﻬﺎ ﻓﻴﻬﺎ‪.‬‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﺗﺎﺑﻊ ﺑﺘﻘﺪﱘ ﺍﻟﻨﺼﺎﺋﺢ ﺣﻮﻝ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ‬ ‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﻭﻗﺎﻝ‪:‬‬ ‫■‬ ‫■‬ ‫■‬

‫ﺧﻼﻝ ﺟﻠﺴﺔ ﺗﻔﺎﻋﻠﻴﺔ‪ ،‬ﺳ ﹼﻠﻂ ﺷﺎﺑﻴﺮ ﺃﺩﺍﻣﺠﻲ‪ ،‬ﺍﳌﺆﺳﺲ ﻭﺍﻟﺮﺋﻴﺲ‬ ‫ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ‪ GoMadideas‬ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻛﺄﺩﺍﺓ ﺗﺴﻮﻳﻖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻟﻠﺘﻘﺪﻡ‬ ‫ﺑﺎﻷﻋﻤﺎﻝ ﺇﻟﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺘﺎﻟﻲ‪.‬‬

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‫ﺗﻘﺪﻡ ﲢﻮﻻ ﹰ ﺟﻮﻫﺮﻳﺎ ﹰ‬ ‫ﻳﺮﻯ ﺷﺎﺑﻴﺮ‪ ،‬ﺃﻥ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﹼ‬ ‫ﻓﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺘﻲ ﻧﺘﻮﺍﺻﻞ ﺑﻬﺎ‪” ،‬ﻟﻘﺪ ﺷﻬﺪﻧﺎ ﻗﻔﺰﺓ ﻛﺒﻴﺮﺓ ﻓﻲ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻌﺸﺮ ﺍﻷﺧﻴﺮﺓ ﺑﺤﻴﺚ ﺃﺻﺒﺢ ﻫﻨﺎﻙ ﻋﺪﺩ ﻛﺒﻴﺮ ﻣﻦ‬ ‫ﺍﻟﻨﺎﺱ ﻳﺴﺘﺨﺪﻡ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪ ،‬ﺍﻟﺘﻲ ﺗﹸﺸﻜﻞ ﻣﻨﺼﺔ‬ ‫ﻟﺘﺒﺎﺩﻝ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻮﺍﺻﻞ ﺑﻄﺮﻳﻘﺔ ﻣﺨﺘﻠﻔﺔ‪ ،‬ﻭﻫﻲ ﺃﻣﺔ ﻛﺒﻴﺮﺓ‬ ‫ﲟﺎ ﺃﻥ ‪ 1.5‬ﻣﻠﻴﺎﺭ ﻣﻦ ﺃﺻﻞ ﺳﺒﻌﺔ ﻣﻠﻴﺎﺭﺍﺕ ﻧﺴﻤﺔ ﻓﻲ ﺍﻟﻌﺎﻟﻢ‬ ‫ﻳﺴﺘﺨﺪﻣﻮﻥ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ“‪.‬‬ ‫‪30‬‬

‫ﺳﺠﻞ ﻋﻼﻣﺘﻚ ﺍﻟﺘﺠﺎﺭﻳﺔ‬ ‫ﹼ‬ ‫ﻗﻢ ﺑﺎﻷﺑﺤﺎﺙ‬ ‫ﻛﻦ ﺧﻼﻗﺎ ﹰ‬ ‫ﻛﻦ ﻋﻠﻰ ﻋﻠﻢ ﺑﺎﻟﺜﻘﺎﻓﺔ ﻭﺍﻵﺩﺍﺏ‬ ‫ﺍﺧﺘﺮ ﺍﻷﺩﻭﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ‬ ‫ﺷﺠﻊ ﺍﳌﻮﻇﻔﲔ ﻋﻠﻰ ﺍﳌﺸﺎﺭﻛﺔ ﻭﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﹼ‬ ‫ﻓﻜﺮ ﻓﻲ ﻛﻴﻔﻴﺔ ﺇﺣﺪﺍﺙ ﻓﺮﻕ‬ ‫ﺇﻗﺮﺍﺀ‪ ،‬ﺇﻗﺮﺍﺀ‪ ،‬ﺇﻗﺮﺍﺀ‬

‫ﻓﻲ ﺍﳋﺘﺎﻡ‪ ،‬ﻧﺼﺢ ﺷﺎﺑﻴﺮ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺘﺤﺪﻳﺪ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬ ‫ﺍﻟﺘﺴﻮﻳﻖ ﻭﻣﺘﺎﺑﻌﺘﻬﺎ ﻋﻦ ﻛﺜﺐ‪ ،‬ﻭﻗﺎﻝ‪” :‬ﺗﻮﺍﺻﻞ ﺍﳌﻨﺼﺎﺕ ﺍﳉﺪﻳﺪﺓ‬ ‫ﺑﺈﺩﺭﺍﺝ ﻃﺮﻕ ﻣﺒﺘﻜﺮﺓ ﻭﻣﺜﻴﺮﺓ ﺗﺴﻤﺢ ﻟﻚ ﺑﺎﻟﺘﻮﺍﺻﻞ ﻣﻊ ﺯﻣﻼﺋﻚ‪.‬‬ ‫ﺣﺪﺩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺗﺴﻮﻳﻖ ﻭﺗﺎﺑﻌﻬﺎ ﻋﻦ ﻛﺜﺐ‪ ،‬ﺳﻴﺴﻤﺢ ﻟﻚ‬ ‫ﻫﺬﺍ ﺑﺠﻨﻲ ﺛﻤﺎﺭ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺟﻤﻬﻮﺭﻫﺎ ﻋﺒﺮ‬ ‫ﺍﻻﻧﺘﺮﻧﺖ“‪.‬‬


‫ﳝﻜﻨﻬﺎ ﲢﻤﻞ ﺍﻟﺘﻜﻠﻔﺔ‪ .‬ﻭﺃﺷﺎﺭ ﺇﻟﻰ ﺃﻧﻪ ”ﻣﻊ ﺫﻟﻚ‪ ،‬ﻳﺘﻮﻓﺮ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺩﻭﺍﺕ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻋﻠﻰ ﺍﳊﻮﺳﺒﺔ ﺍﻟﺴﺤﺎﺑﻴﺔ ﻭﳝﻜﻦ ﲢﻤﻴﻠﻬﺎ ﻣﻘﺎﺑﻞ ﺩﻓﻊ ﺭﺳﻮﻡ‬ ‫ﺭﻣﺰﻳﺔ‪ .‬ﻭﻣﻦ ﺃﺟﻞ ﺗﺸﻐﻴﻞ ﻋﻤﻠﻚ ﻋﻠﻰ ﻧﺤﻮ ﻓﻌﺎﻝ‪ ،‬ﻻ ﲢﺘﺎﺝ ﺇﻟﻰ ﺍﻟﻘﻴﺎﻡ‬ ‫ﺑﺎﺳﺘﺜﻤﺎﺭﺍﺕ ﺿﺨﻤﺔ ﻭﻻﺳﺘﺨﺪﺍﻡ ﺃﺩﻭﺍﺕ ﺑﺎﻫﻈﺔ ﺍﻟﺜﻤﻦ‪ .‬ﻣﻦ ﺍﳌﻬﻢ ﺟﺪﺍ ﹰ ﻓﻲ‬ ‫ﺍﻟﻮﻗﺖ ﺍﳊﺎﺿﺮ ﺃﻥ ﺗﻌﺮﻑ ﻛﻴﻒ ﺗﻨﻤﻲ ﻋﻤﻠﻚ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ“‪.‬‬ ‫ﺑﻌﺪ ﺫﻟﻚ‪ ،‬ﺍﻧﺘﻘﻞ ﺇﻟﻰ ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﺘﻲ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺎﺕ ﺑﺄﻥ‬ ‫ﻓﻌﺎﻟﺔ ﻋﺒﺮ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪:‬‬ ‫ﺗﻜﻮﻥ ﺗﻜﻠﻔﺘﻬﺎ ﹼ‬

‫ﺭﻳﺠﻲ ﻓﺮﻧﺎﻧﺪﻳﺰ‬

‫”ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺗﻜﻠﻔﺔ ﻓﻌﺎﻟﺔ“‬ ‫ﺭﻳﺠﻲ ﻓﺮﻧﺎﻧﺪﻳﺰ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﳌﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻟﺪﻯ ‪Sage‬‬ ‫ﺑﺪﺃ ﺭﻳﺠﻲ ﻓﺮﻧﺎﻧﺪﻳﺰ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻹﻗﻠﻴﻤﻲ ﳌﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻟﺪﻯ ‪Sage‬‬ ‫ﻋﺮﺿﻪ ﺍﻟﺘﻘﺪﳝﻲ ﺑﺎﻟﻘﻮﻝ ﺇﻧﻪ ”ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﳝﻜﻦ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﺃﻥ ﺗﻜﻮﻥ ﻓﻌﺎﻟﺔ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﻜﻠﻔﺔ ﻭﲢﻘﻖ ﳒﺎﺣﺎ ﹰ ﺃﻛﺒﺮ“‪.‬‬ ‫ﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ‪ ،‬ﻟﻔﺖ ﺭﻳﺠﻲ ﺇﻟﻰ ”ﺃﻧﻨﺎ ﻧﻌﻠﻢ ﺟﻤﻴﻌﺎ ﹰ ﺃﻥ ﻫﻨﺎﻙ ﻋﺼﺮ‬ ‫ﺻﻨﺎﻋﻲ ﻭﻋﺼﺮ ﻣﻌﻠﻮﻣﺎﺗﻲ‪ .‬ﻧﺤﻦ ﻣﻮﺟﻮﺩﻭﻥ ﻓﻲ ﻫﺬﺍ ﺍﻟﻌﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺗﻲ‬ ‫ﻋﺪﺓ ﺷﺮﻛﺎﺕ‬ ‫ﻣﻨﺬ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻌﺸﺮ ﺍﻷﺧﻴﺮﺓ ﻋﻠﻰ ﺍﻷﻗﻞ‪ ،‬ﻭﻟﻜﻦ ﻻ ﺗﺰﺍﻝ ﹼ‬ ‫ﺻﻐﻴﺮﺓ ﻭﻣﺘﻮﺳﻄﺔ ﺗﻌﻤﻞ ﻓﻲ ﺍﻟﻌﺼﺮ ﺍﻟﺼﻨﺎﻋﻲ‪ ،‬ﺳﻮﺍﺀ ﺿﻤﻦ ﺍﻹﻧﺘﺎﺝ‬ ‫ﺍﻟﻀﺨﻢ‪ ،‬ﻭﺍﻟﺘﻌﻠﻴﻢ ﺍﻟﺸﺎﻣﻞ ﺃﻭ ﺍﻟﺘﺴﻮﻳﻖ ﺍﻟﺸﺎﻣﻞ‪ .‬ﻭﻣﻦ ﺃﺟﻞ ﺍﻻﻧﺘﻘﺎﻝ‬ ‫ﻣﻦ ﺍﻟﻌﺼﺮ ﺍﻟﺼﻨﺎﻋﻲ ﳌﻤﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﲢﺘﺎﺝ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺃﻥ ﺗﺸﻬﺪ ﲢﻮﻻ ﹰ ﻓﻲ ﻋﻘﻠﻴﺘﻬﺎ‪ .‬ﺃﻧﺼﺢ ﻫﺬﻩ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺑﻌﺪﻡ ﺍﻻﺳﺘﻬﺎﻧﺔ ﺑﻨﻔﺴﻬﺎ‪ .‬ﺣﺘﻰ ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻳﻬﺎ ﻋﺪﺩ ﻗﻠﻴﻞ‬ ‫ﻣﻦ ﺍﳌﻮﻇﻔﲔ‪ ،‬ﻓﻬﻲ ﺗﺘﻤﺘﻊ ﺑﺎﻟﻘﺪﺭﺓ ﺍﻟﺘﻲ ﺗﻔﺘﻘﺮﻫﺎ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺘﻌﺪﺩﺓ‬ ‫ﺍﳉﻨﺴﻴﺎﺕ ﺑﺴﺒﺐ ﺇﺟﺮﺍﺀﺍﺗﻬﺎ ﺍﳌﺘﻌﺒﺔ“‪.‬‬ ‫ﻧﻈﺮﺍ ﹰ ﻷﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ ،‬ﺗﻌﺘﺒﺮ ﻣﺤﺮﻛﺎ ﹰ ﺃﺳﺎﺳﻴﺎ ﹰ‬ ‫ﻟﻠﺘﻄﻮﺭ ﻭﺍﻟﻨﻤﻮ‪ ،‬ﻗﺪﻡ ﺭﻳﺠﻲ ﻧﺼﺎﺋﺢ ﻷﺻﺤﺎﺏ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻗﺎﺋﻼﹰ‪:‬‬ ‫”ﻋﻠﻴﻚ ﺃﻥ ﺗﺘﻌﻠﻢ ﻛﻴﻒ ﳝﻜﻦ ﻟﺸﺮﻛﺘﻚ ﺍﻟﺼﻐﻴﺮﺓ ﺃﻥ ﺗﻨﻤﻮ ﻟﻜﻲ ﺗﺼﺒﺢ‬ ‫ﺷﺮﻛﺔ ﺿﺨﻤﺔ ﻓﻲ ﻓﺘﺮﺓ ﻭﺟﻴﺰﺓ‪ .‬ﻳﻨﺒﻐﻲ ﻋﻠﻴﻚ ﺍﻋﺘﻤﺎﺩ ﺍﻟﺘﻔﻜﻴﺮ ﺍﻟﺼﺎﺋﺐ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﻛﺴﺐ ﺍﳌﺎﻝ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻄﻮﻳﻞ‪ .‬ﻭﳝﻜﻦ ﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺃﻥ ﻳﺴﺎﻋﺪﻙ ﻓﻲ ﺫﻟﻚ‪ .‬ﻭﻣﻦ ﺃﺟﻞ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻻ‬ ‫ﻳﻨﺒﻐﻲ ﺃﻥ ﻳﻜﻮﻥ ﻋﻤﻠﻚ ﹼ‬ ‫ﻣﺮﻛﺰﺍ ﹰ ﻋﻠﻰ ”ﻗﻴﺎﺩﺓ ﺍﻷﺷﺨﺎﺹ“ ﺇﳕﺎ ﻳﺠﺐ ﺃﻥ ﺗﻘﻮﺩﻩ‬ ‫ﺍﻷﺟﻬﺰﺓ‪ .‬ﻋﻠﻴﻚ ﺃﻥ ﲢﺎﻭﻝ ﺍﺳﺘﻌﻤﺎﻝ ﺍﻷﺟﻬﺰﺓ ﺑﻘﺪﺭ ﺍﳌﺴﺘﻄﺎﻉ ﻭﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻟﺘﺤﺴﲔ ﻭﺗﻨﻤﻴﺔ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻷﺧﺮﻯ ﻣﻦ ﻋﻤﻠﻚ“‪.‬‬ ‫ﻳﺮﻯ ﺭﻳﺠﻲ‪ ،‬ﺃﻥ ﻣﻌﻈﻢ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺗﺨﺎﻑ ﻣﻦ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭ ﻓﻲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﺑﺤﻴﺚ ﺗﻌﺘﻘﺪ ﺃﻧﻬﺎ ﺻﻐﻴﺮﺓ ﺟﺪﺍﹰ‪ ،‬ﻭﻻ‬

‫■ ﺍﻟﺘﺴﻮﻳﻖ ﺍﳌﺒﺘﻜﺮ‪ :‬ﻻ ﲤﻠﻚ ﻏﺎﻟﺒﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﺧﻄﺔ ﺗﺴﻮﻳﻘﻴﺔ‪ ،‬ﺑﺤﻴﺚ ﻻ ﺗﺮﻯ ﺃﻥ ﻫﻨﺎﻙ ﻗﻴﻤﺔ ﻛﺒﻴﺮﺓ ﻓﻲ ﻣﺠﺎﻝ‬ ‫ﺍﻟﺘﺴﻮﻳﻖ‪ .‬ﻭﻟﻜﻦ ﳝﻜﻨﻚ ﺍﻟﻴﻮﻡ‪ ،‬ﻣﻦ ﺧﻼﻝ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻟﺘﻄﻮﺭﺍﺕ‬ ‫ﺍﻟﺘﻘﻨﻴﺔ ﺍﻷﺧﺮﻯ ﺃﻥ ﺗﻘﻮﻡ ﺑﺎﻟﺘﺴﻮﻳﻖ ﺑﻄﺮﻳﻘﺔ ﺃﻓﻀﻞ ﻭﺗﺴﺘﻬﺪﻑ‬ ‫ﻭﻓﻌﺎﻟﺔ ﻣﻦ ﺣﻴﺚ‬ ‫ﺟﻤﻬﻮﺭﻙ ﺑﺸﻜﻞ ﺃﺳﻬﻞ‪ .‬ﻫﺬﻩ ﺃﺩﺍﺓ ﺑﺴﻴﻄﺔ ﹼ‬ ‫ﺍﻟﺘﻜﻠﻔﺔ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪﻙ ﻋﻠﻰ ﺗﻨﻤﻴﺔ ﻗﺎﻋﺪﺓ ﺑﻴﺎﻧﺎﺗﻚ ﻭﻣﺸﺎﺭﻛﺔ‬ ‫ﻣﻌﻠﻮﻣﺎﺗﻚ ﻣﻊ ﺍﳉﻤﻬﻮﺭ ﺍﳌﻨﺎﺳﺐ‪.‬‬ ‫■ ﻣﺴﺘﻮﻯ ﺧﺪﻣﺔ ﻣﺘﻤ ﹼﻴﺰ‪ :‬ﳝﻜﻨﻚ ﻣﻦ ﺧﻼﻝ ﺇﺟﺮﺍﺀ ﻣﻜﺎﳌﺔ ﻫﺎﺗﻔﻴﺔ ﻭﺍﺣﺪﺓ‬ ‫ﻓﻘﻂ‪ ،‬ﺃﻥ ﺗﺒﻠﻎ ﻋﻤﻼﺋﻚ ﻋﻠﻰ ﺍﻟﻔﻮﺭ ﺇﺫﺍ ﰎ ﺗﺄﺧﻴﺮ ﺍﻟﺸﺤﻨﺔ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪.‬‬ ‫ﻫﺬﻩ ﺃﺩﻭﺍﺕ ﺻﻐﻴﺮﺓ ﳝﻜﻨﻚ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻟﺘﺤﺴﲔ ﺧﺪﻣﺎﺗﻚ‪.‬‬ ‫■ ﺍﻟﻜﻔﺎﺀﺓ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ :‬ﻟﺴﺖ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﻣﻜﺘﺐ‬ ‫ﺣﻘﻴﻘﻲ ﻷﻥ ﻛﻞ ﻣﺎ ﲢﺘﺎﺝ ﺇﻟﻴﻪ ﻫﻮ ﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻣﻊ ﻣﻌﻠﻮﻣﺎﺕ ﻗ ﹼﻴﻤﺔ‬ ‫ﳉﺬﺏ ﺍﳉﻤﻬﻮﺭ‪.‬‬ ‫■ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻨﻘﺪﻳﺔ‪ :‬ﺗﹸﻌﺘﺒﺮ ﺍﻷﻣﻮﺍﻝ ﲢﺪﻳﺎ ﹰ ﻣﺴﺘﻤﺮﺍ ﹰ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ .‬ﺗﺄﻛﺪ ﻣﻦ ﺃﻧﻚ ﺗﻨﻈﻢ ﺩﻓﻌﺎﺕ ﺍﻟﻠﻮﺍﺯﻡ ﻭﺇﻳﺮﺍﺩﺍﺕ‬ ‫ﻋﻤﻠﻚ‪ .‬ﻛﻦ ﻭﺍﺿﺤﺎ ﹰ ﻓﻲ ﺍﻟﻔﻮﺍﺗﻴﺮ ﺍﻟﺘﻲ ﺗﺮﺳﻠﻬﺎ ﺇﻟﻰ ﻋﻤﻼﺋﻚ‪ ،‬ﻓﻬﺬﺍ‬ ‫ﻳﺴﺎﻋﺪﻙ ﻋﻠﻰ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻌﻤﻼﺀ‪.‬‬ ‫■ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ‪ :‬ﻫﻲ ﻣﻔﺘﺎﺡ ﺍﻟﻨﺠﺎﺡ ﻷﻱ ﻧﺸﺎﻁ ﲡﺎﺭﻱ‪.‬‬ ‫ﻭﳝﻜﻨﻚ ﺍﻟﻴﻮﻡ ﻣﻦ ﺧﻼﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺃﻥ ﺗﺮﺩ ﻋﻠﻰ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻋﻤﻼﺋﻚ‪.‬‬ ‫■ ﲤﻜﲔ ﺍﳌﻮﻇﻔﲔ‪ :‬ﳝﻜﻨﻚ ﺍﻵﻥ ﻣﻀﺎﻋﻔﺔ ﻣﺒﻴﻌﺎﺗﻚ ﻣﻦ ﺧﻼﻝ ﺍﳉﻤﻊ‬ ‫ﺑﲔ ﻣﻬﺎﺭﺍﺕ ﻣﻮﻇﻔﻴﻚ ﻭﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻨﺎﺳﺒﺔ‪ .‬ﺳﻴﺴﻤﺢ ﻟﻚ ﺫﻟﻚ‬ ‫ﺑﺘﻄﻮﻳﺮ ﻋﻤﻠﻚ ﺑﺸﻜﻞ ﺃﻛﺒﺮ‪.‬‬ ‫ﺑﺎﳊﺪﻳﺚ ﻋﻦ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺎﺳﺐ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻗﺎﻝ ﺭﻳﺠﻲ‪” ،‬ﺍﻟﻮﻗﺖ‬ ‫ﺩﺍﺋﻤﺎ ﹰ ﻣﻨﺎﺳﺐ ﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻭﻣﻦ ﺃﺟﻞ ﺇﺣﺪﺍﺙ ﺗﻐﻴﻴﺮ ﻧ ﹼﻮﻉ‬ ‫ﺧﺪﻣﺎﺗﻚ ﻭﺍﺳﺘﻤﻊ ﺇﻟﻰ ﺭﺩﻭﺩ ﻓﻌﻞ ﻋﻤﻼﺋﻚ‪ .‬ﺇﻥ ﺍﻋﺘﻤﺎﺩ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ‬ ‫ﻣﺮﺣﻠﺔ ﻣﺒﻜﺮﺓ ﻫﻮ ﺍﳋﻴﺎﺭ ﺍﻷﻓﻀﻞ ﻟﺘﺤﻘﻴﻖ ﺍﻷﺭﺑﺎﺡ‪ .‬ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ ﺃﻋﻤﺎﻟﻚ‬ ‫ﹼ‬ ‫ﻣﺮﻛﺰﺓ ﻋﻠﻰ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ .‬ﻭﺇﻻ‪ ،‬ﻓﻠﻦ ﺗﻜﻮﻥ ﻗﺎﺩﺭﺍ ﹰ ﻋﻠﻰ ﺍﻟﺘﻘﺪﻡ ﻓﻲ ﻋﻤﻠﻚ“‪.‬‬ ‫ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﺃﻋﻄﻰ ﺭﻳﺠﻲ ﻣﺰﻳﺪﺍ ﹰ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺍﳌﻀﻲ ﻗﺪﻣﺎ ﹰ‬ ‫ﻓﻲ ﳑﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻭﺃﻭﺿﺢ ﻫﺬﺍ ﺍﳌﻔﻬﻮﻡ ﻋﻦ ﻃﺮﻳﻖ ﺗﻘﺪﱘ‬ ‫ﺍﳌﺸﻮﺭﺓ ﻷﺻﺤﺎﺏ ﺍﻷﻋﻤﺎﻝ ﺑﺎﻋﺘﻤﺎﺩ ﺛﻼﺛﺔ ﻣﻼﻣﺢ ﺭﺋﻴﺴﻴﺔ ﻟﻠﺘﻘﺪﻡ ﻓﻲ‬ ‫ﺍﻟﻌﺼﺮ ﺍﳌﻌﻠﻮﻣﺎﺗﻲ‪:‬‬ ‫■ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﻮﻗﺖ‪ :‬ﻛﻮﻧﻚ ﺭﺍﺋﺪ ﺃﻋﻤﺎﻝ ﻭﻗﺎﺋﺪ‪ ،‬ﲢﺘﺎﺝ ﺇﻟﻰ‬ ‫ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻭﻗﺘﻚ ﻭﺃﻥ ﺗﻜﻮﻥ ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ ﻟﺪﻯ ﻣﻘﺎﺭﻧﺘﻚ ﻣﻊ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﺮﻯ‪.‬‬ ‫■ ﲤﻜﲔ ﺍﳌﻮﻇﻔﲔ‪ :‬ﻻ ﺗﻌﺎﻣﻞ ﻣﻮﻇﻔﻴﻚ ﻛﺴﻠﻊ‪ .‬ﻗﺪﻡ ﻟﻬﻢ ﺍﳌﺰﻳﺪ ﻣﻦ‬ ‫ﺍﻷﺩﻭﺍﺕ ﻟﺘﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪.‬‬ ‫■ ﺗﻐﻴﻴﺮ ﺍﻟﻌﻘﻠﻴﺔ‪ :‬ﻛﻦ ﺫﻛﻴﺎﹰ‪ ،‬ﺍﺳﺘﺨﺪﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺃﺣﺪﺙ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ!‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﻭﺍﻟﻌﺮﺏ ﻋﻦ ﻣﻌﺪﻝ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﻳﻘﻀﻮﻧﻪ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ ﺧﻼﻝ‬ ‫ﺍﻷﺳﺒﻮﻉ‪ .‬ﻭﺃﻇﻬﺮﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺃﻥ ﺍﻟﻘﻄﺮﻳﲔ ﻳﻘﻀﻮﻥ ﺣﻮﺍﻟﻲ ﻳﻮﻡ ﻭﺍﺣﺪ‬ ‫ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﺃﻭ ﺳﺎﻋﺘﲔ ﻓﻲ ﺍﻟﻴﻮﻡ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻭﻫﺬﺍ ﻳﻌﻨﻲ ﺃﻥ‬ ‫ﻣﺰﻳﺪﺍ ﹰ ﻣﻦ ﺍﻟﻌﻤﻼﺀ ﻳﺴﺘﺨﺪﻣﻮﻥ ﺍﻵﻥ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻭﺑﺎﻟﻨﺴﺒﺔ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ‪ ،‬ﻓﻬﺬﺍ ﻳﺸﻴﺮ ﺇﻟﻰ ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻮﺿﻮﺡ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻌﺮﻭﺿﻬﻢ‬ ‫ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ“‪.‬‬

‫ﺻﺎﻟﺢ ﺍﳋﻠﻴﻔﻲ‬

‫”ﳕﻮ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻷﻋﻤﺎﻝ“‬ ‫ﺻﺎﻟﺢ ﺍﳋﻠﻴﻔﻲ‪ ،‬ﻣﺪﻳﺮ ﻣﺮﻛﺰ ﺑﺪﺍﻳﺔ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﻮﺟﻴﻪ ﺍﳌﻬﻨﻲ‬ ‫ﻗﺪﻡ ﺻﺎﻟﺢ ﺍﳋﻠﻴﻔﻲ‪ ،‬ﻣﺪﻳﺮ ﻣﺮﻛﺰ ﺑﺪﺍﻳﺔ ���ﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺘﻮﺟﻴﻪ‬ ‫ﹼ‬ ‫ﺍﳌﻬﻨﻲ‪ ،‬ﺧﻼﻝ ﺍﳉﻠﺴﺔ ﺍﻟﺘﺎﻟﻴﺔ ﺑﺤﺜﺎ ﹰ ﺃﻋﺪﻩ ﻓﻲ ﻋﺎﻡ ‪ 2011‬ﺣﻮﻝ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻓﻲ ﻗﻄﺮ‪.‬‬ ‫ﻓﻲ ﻣﺴﺘﻬﻞ ﻋﺮﺿﻪ‪ ،‬ﺃﻋﻄﻰ ﺻﺎﻟﺢ ﻣﺜﺎﻻ ﹰ ﻋﻦ ﺁﺛﺎﺭ ﺍﻟﺘﻄﻮﺭﺍﺕ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺔ ﺍﻟﺴﺮﻳﻌﺔ‪ ،‬ﺇﺫ ﻗﺎﻝ‪” :‬ﺭﺍﻭﺩﺗﻨﻲ ﻓﻜﺮﺓ ﺍﻟﺒﺤﺚ ﺍﻟﺬﻱ ﺃﻋﺪﺩﺗﻪ‬ ‫ﻣﻨﺬ ﺑﻀﻌﺔ ﺳﻨﻮﺍﺕ ﻋﻨﺪﻣﺎ ﻃﻠﺐ ﻣﻨﻲ ﻭﺍﻟﺪﻱ ﺃﻥ ﺃﺷﺘﺮﻱ ﻟﻪ ﺗﺬﻛﺮﺓ‬ ‫ﺳﻔﺮ ﺇﻟﻰ ﺩﺑﻲ‪ .‬ﻟﻢ ﻳﻜﻦ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ ،‬ﺍﳌﻮﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻟﻠﺨﻄﻮﻁ‬ ‫ﺍﳉﻮﻳﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻣﺘﻄﻮﺭﺍ ﹰ ﻭﺑﺪﺍ ﻏﺎﻣﻀﺎ ﹰ ﺟﺪﺍ ﹰ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﲔ‪.‬‬ ‫ﻭﺧﻼﻝ ﻋﺎﻣﲔ ﻓﻘﻂ‪ ،‬ﺳﻤﺤﺖ ﺷﺒﻜﺔ ﺍﻻﻧﺘﺮﻧﺖ ﻟﻠﻤﺰﻭﺩﻳﻦ ﺑﺎﻟﺘﻮﺍﺟﺪ ﻋﻠﻰ‬ ‫ﺍﻟﻬﻮﺍﺗﻒ ﺍﻟﺬﻛﻴﺔ‪ .‬ﻭﺃﺻﺒﺤﺖ ﺍﳌﻮﺍﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺳﻬﻠﺔ ﺍﻻﺳﺘﻌﻤﺎﻝ‬ ‫ﻭﻣﺼﻤﻤﺔ ﺑﻄﺮﻳﻘﺔ ﺗﺮﺩ ﻋﻠﻰ ﻣﺘﻄﻠﺒﺎﺕ ﻛﻞ ﻣﺴﺘﺨﺪﻡ‪ .‬ﻭﻫﺬﺍ ﺟﻌﻞ‬ ‫ﺣﻴﺎﺗﻲ ﺃﺳﻬﻞ ﲟﺎ ﺃﻧﻪ ﺃﺻﺒﺢ ﺑﺈﻣﻜﺎﻥ ﻭﺍﻟﺪﻱ ﺣﺠﺰ ﺗﺬﺍﻛﺮ ﺍﻟﺴﻔﺮ ﲟﻔﺮﺩﻩ“‪.‬‬ ‫ﺷﻤﻠﺖ ﺍﻟﺪﺭﺍﺳﺔ ﺍﺳﺘﺒﻴﺎﻧﺎ ﹰ ﻳﻬﺪﻑ ﺇﻟﻰ ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﺃﻭﺿﺢ ﺻﺎﻟﺢ ﺃﻥ ” ﻧﺤﻮ ‪ 84٪‬ﻣﻦ ﺃﻓﺮﺍﺩ‬ ‫ﺍﻟﻌ ﹼﻴﻨﺔ ﺃﻛﺪﻭﺍ ﺃﻧﻬﻢ ﺗﻌﺎﻣﻠﻮﺍ ﻣﻊ ﻣﺰﻭﺩﻳﻦ ﺩﻭﻟﻴﲔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻟﻢ ﻳﺤﺒﺬ‬ ‫ﻣﻌﻈﻤﻬﻢ ﺍﺳﺘﺨﺪﺍﻡ ﺑﻄﺎﻗﺎﺗﻬﻢ ﺍﻻﺋﺘﻤﺎﻧﻴﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﳝﻜﻨﻨﺎ ﺃﻥ‬ ‫ﻧﺮﻯ ﻟﻐﺎﻳﺔ ﺍﻟﻴﻮﻡ‪ ،‬ﺃﻥ ﻋﺪﺩﺍ ﹰ ﻛﺒﻴﺮﺍ ﹰ ﻣﻦ ﺍﻟﻨﺎﺱ ﻳﺴﺘﺨﺪﻣﻮﻥ ﺑﻄﺎﻗﺎﺗﻬﻢ‬ ‫ﺍﻻﺋﺘﻤﺎﻧﻴﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻟﻜﻨﻬﻢ ﻻ ﻳﺸﻌﺮﻭﻥ ﺑﺄﻧﻬﺎ ﺁﻣﻨﺔ‪ .‬ﻭﻋﻨﺪﻣﺎ‬ ‫ﺳﺄﻟﺘﻬﻢ ﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻳﺘﻌﺎﻣﻠﻮﻥ ﻣﻊ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﶈﻠﻴﲔ‪20٪ ،‬‬ ‫ﻣﻨﻬﻢ ﻓﻘﻂ ﻗﺎﻟﻮﺍ ﻧﻌﻢ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻳﻔﻀﻞ ﻣﻌﻈﻤﻬﻢ ﺍﻟﺪﻓﻊ‬ ‫ﻧﻘﺪﺍ ﹰ ﺃﻭ ﻃﻠﺐ ﺍﻟﺘﺴﻠﻴﻢ ﺃﻭ ﺍﻟﻠﻘﺎﺀ ﻓﻲ ﻣﻜﺎﻥ ﻋﺎﻡ ﻹﲤﺎﻡ ﺍﻟﺼﻔﻘﺔ“‪.‬‬ ‫ﻭﻭﺍﺻﻞ ﺻﺎﻟﺢ ﻋﺮﺽ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺸ ﹼﻮﻗﺔ ‪ ،‬ﻭﺃﺷﺎﺭ ﺇﻟﻰ ﺃﻥ ”ﺟﺎﻣﻌﺔ‬ ‫ﻧﻮﺭﺙ ﻭﺳﺘﺮﻥ ﻗﻄﺮ ﻗﺎﻣﺖ ﺑﺪﺭﺍﺳﺔ ﺧﺎﺻﺔ ﺑﻬﺎ‪ ،‬ﻭﺳﺄﻟﺖ ﺍﻟﻘﻄﺮﻳﲔ‬ ‫‪28‬‬

‫ﻛﻤﺎ ﹼ‬ ‫ﺭﻛﺰ ﻋﻠﻰ ﳑﻴﺰﺍﺕ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻠﺸﺮﻛﺎﺕ‪ ،‬ﻭﺃﺿﺎﻑ ﺃﻧﻪ‬ ‫”ﻳﻮﺟﺪ ﺍﻟﻴﻮﻡ ﻋﺪﺩ ﺃﻛﺒﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ‪ ،‬ﻭﻫﻢ ﻳﺸﻜﻠﻮﻥ‬ ‫ﺟﻤﻴﻌﺎ ﹰ ﺍﻟﻌﻤﻼﺀ ﺍﶈﺘﻤﻠﲔ ﻟﻠﺸﺮﻛﺎﺕ‪ .‬ﻭﻣﻊ ﺗﺰﺍﻳﺪ ﺍﻧﺘﺸﺎﺭ ﺍﻹﻧﺘﺮﻧﺖ‪،‬‬ ‫ﺃﺻﺒﺤﺖ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﲟﻔﺮﺩﻫﺎ ﺗﺘﻤﺘﻊ ﺑﺒﺮﺍﻋﺔ‬ ‫ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﻴﺮﺓ‪ .‬ﻓﺎﻟﺘﻮﺍﺟﺪ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻳﺴﺎﻭﻱ ﻭﺟﻮﺩ‬ ‫ﻋﺸﺮﺓ ﺃﺷﺨﺎﺹ ﻳﻌﻤﻠﻮﻥ ﻟﺪﻳﻚ‪ ،‬ﻭﺍﳌﻴﺰﺓ ﻫﻲ ﺃﻥ ﻫﺬﺍ ﻳﺮﻓﻊ ﻧﻄﺎﻕ ﻋﻤﻞ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ .‬ﻟﺴﺖ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ‬ ‫ﻋﻼﻣﺔ ﲡﺎﺭﻳﺔ ﻛﺒﻴﺮﺓ ﻃﺎﳌﺎ ﺗﻘﻮﻡ ﺑﺈﺛﺒﺎﺕ ﻧﻔﺴﻚ ﻣﻦ ﺧﻼﻝ ﻣﻮﻗﻌﻚ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ .‬ﻭﺳﺘﺘﻘﺪﻡ ﺇﻟﻰ ﻣﺮﺍﺗﺐ ﺃﻋﻠﻰ ﻃﺎﳌﺎ ﺗ ﹼﻮﻓﺮ ﺑﻴﺎﻧﺎﺕ ﺟﻴﺪﺓ‪.‬‬ ‫ﻭﺍﻷﻣﺮ ﺍﻵﺧﺮ ﻫﻮ ﺃﻧﻚ ﻣﺨ ﹼﻮﻝ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ﺍﻷﺳﻮﺍﻕ ﺍﻟﻌﺎﳌﻴﺔ ﻣﻦ ﺩﻭﻥ‬ ‫ﺍﳊﺎﺟﺔ ﻟﻮﺟﻮﺩ ﳑﺜﻠﲔ ﻟﻚ ﻓﻲ ‪ 140‬ﺑﻠﺪﺍ ﹰ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ ‪-‬‬ ‫ﳝﻜﻨﻚ ﺑﻴﻊ ﻣﻨﺘﺠﺎﺗﻚ ﻣﻦ ﺍﻟﺪﻭﺣﺔ‪ ،‬ﺃﻭﻫﺎﻳﻮ ﺃﻭ ﺍﻟﻘﺎﻫﺮﺓ ﻭﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ‬ ‫ﻧﻔﺲ ﺍﻟﻌﻤﻼﺀ“‪.‬‬ ‫ﻭﺷﺠﻊ ﺻﺎﻟﺢ ﺭ ﹼﻭ ﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﻟﻜﻲ ﻳﺜﻘﻮﺍ ﺑﻘﻮﺓ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻗﺎﺋﻼﹰ‪” :‬ﻃﺎﳌﺎ ﻟﺪﻳﻚ ﻣﺤﺘﻮﻯ ﺟ ﹼﻴﺪ‪،‬‬ ‫ﳝﻜﻨﻚ ﺗﻌﻴﲔ ﺍﻟﻌﻤﺎﻝ ﺍﳌﺴﺘﻘ ﹼﻠﲔ ﻟﺘﻘﺪﱘ ﺧﺪﻣﺎﺗﻚ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ‪.‬‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﻜﺒﻴﺮﺓ‪ ،‬ﻓﻬﺬﺍ ﻳﻌﻨﻲ ﺃﻧﻬﺎ ﻻ‬ ‫ﲢﺘﺎﺝ ﺇﻟﻰ ﺩﻓﻊ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﳌﺎﻝ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻮﻗﻊ ﺟﻴﺪ‪ .‬ﳝﻜﻨﻚ‬ ‫ﺯﻳﺎﺭﺓ ﻣﻮﺍﻗﻊ ﻣﺜﻞ ‪ outsource.com‬ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺗﺼﻤﻴﻢ‬ ‫ﻓﻌﺎﻟﺔ“‪.‬‬ ‫ﻻﺋﻖ ﺑﺘﻜﻠﻔﺔ ﹼ‬ ‫ﻭﺗﺎﺑﻊ ﺻﺎﻟﺢ ﻣﻦ ﺧﻼﻝ ﺗﻘﺪﱘ ﻧﺼﺎﺋﺢ ﳑﺘﺎﺯﺓ ﻟﻠﺤﻀﻮﺭ‪ ،‬ﻭﻗﺎﻝ ”ﻫﻨﺎﻙ‬ ‫ﺃﻳﻀﺎ ﹰ ﳕﺎﺫﺝ ﺃﻋﻤﺎﻝ ﺃﺧﺮﻯ‪ ،‬ﻣﺜﻞ ‪ ،kickstart.com‬ﻭﻫﻮ ﻣﻮﻗﻊ ﻋﻠﻰ‬ ‫ﺍﻻﻧﺘﺮﻧﺖ ﻳﺴﺘﺨﺪﻣﻪ ﺍﻟﻨﺎﺱ ﻟﺘﺤﺴﲔ ﺗﺼﺎﻣﻴﻤﻬﻢ‪ .‬ﻛﻞ ﻣﺎ ﻋﻠﻴﻚ‬ ‫ﺍﻟﻘﻴﺎﻡ ﺑﻪ ﻫﻮ ﺫﻛﺮ ﻓﻜﺮﺗﻚ ﺍﻷﻭﻟ ﹼﻴﺔ‪ ،‬ﻭﺳﻴﻘﻮﻡ ﺍﻵﺧﺮﻭﻥ ﺑﺘﻨﻔﻴﺬﻫﺎ‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲ ﲢﺼﻞ ﻋﻠﻰ ﺃﺳﻌﺎﺭ ﻣﺜﻴﺮﺓ‪ .‬ﺗﺴﺎﻋﺪ ﻫﺬﻩ ﺍﳌﻮﺍﻗﻊ ﺭ ﹼﻭ ﺍﺩ‬ ‫ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﺃﺳﻮﺍﻕ ﺃﻛﺒﺮ‪ .‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻳﻌﺘﻘﺪ‬ ‫ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻨﺎﺱ ﺃﻥ ﺇﺩﺍﺭﺓ ﺍﶈﺘﻮﻯ ﻣﻬﻤﺔ ﺻﻌﺒﺔ ﲟﺎ ﺃﻧﻬﺎ ﺗﺘﻀﻤﻦ‬ ‫ﻭﺿﻊ ﺍﻹﻋﻼﻧﺎﺕ‪ ،‬ﻭﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺇﻋﻼﻧﺎﺕ ‪ ،google‬ﻭﻣﺎ ﺷﺎﺑﻪ ﺫﻟﻚ‪.‬‬ ‫ﻭﻟﻜﻦ‪ flatter.com ،‬ﻫﻮ ﻣﺜﺎﻝ ﻋﻦ ﺍﳌﻮﺍﻗﻊ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺘﻲ ﳝﻜﻨﻬﺎ‬ ‫ﺃﻥ ﺗﺼﺒﺢ ﺍﶈﺮﻙ ﺍﻟﺬﻱ ﻳﺴﻤﺢ ﻟﻚ ﺑﺎﳊﺼﻮﻝ ﻋﻠﻰ ﺍﻟﺘﺒﺮﻋﺎﺕ‪ .‬ﺍﻟﻬﺪﻑ‬ ‫ﻣﻦ ﻫﺬﻩ ﺍﳌﻮﺍﻗﻊ ﻫﻮ ﺇﻇﻬﺎﺭ ﺃﻥ ﻫﻨﺎﻙ ﻋﺪﺩﺍ ﹰ ﻛﺒﻴﺮﺍ ﹰ ﻣﻦ ﳕﺎﺫﺝ ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﳉﺪﻳﺪﺓ ﺍﻟﺘﻲ ﻳﺘﻢ ﺇﻧﺸﺎﺅﻫﺎ ﻳﻮﻣﻴﺎ ﹰ“‪.‬‬ ‫ﻓﻲ ﺍﳋﺘﺎﻡ‪ ،‬ﺃﻛﺪ ﺻﺎﻟﺢ ﺃﻧﻪ ﻻ ﻳﺰﺍﻝ ﺍﻟﺴﻮﻕ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‬ ‫ﻏﻴﺮ ﻣﺴﺘﻬﻠﻚ‪ ،‬ﻭﻟﻔﺖ ﺇﻟﻰ ﺃﻥ ”ﺍﻹﺣﺼﺎﺋﻴﺎﺕ ﺗﻈﻬﺮ ﺃﻥ ﻫﻨﺎﻙ ﺣﻮﺍﻟﻲ‬ ‫‪ 90‬ﻣﻠﻴﻮﻥ ﻣﺴﺘﺨﺪﻡ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﺍﻟﻌﺮﺑﻲ ﺑﻴﻨﻤﺎ ‪ 15‬ﻣﻠﻴﺎﺭ ﻫﻮ ﺍﻟﻌﺪﺩ‬ ‫ﺍﻟﺘﻘﺪﻳﺮﻱ ﳌﻌﺎﻣﻼﺕ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ ﺍﻟﺘﻲ ﺣﺼﻠﺖ ﺧﻼﻝ ﺍﻟﻌﺎﻣﲔ‬ ‫ﺍﳌﺎﺿﻴﲔ‪ .‬ﻭﻓﻲ ﺣﲔ ﺃﻥ ‪ 50٪‬ﻣﻦ ﺷﺒﺎﺑﻨﺎ ﻏﻴﺮ ﺭﺍﺽ ﻋﻦ ﻣﺤﺘﻮﻯ‬ ‫ﺍﳌﻮﺍﻗﻊ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﻓﻬﺬﻩ ﻓﺮﺻﺔ ﻋﻈﻴﻤﺔ ﻟﻜﻞ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻟﻄﻤﻮﺣﲔ‬ ‫ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻳﺠﺐ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻬﺎ“‪.‬‬


‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﻓﻌﺎﻟﺔ‬ ‫اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ :‬وﺳﻴﻠﺔ ّ‬ ‫ﺧﻼل ﻋﺮوﺿﻬﻢ اﻟﺘﻘﺪﻳﻤﻴﺔ‪ ،‬ﺳﻠّﻂ اﻟﺨﺒﺮاء اﻟﻀﻮء‬ ‫ﻋﻠﻰ ﻣﺨﺘﻠﻒ اﻟﻔﺮص اﻟﺘﻲ ﺗﻮ ّﻓﺮﻫﺎ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻟﺮ ّواد ا¾ﻋﻤﺎل واﻟﺸﺮﻛﺎت اﻟﺼﻐﻴﺮة واﻟﻤﺘﻮﺳﻄﺔ‪،‬‬ ‫واﻟﺸﺮﻛﺎت اﻟﻜﺒﻴﺮة ﻣﻦ أﺟﻞ ﺗﺴﻬﻴﻞ وﺗﺤﺴﻴﻦ‬ ‫أداﺋﻬﻢ‪ .‬ﻧﺄﺗﻴﻜﻢ ﺑﻠﻤﺤﺔ ﻋﻦ أﻓﻜﺎر ﻫﺆﻻء اﻟﺨﺒﺮاء‬ ‫ﺣﻮل أﻫﻤﻴﺔ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺸﺮﻛﺎت ﻣﻦ أﺟﻞ‬ ‫ﻣﺴﺎﻋﺪﺗﻬﺎ ﻓﻲ ﺗﺤﻘﻴﻖ أﻫﺪاﻓﻬﺎ ﺑﻄﺮﻳﻘﺔ أﺳﻬﻞ‪.‬‬

‫ﻣﺤﻤﺪ ﻣﺤﺴﻦ ﺍﻟﻴﻬﺮﻱ ﺍﻟﻴﺎﻓﻌﻲ‬

‫”ﺃﻫﻤﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻸﻋﻤﺎﻝ“‬ ‫ﻣﺤﻤﺪ ﻣﺤﺴﻦ ﺍﻟﻴﻬﺮﻱ ﺍﻟﻴﺎﻓﻌﻲ‪ ،‬ﻣﺪﻳﺮ ﺗﺨﻄﻴﻂ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ‬ ‫ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺃﻱ ﺳﻲ ﺗﻲ ﻗﻄﺮ(‬ ‫ﲢﺪﺙ ﻣﺤﻤﺪ ﻣﺤﺴﻦ ﺍﻟﻴﻬﺮﻱ ﺍﻟﻴﺎﻓﻌﻲ‪ ،‬ﻣﺪﻳﺮ ﺗﺨﻄﻴﻂ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ‬ ‫ﻟﻼﺗﺼﺎﻻﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺃﻱ ﺳﻲ ﺗﻲ ﻗﻄﺮ( ﻋﻦ ﺃﻫﻤﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﻭﺧﺎﺻﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ .‬ﻭﻟﻔﺖ ﺇﻟﻰ ﺃﻧﻪ ”ﺑﺈﻣﻜﺎﻥ‬ ‫ﻋﺪﺓ ﻣﺠﺎﻻﺕ‪ ،‬ﺇﺫ ﳝﻜﻨﻬﺎ ﲢﺴﲔ ﻛﻔﺎﺀﺗﻬﺎ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺃﻥ ﺗﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺎﺕ ﻓﻲ ﹼ‬ ‫ﻭﺗﻮﺳﻴﻊ ﻧﻄﺎﻕ ﺍﻟﺴﻮﻕ ﻭﲢﺴﲔ ﲡﺮﺑﺔ ﺍﻟﻌﻤﻼﺀ ﻟﺪﻳﻬﺎ‪ .‬ﻛﻤﺎ ﳝﻜﻨﻬﺎ ﺃﻥ ﺗﻮ ﹼﻓﺮ ﻣﻴﺰﺓ‬ ‫ﺗﻨﺎﻓﺴﻴﺔ ﻭﺗﺴﺎﻫﻢ ﺑﺨﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ .‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﺳﺘﺆﺩﻱ ﻫﺬﻩ ﺍﻻﺳﺘﺤﻘﺎﻗﺎﺕ ﺇﻟﻰ ﳕﻮ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﺍﻻﲡﺎﻩ ﺍﻟﺼﺤﻴﺢ ﻭﺯﻳﺎﺩﺓ ﻗﻴﻤﺔ ﺃﻋﻤﺎﻟﻬﺎ“‪.‬‬ ‫ﺳ ﹼﻠﻂ ﻣﺤﻤﺪ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﻟﺜﻼﺙ ﺍﻟﺘﻲ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻋﻠﻰ ﺍﻟﻨﻤﻮ‪ ،‬ﻭﺯﻳﺎﺩﺓ ﺇﻳﺮﺍﺩﺍﺗﻬﺎ ﻭﺧﻔﺾ ﺗﻜﺎﻟﻴﻔﻬﺎ‪ ،‬ﻭﻫﻲ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫■ ﺍﻟﺘﻮﺍﺟﺪ ﻋﻠﻰ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪ :‬ﻭﻫﺬﺍ ﻻ ﻳﻌﻨﻲ ﺃﻥ ﻳﻜﻮﻥ ﻟﻠﺸﺮﻛﺔ ﻣﻮﻗﻊ ﺇﻟﻜﺘﺮﻭﻧﻲ‬ ‫ﻓﺤﺴﺐ‪ ،‬ﺇﳕﺎ ﻳﻨﺒﻐﻲ ﻋﻠﻴﻬﺎ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﺜﻞ ﺗﻮﻳﺘﺮ‪ ،‬ﻓﻴﺴﺒﻮﻙ‪،‬‬ ‫‪26‬‬

‫ﺍﻳﻨﺴﺘﺠﺮﺍﻡ ﻭﻭﺳﺎﺋﻞ ﺃﺧﺮﻯ ﳝﻜﻨﻬﺎ ﺍﻥ ﺗ ﹼﻮﻓﺮ ﻣﻨﺼﺔ ﺗﺴﻮﻳﻖ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﻳﺴﺎﻋﺪ‬ ‫ﺗﻮﺍﺟﺪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻋﻠﻰ ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻭﺗﺘﺒﻊ‬ ‫ﻣﺴﺎﺭ ﺃﺩﺍﺀ ﺍﳊﻤﻠﺔ ﺍﻟﺘﺴﻮﻳﻘﻴﺔ‪ ،‬ﻭﲢﺪﻳﺪ ﺍﻟﻌﻤﻼﺀ ﺍﻟﻜﺒﺎﺭ ﻭﺍﺳﺘﻬﺪﺍﻓﻬﻢ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ‬ ‫ﻓﻬﻢ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﳌﻨﺎﻓﺴﲔ‪ .‬ﻛﻤﺎ ﳝﻜﻦ ﺃﻳﻀﺎ ﹰ ﻷﺩﻭﺍﺕ ﺍﻟﺘﺴﻮﻳﻖ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻣﺜﻞ‬ ‫ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪ ،‬ﺍﻟﻔﻴﺪﻳﻮ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺃﻥ ﺗﻮﻓﺮ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﺑﻴﺎﻧﺎﺕ ﺣﻮﻝ ﻋﻤﻼﺋﻬﺎ‪.‬‬ ‫■ ﺍﳊﻮﺳﺒﺔ ﺍﻟﺴﺤﺎﺑﻴﺔ‪ :‬ﻟﻢ ﺗﻌﺪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻵﻥ ﺑﺤﺎﺟﺔ ﺇﻟﻰ‬ ‫ﺍﻧﻔﺎﻕ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﳌﺎﻝ ﻋﻠﻰ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻷﻧﻪ ﳝﻜﻦ ﺃﻥ ﺗﺴﺘﺨﺪﻡ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺴﺤﺎﺑﻴﺔ‬ ‫ﻣﻘﺎﺑﻞ ﺭﺳﻮﻡ ﺷﻬﺮﻳﺔ‪ .‬ﳝﻜﻦ ﻟﻬﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺧﻔﺾ ﺍﻟﺘﻜﺎﻟﻴﻒ ﻓﻲ ﺣﲔ‬ ‫ﺳﻴﻜﻮﻥ ﻣﻘﺪﻣﻮ ﺍﳊﻮﺳﺒﺔ ﺍﻟﺴﺤﺎﺑﻴﺔ ﻣﺴﺆﻭﻟﲔ ﻋﻦ ﺗﺄﻣﲔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳋﺎﺻﺔ ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﻭﺗﻌﺎﻓﻴﻬﺎ ﻣﻦ ﺍﻟﻜﻮﺍﺭﺙ ﻓﻀﻼﹰ ﻋﻦ ﺇﺩﺍﺭﺓ ﺗﺨﺰﻳﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﺗﻘﺪﱘ ﺧﺪﻣﺎﺕ ﺍﻟﺼﻴﺎﻧﺔ‪.‬‬ ‫ﺗﺴﺎﻋﺪ ﻫﺬﻩ ﺍﻟﺘﻘﻨﻴﺔ ﻋﻠﻰ ﲢﺴﲔ ﻣﺮﺍﻗﺒﺔ ﺍﻟﻮﺛﺎﺋﻖ‪ ،‬ﺣﻴﺚ ﻳﺘﻢ ﺗﺨﺰﻳﻦ ﻛﺎﻓﺔ ﺍﳌﻠﻔﺎﺕ‬ ‫ﻓﻲ ﻣﻮﻗﻊ ﻣﺮﻛﺰﻱ ﻭﺍﺣﺪ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﻓﺈﻥ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻳﺴﺎﻋﺪ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻋﻠﻰ ﳑﺎﺭﺳﺔ ﺃﻋﻤﺎﻟﻬﺎ ﻭﺗﺴﻠﻴﻢ ﻣﺴﺆﻭﻟﻴﺔ ﻣﺴﺄﻟﺔ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺇﻟﻰ ﺍﻟﻄﺮﻑ ﺍﻟﺜﺎﻟﺚ‪.‬‬ ‫■ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ :‬ﳝﻜﻦ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺗﻮﺳﻴﻊ ﻧﻄﺎﻕ ﺳﻮﻗﻬﺎ‬ ‫ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺧﻼﻝ ﺟﺬﺏ ﻋﻤﻼﺀ ﺟﺪﺩ ﻭﻣﺴﺘﺨﺪﻣﻲ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ‪،‬‬ ‫ﻭﻛﺬﻟﻚ ﺍﳊﺪ ﻣﻦ ﺗﻜﺎﻟﻴﻒ ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻹﻋﻼﻧﺎﺕ‪ .‬ﻛﻤﺎ ﳝﻜﻦ ﻣﻦ ﺧﻼﻝ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻷﻱ ﻋﻤﻞ ﺃﻥ ﻳﺒﻘﻰ ﻣﻔﺘﻮﺣﺎ ﹰ ﻋﻠﻰ ﻣﺪﺍﺭ ‪ 24‬ﺳﺎﻋﺔ ﻃﻴﻠﺔ ﺃﻳﺎﻡ ﺍﻷﺳﺒﻮﻉ‪.‬‬ ‫ﺑﻬﺪﻑ ﻓﻬﻢ ﻃﺒﻴﻌﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺃﺟﺮﻯ ﺍﺠﻤﻟﻠﺲ‬ ‫ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺃﻱ ﺳﻲ ﺗﻲ ﻗ���ﺮ( ﺩﺭﺍﺳﺔ ﻟﺘﻘﻴﻴﻢ‬ ‫ﻣﺴﺘﻮﻯ ﺍﻋﺘﻤﺎﺩ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺿﻤﻦ ﻫﺬﻩ ﺍﺠﻤﻟﺎﻻﺕ ﺍﻟﺜﻼﺛﺔ‪،‬‬ ‫ﻭﺍﻟﺒﺤﺚ ﻓﻲ ﻋﻤﻠﻴﺎﺕ ﻭﻃﺮﻕ ﺍﻟﺘﻔﻜﻴﺮ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﻲ ﺗﻌﺘﻤﺪﻫﺎ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ‪.‬‬ ‫ﻭﻓﻲ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ‪ ،‬ﻗﺎﻝ ﻣﺤﻤﺪ‪ ” :‬ﺷﻤﻠﺖ ﻫﺬﻩ ﺍﻟﺪﺭﺍﺳﺔ ‪ 250‬ﺷﺮﻛﺔ ﺻﻐﻴﺮﺓ‬ ‫ﻭﻣﺘﻮﺳﻄﺔ ﻣﻦ ﻣﺨﺘﻠﻒ ﺍﻟﻘﻄﺎﻋﺎﺕ‪ .‬ﺇﻥ ﺍﻟﻨﺴﺒﺔ ﺍﳌﺌﻮﻳﺔ ﺍﳌﺘﻌﻠﻘﺔ ﲟﺴﺘﻮﻳﺎﺕ‬ ‫ﺍﻋﺘﻤﺎﺩ ﺍﳌﺆﺳﺴﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻋﻠﻰ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﳕﺖ ﺧﻼﻝ‬ ‫ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺭﺑﻊ ﺍﳌﺎﺿﻴﺔ ﻣﻦ ‪ 6٪‬ﺇﻟﻰ ‪ .42٪‬ﻭﻻﺣﻈﻨﺎ ﺃﻥ ﻧﺴﺒﺔ ‪ 59٪‬ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﻏﻴﺮ ﻣﺘﻮﺍﺟﺪﺓ ﻋﻠﻰ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﺃﻣﺎ ﻣﻦ ﺣﻴﺚ ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ 6٪ ،‬ﻓﻘﻂ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪ ،‬ﺍﻟﺘﻲ ﺷﻤﻠﺘﻬﺎ‬ ‫ﺍﻟﺪﺭﺍﺳﺔ‪ ،‬ﺗﺴﺘﺨﺪﻡ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻹﻟﻜﺘﺮﻭﻧﻴﺔ‪ .‬ﻛﻤﺎ ﺃﻥ ﻧﺴﺒﺔ ‪ 90٪‬ﻣﻦ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺗﺴﺘﺨﺪﻡ ﺃﺳﻠﻮﺏ ﺍﻟﺸﺮﺍﺀ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﺑﻴﻨﻤﺎ ‪ 1٪‬ﻓﻘﻂ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﺗﺴﺘﺨﺪﻡ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺴﺤﺎﺑﻴﺔ‪ .‬ﺃﻇﻬﺮﺕ ﺍﻟﻨﺘﺎﺋﺞ ﺍﻟﺘﻲ ﺗﻮﺻﻠﻨﺎ‬ ‫ﺇﻟﻴﻬﺎ ﺃﻧﻪ ﻓﻲ ﻣﺎ ﻳﺘﻌ ﹼﻠﻖ ﺑﺎﻟﺴﻮﻕ‪ ،‬ﺗﺮﻛﺰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ‬ ‫ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ ﻭﺍﻹﻳﺮﺍﺩﺍﺕ‪ .‬ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺘﻮﺳﻊ‪ ،‬ﺗﻨﻈﺮ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺎﺕ ﺇﻟﻰ ﺗﻄﻮﻳﺮ‬ ‫ﺃﻋﻤﺎﻟﻬﺎ ﻓﻲ ﺍﻟﺴﻮﻕ ﺍﶈﻠﻲ ﻭﺍﻟﺘﻮﺳﻊ ﺇﻟﻰ ﺃﺳﻮﺍﻕ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪،‬‬ ‫ﻣﺜﻞ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﳌﺘﺤﺪﺓ ﻭﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ‬ ‫ﺫﻟﻚ‪ ،‬ﺗﻨﻔﻖ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﺣﻮﺍﻟﻲ ‪ 6٪‬ﻋﻠﻰ ﻋﻤﻠﻴﺎﺕ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﳋﺎﺻﺔ ﺑﻬﺎ‪ ،‬ﻓﻲ ﺣﲔ ﺃﻥ ﺍﳌﻌﺪﻝ ﺍﻟﻌﺎﳌﻲ ﻟﻺﻧﻔﺎﻕ ﻋﻠﻰ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻫﻮ ‪.“15٪‬‬ ‫ﺧﻠﺺ ﻣﺤﻤﺪ ﺑﺎﻟﻘﻮﻝ ﺇﻧﻪ ﻳﻨﺒﻐﻲ ﺑﺬﻝ ﺟﻬﻮﺩ ﺇﺿﺎﻓﻴﺔ ﻣﻦ ﺃﺟﻞ ﺯﻳﺎﺩﺓ ﺍﻟﻮﻋﻲ ﻭﺗﺸﺠﻴﻊ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻟﻼﺳﺘﻔﺎﺩﺓ ﻣﻦ ﺍﻟﺘﻄﻮﺭﺍﺕ ﺍﻟﺘﻘﻨﻴﺔ‪ .‬ﳌﺰﻳﺪ ﻣﻦ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ‪ ،‬ﺩﻋﺎ ﻣﺤﻤﺪ ﺍﳌﺸﺎﺭﻛﲔ ﺇﻟﻰ ﻣﺮﺍﺟﻌﺔ ﺍﻟﺘﻘﺮﻳﺮ ﺍﻟﻜﺎﻣﻞ ﺍﻟﺬﻱ ﺃﻋﺪﻩ ﺍﺠﻤﻟﻠﺲ‬ ‫ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ‪ ،‬ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﺬﻱ ﻳﺘﻮﻓﺮ ﻋﺒﺮ ﻣﻮﻗﻌﻪ ﻋﻠﻰ ﺍﻻﻧﺘﺮﻧﺖ‪.‬‬


‫‪11.2% 27,000 40,000‬‬ ‫ﻋﺪد اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ ﺿﻤﻦ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫واﻻﺗﺼﺎﻻت اﻟﻤﺨﻄﻂ اﻟﻮﺻﻮل‬ ‫إﻟﻴﻪ ﺑﺤﻠﻮل ﻋﺎم ‪2015‬‬

‫ﻣﺘﺨﺼﺺ ﻓﻲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫اﻟﻤﻌﻠﻮﻣﺎت واﻻﺗﺼﺎﻻت ﺗﻢ‬ ‫ﺗﻮﻇﻴﻔﻬﻢ ﻓﻲ ﻗﻄﺮ ﻓﻲ ﻋﺎم‬ ‫‪2012‬‬

‫ﻣﻦ ﺟﺎﻧﺒﻪ ﺃﻟﻘﻰ ﻧﺎﺻﺮ ﺍﳊﻤﻴﺪﻱ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻠﻌﻤﻠﻴﺎﺕ‬ ‫ﻭﺍﻟﺪﻋﻢ ﻟﺪﻯ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‪ ،‬ﺍﻟﻜﻠﻤﺔ ﺍﻻﻓﺘﺘﺎﺣﻴﺔ ﳑﺜﻼﹰ ﺑﻨﻚ‬ ‫ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‪ ،‬ﻭﻗﺎﻝ‪” :‬ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﻨﻤﻮ ﻗﻄﺎﻉ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻓﻲ ﻗﻄﺮ ﲟﻌﺪﻝ ﳕﻮ ﺳﻨﻮﻱ ﻗﺪﺭﻩ ‪11.2٪‬‬ ‫ﻟﻴﺼﻞ ﺇﻟﻰ ‪ 4.4‬ﻣﻠﻴﺎﺭ ﻧﺴﻤﺔ ﺑﺤﻠﻮﻝ ﻧﻬﺎﻳﺔ ﻋﺎﻡ ‪ .2015‬ﻟﻘﺪ ﺗﺰﺍﻳﺪ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺑﲔ ﺭ ﹼﻭ ﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻓﻲ‬ ‫ﻗﻄﺮ ﻋﻠﻰ ﻣﺪﻯ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺭﺑﻊ ﺍﳌﺎﺿﻴﺔ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻭﻓﻘﺎ ﹰ ﳉﻤﻴﻊ‬ ‫ﺍﻟﺘﺪﺍﺑﻴﺮ ﺍﻷﺳﺎﺳﻴﺔ‪ ،‬ﲟﺎ ﻓﻲ ﺫﻟﻚ ﺍﺧﺘﺮﺍﻕ ﺍﳊﻮﺳﺒﺔ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ‪ ،‬ﻭﺟﻮﺩ ﺷﺒﻜﺔ ﺍﻹﻧﺘﺮﻧﺖ ﻭﺍﻧﺘﺸﺎﺭﻫﺎ‪ .‬ﻭﻗﺪ ﺑﺪﺃﺕ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻜﺒﻴﺮﺓ ﻭﺍﻟﺼﻐﻴﺮﺓ ﺗﺪﺭﻳﺠﻴﺎ ﹰ ﺑﺪﻣﺞ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ‬ ‫ﻋﻤﻠﻴﺎﺗﻬﺎ ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻭﺫﻟﻚ ﺑﻬﺪﻑ ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ‪ .‬ﻛﻤﺎ‬ ‫ﻭﺟﻬﺖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ ﻟﻌﺎﻡ ‪ 2015‬ﺭﺳﺎﻟﺔ‬ ‫ﻗﻮﻳﺔ ﺇﻟﻰ ﺟﻤﻴﻊ ﺃﺻﺤﺎﺏ ﺍﳌﺼﻠﺤﺔ ﺍﳌﻌﻨﻴﲔ‪ ،‬ﺗﺸﻴﺮ ﺇﻟﻰ ﺃﻥ ﺃﺳﺎﺱ‬ ‫ﻭﺟﻮﺩ ﺃﺟﻨﺪﺓ ﻭﻃﻨﻴﺔ ﺭﻗﻤﻴﺔ ﻣﺘﻤﺎﺳﻜﺔ ﻳﺘﻄﻠﺐ ﻋﻤﻼﹰ ﺟﺎﺩ ﺍ ﹰ‪ ،‬ﻧﻈﺮ ﺍ ﹰ‬ ‫ﻟﺘﺰﺍﻳﺪ ﺃﻫﻤﻴﺔ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﺣﺎﻟﻴﺎ ﹰ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ ﻛﻞ ﻣﻦ‬ ‫ﺍﻟﻘﻄﺎﻋﲔ ﺍﻟﻌﺎﻡ ﻭﺍﳋﺎﺹ“‪.‬‬ ‫ﻭﺗﺎﺑﻊ ﺑﺎﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻥ ”ﺍﻟﻬﻴﺎﻛﻞ ﺍﻟﺮﻗﻤﻴﺔ ﺍﳌﺘﻄﻮﺭﺓ ﺗﻀﻴﻒ ﺍﻟﻴﻮﻡ‬ ‫ﻣﺰﻳﺪﺍ ﹰ ﻣﻦ ﺍﻟﻘﻴﻤﺔ ﺇﻟﻰ ﻣﺴﺎﻋﻲ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﳌﻘﺒﻠﺔ ﺍﻟﺘﻲ ﻗﺪ ﺗﺼﺒﺢ ﺍﶈ ﹼﺮ ﻙ ﺍﻟﺮﺋﻴﺴﻲ ﻟﻼﻗﺘﺼﺎﺩ‬ ‫ﻋﺪ ﺓ‬ ‫ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻭﻗﺪ ﰎ ﺩﻋﻢ ﻫﺬﻩ ﺍﻟﺒﻨﻴﺔ ﻣﻦ ﻗﺒﻞ ﹼ‬ ‫ﻣﺒﺎﺩﺭﺍﺕ ﺣﻜﻮﻣﻴﺔ‪ ،‬ﻣﺜﻞ ‪ Qnbn‬ﺍﻟﺘﻲ ﺗﻬﺪﻑ ﺇﻟﻰ ﻧﺸﺮ ﺷﺒﻜﺔ‬ ‫ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ ﺑﺴﺮﻋﺔ ﻫﺎﺋﻠﺔ ﻭﺍﻟﺘﻲ ﺳﻴﻜﻮﻥ ﻟﻬﺎ ﺗﺄﺛﻴﺮ ﻛﺒﻴﺮ ﻋﻠﻰ‬ ‫ﺗﻌﺰﻳﺰ ﺇﻣﻜﺎﻧﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﺯﺩﻫﺎﺭﻫﺎ“‪ .‬ﻭﺃﺿﺎﻑ‪” :‬ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﻨﻤﻮ‬ ‫ﻋﺪﺩ ﻣﻬﻨﻴﻲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﺇﺫ ﻛﺎﻥ ﻫﻨﺎﻙ ﻓﻲ‬ ‫ﻋﺎﻡ ‪ 2012‬ﺣﻮﺍﻟﻲ ‪ 27,000‬ﻣﺘﺨﺼﺺ ﻓﻲ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻳﻌﻤﻠﻮﻥ‬ ‫ﺿﻤﻦ ﻛﺎﻓﺔ ﺍﻟﻘﻄﺎﻋﺎﺕ ﻓﻲ ﻗﻄﺮ‪ .‬ﻛﻤﺎ ﺗﺨﻄﻂ ﺍﻟﺸﺮﻛﺎﺕ ﻹﺿﺎﻓﺔ‬ ‫ﻣﻬﻨﻴﻲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺑﻨﺴﺒﺔ ‪ 8٪‬ﻓﻲ ﻋﺎﻡ‬ ‫‪ 2013‬ﻭﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺍﳌﺴﺎﻫﻤﺔ ﻓﻲ ﲢﻘﻴﻖ ﻫﺪﻑ ﻗﻄﺮ ﻓﻲ ﺗﻄﻮﻳﺮ‬ ‫ﺍﻟﻘﻮﻯ ﺍﻟﻌﺎﻣﻠﺔ ﺿﻤﻦ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻟﻜﻲ‬ ‫ﺗﻀﻢ ‪ 40,000‬ﻋﺎﻣﻞ ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪.“2015‬‬ ‫ﻧﻈﺮﺍ ﹰ ﻟﺘﺰﺍﻳﺪ ﺍﳊﺎﺟﺔ ﺇﻟﻰ ﺣﻤﺎﻳﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪،‬‬ ‫ﺃﻛﺪ ﻧﺎﺻﺮ ﺃﻥ ”ﻋﺪﺩ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺗﺴﺘﺨﺪﻡ ﻭﺳﺎﺋﻞ ﺣﻤﺎﻳﺔ‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺍﺭﺗﻔﻊ ﺑﺸﻜﻞ ﻛﺒﻴﺮ‬ ‫ﺧﻼﻝ ﺍﻟﻌﺎﻣﲔ ﺍﳌﺎﺿﻴﲔ ﻣﻦ ‪ 37٪‬ﻓﻲ ﻋﺎﻡ ‪ 2010‬ﺇﻟﻰ ‪ 61٪‬ﻓﻲ‬ ‫ﻋﺪ ﺓ ﺷﺮﻛﺎﺕ ﺍﻹﻧﺘﺮﻧﺖ ﻹﲤﺎﻡ ﺃﻋﻤﺎﻟﻬﺎ‬ ‫ﻋﺎﻡ ‪ .2012‬ﺗﺴﺘﺨﺪﻡ ﹼ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‪ .‬ﻭﻟﻜﻦ‪ ،‬ﺗﻔﺘﻘﺮ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳉﺪﻳﺪﺓ ﺇﻟﻰ ﺍﻟﻘﺪﺭﺍﺕ ﺍﳌﺎﻟﻴﺔ‬

‫ﻣﺘﻮﻗﻊ ﻣﻌﺪل اﻟﻨﻤﻮ‬ ‫اﻟﺴﻨﻮي ﻟﻘﻄﺎع‬ ‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬ ‫واﻻﺗﺼﺎﻻت ﻓﻲ ﻗﻄﺮ‬

‫ﻟﻼﺳﺘﺜﻤﺎﺭ ﺑﻜﺜﺎﻓﺔ ﻓﻲ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ ،‬ﻭﻫﻲ‬ ‫ﺗﺪﺭﻙ ﻓﻮﺍﺋﺪﻫﺎ ﺍﶈﺘﻤﻠﺔ‪ ،‬ﺃﻛﺜﺮ ﳑﺎ ﺗﻔﻌﻞ ﺑﻘﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺑﺸﻜﻞ‬ ‫ﻋﺎﻡ“‪ .‬ﻛﻤﺎ ﻟﻔﺖ ﺇﻟﻰ ﺃﻧﻪ ﻳﺠﺐ ﺇﻳﺠﺎﺩ ﺣﻞ ﻓﻌﺎﻝ ﳌﺴﺎﻋﺪﺓ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﳌﻘﺒﻠﺔ ﻓﻲ ﺯﻳﺎﺩﺓ ﻧﺸﺎﻃﻬﺎ ﺿﻤﻦ ﺍﻟﺴﺎﺣﺔ‬ ‫ﺍﻟﺘﻜﻨﻮﻟﻮﺟ ﹼﻴﺔ‪.‬‬ ‫ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﺗﻄﺮﻕ ﺇﻟﻰ ﻣﻮﺿﻮﻉ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﻲ ﻳﻘﻮﻡ ﺑﻬﺎ ﺑﻨﻚ‬ ‫ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻣﻦ ﺃﺟﻞ ﺗﻌﺰﻳﺰ ﻣﺸﺎﺭﻳﻊ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻭﺍﻻﺗﺼﺎﻻﺕ ﻧﻈﺮ ﺍ ﹰ ﻟﺜﻘﺔ ﺍﻟﺒﻨﻚ ﺍﻟﻜﺒﻴﺮﺓ ﺑﺄﻥ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﺃﺳﺎﺳﻴﺔ ﻟﺘﻄﻮﻳﺮ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ‬ ‫ﺍﳌﻌﺮﻓﺔ‪ .‬ﻭﻗﺎﻝ‪” :‬ﺇﻥ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﻫﻮ ﺟﺰﺀ ﻻ ﻳﺘﺠﺰﺃ ﻣﻦ ﺭﻗﻤﻨﺔ ﻗﻄﺮ‪ ،‬ﻭﻧﺤﻦ ﻧﺴﺘﺨﺪﻡ ﺍﳌﻌﺪﺍﺕ‬ ‫ﺍﳌﺮﺗﺒﻄﺔ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻟﺘﻘﺪﱘ ﺍﳋﺪﻣﺎﺕ‬ ‫ﺍﻟﺘﻲ ﹼ‬ ‫ﲤﻜﻦ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺗﻌﺰﺯﻩ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﻴﺮ ﺣﻠﻮﻝ ﺗﺴﺎﻋﺪ‬ ‫ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﺄﻓﻀﻞ ﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻋﺒﺮ ﺍﳊﺪﻭﺩ“‪ .‬ﻛﻤﺎ‬ ‫ﺫﻛﺮ ﺇﳒﺎﺯﺍﺕ ﺍﻟﺒﻨﻚ ﻓﻲ ﻫﺬﺍ ﺍﻟﺼﺪﺩ ﻣﺜﻞ ”ﻣﺠﻤﻮﻋﺔ ﺃﺩﻭﺍﺕ‬ ‫ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻟﻠﻤﺸﺎﺭﻳﻊ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ“ ﺍﳊﺎﺋﺰﺓ‬ ‫ﻋﺪ ﺓ ﺟﻮﺍﺋﺰ ﻭ“ﺗﻄﺒﻴﻖ ﺍﻟﺘﺨﻄﻴﻂ ﻟﺘﻨﻔﻴﺬ ﺍﻷﻋﻤﺎﻝ“‪ .‬ﻭﻗﺎﻝ‪:‬‬ ‫ﻋﻠﻰ ﹼ‬ ‫”ﻧﺤﻦ ﻧﺨﻄﻂ ﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﻻﺳﺘﺨﺪﺍﻡ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻷﺩﻭﺍﺕ‬ ‫ﻭﺍﳌﻨﺘﺠﺎﺕ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺑﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‬ ‫ﺑﻬﺪﻑ ﲢﺴﲔ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﻜﻔﺎﺀﺓ ﻓﻲ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‪ .‬ﻛﻤﺎ‬ ‫ﻧﺘﻌﺎﻭﻥ ﻣﻊ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ ﻣﻦ ﺃﺟﻞ ﺗﻌﺰﻳﺰ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﳋﺎﺹ ﻓﻲ ﺑﻠﺪﻧﺎ ﻣﻦ ﺧﻼﻝ ﺣﻠﻮﻝ ﻭﺑﺮﺍﻣﺞ ﻣﺼﻤﻤﺔ ﺑﺸﻜﻞ ﺧﺎﺹ‬ ‫ﻟﺬﻟﻚ“‪.‬‬ ‫ﻗﺪ ﻡ ﻋﺪﺩ ﻣﻦ ﻛﺒﺎﺭ ﺍﳌﺴﺆﻭﻟﲔ ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‬ ‫ﻓﻲ ﺍﻟﺴﻴﺎﻕ ﻋﻴﻨﻪ‪ ،‬ﹼ‬ ‫ﺍﻟﻘﺎﺩﻣﲔ ﻣﻦ ﻣﺆﺳﺴﺎﺕ ﻣﺮﻣﻮﻗﺔ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻣﺜﻞ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ‬ ‫ﻟﻼﺗﺼﺎﻻﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ )ﺃﻱ ﺳﻲ ﺗﻲ ﻗﻄﺮ( ﻭﻣﺮﻛﺰ‬ ‫ﺑﺪﺍﻳﺔ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻹﺭﺷﺎﺩ ﺍﳌﻬﻨﻲ‪ ،‬ﻋﺮﻭﺿﺎ ﹰ ﻟﻠﺠﻤﻬﻮﺭ ﺣﻮﻝ‬ ‫ﺃﻫﻤﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﳌﻤﺎﺭﺳﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻷﻋﻤﺎﻝ ﻭﺩﻭﺭ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻲ‬ ‫ﺗﻨﻤﻴﺔ ﻭﺗﻄﻮﻳﺮ ﺍﻟﺸﺮﻛﺎﺕ‪ .‬ﺃﻣﺎ ﺭ ﹼﻭ ﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺃﺻﺤﺎﺏ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﺬﻳﻦ ﻳﺴﻌﻮﻥ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﺰﻳﺪ ﻣﻦ‬ ‫ﺍﻟﻨﺼﺎﺋﺢ‪ ،‬ﻓﺘﻤﻜﻨﻮﺍ ﻣﻦ ﺍﻻﺳﺘﻤﺎﻉ ﺇﻟﻰ ﺁﺭﺍﺀ ﻭﺗﻌﻠﻴﻘﺎﺕ ﺧﺒﺮﺍﺀ ﻣﻦ‬ ‫ﺷﺮﻛﺎﺕ ﻣﺜﻞ ‪ Sage،GoMadideas ،Servcorp‬ﻭﺍﻟﺘﻤﻴﻤﻲ‬ ‫ﻭﻣﺸﺎﺭﻛﻮﻩ‪ .‬ﻭﻗﺪ ﹼ‬ ‫ﻋﺪ ﺓ ﻣﻮﺍﺿﻴﻊ‬ ‫ﺭﻛﺰﺕ ﻋﺮﻭﺿﻬﻢ ﺍﻟﺘﻘﺪﳝﻴﺔ ﻋﻠﻰ ﹼ‬ ‫ﻣﻨﻬﺎ‪ :‬ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺗﻜﻠﻔﺔ ﻓﻌﺎﻟﺔ‪،‬‬ ‫ﺩﻭﺭ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻓﻲ ﺗﺴﻮﻳﻖ ﺍﳌﻨﺘﺠﺎﺕ ﻭﺍﳋﺪﻣﺎﺕ‪،‬‬ ‫ﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻭﻣﺴﺄﻟﺔ ﺍﻷﻣﻦ ﺍﻟﺴﻴﺒﺮﺍﻧﻲ‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﺗﻄﻮﻳﺮ ﻟˆﻋﻤﺎل‬ ‫ﺗﺴﺎﻫﻢ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻓﻲ ﻧﻤﻮ ر ّواد ا¾ﻋﻤﺎل وﺗﻄﻮﻳﺮ اﻟﺸﺮﻛﺎت‬ ‫اﻟﺼﻐﻴﺮة واﻟﻤﺘﻮﺳﻄﺔ واﻟﺸﺮﻛﺎت اﻟﻜﺒﺮى ﻓﻲ ﺟﻤﻴﻊ ﻣﺮاﺣﻠﻬﺎ وﻋﻠﻰ ﻣﺨﺘﻠﻒ‬ ‫ﻋﻘﺪ‬ ‫اﻟﻨﻄﺎﻗﺎت أي ﺗﻄﻮﻳﺮ ا¾ﻋﻤﺎل‪ ،‬اﻻﺳﺘﺜﻤﺎر واﻟﺘﺒﺎدل اﻟﺘﺠﺎري‪ .‬ﻟﻬﺬا اﻟﺴﺒﺐ‪ُ ،‬‬ ‫ﻣﻨﺘﺪى اﻻﺑﺘﻜﺎر ﻟ‪Ä‬ﻋﻤﺎل‪ :‬أﻫﻤﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت واﻻﺗﺼﺎﻻت“ ﻓﻲ ‪10‬‬ ‫ّ‬ ‫ﻳﻮﻧﻴﻮ ‪ 2013‬ﻓﻲ ﻓﻨﺪق اﻟﺮﻳﻨﻴﺴﺎﻧﺲ‪ ،‬اﻟﺪوﺣﺔ ﺑﻬﺪف ﺗﻘﺪﻳﻢ ﻓﺮﺻﺔ ﻟﻤﻨﺎﻗﺸﺔ‬ ‫اﻟﺪور اﻟﺬي ﺗﻠﻌﺒﻪ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻘﻄﺎع اﻟﺨﺎص‪ .‬ﻧﻘﺪم ﻟﻜﻢ ﺗﻐﻄﻴﺔ‬ ‫ﻣﻔﺼﻠﺔ ﻟﻬﺬه اﻟﻔﻌﺎﻟﻴﺔ‪.‬‬ ‫ﺗﻘﺪﻡ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﺮﺻﺎ ﹰ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄ���‪ ،‬ﺗﺴﻤﺢ ﻟﻬﺎ ﲟﻤﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻓﻲ ﻭﻗﺖ‬ ‫ﻓﻌﺎﻟﺔ‪ .‬ﻭﻣﻊ ﺍﻧﺘﺸﺎﺭ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻗﺼﻴﺮ ﻭﺗﻜﻠﻔﺔ ﹼ‬ ‫ﻭﺍﳌﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ‪ ،‬ﺃﺻﺒﺢ ﳌﻔﻬﻮﻡ ﺇﻧﺸﺎﺀ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺍﻟﺘﺴﻮﻳﻖ‬ ‫ﻣﻌﻨﻰ ﺁﺧﺮ‪ .‬ﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ‪ ،‬ﺗﻄﺮﻗﺖ ﺍﻟﻔﻌﺎﻟﻴﺔ‪ ،‬ﺍﻟﺘﻲ ﻧﻈﻤﺘﻬﺎ‬ ‫ﻣﺠﻠﺔ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻗﻄﺮ ﺑﺪﻋﻢ ﻣﻦ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻭﻗﻄﺮ‬ ‫ﺷﻞ ‪ ،‬ﺇﻟﻰ ﻫﺬﻩ ﺍﳌﻮﺍﺿﻴﻊ ﺑﻬﺪﻑ ﺇﻟﻘﺎﺀ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﻛﺎﻓﺔ ﺍﻟﻨﺼﺎﺋﺢ‬ ‫ﺍﻟﺘﻲ ﺗﺼﺐ ﺑﺎﻫﺘﻤﺎﻡ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‪.‬‬

‫ﺷﺎﺭﻙ ﻓﻲ ﻣﻨﺘﺪﻯ ﺍﻻﺑﺘﻜﺎﺭ ﻟﻸﻋﻤﺎﻝ‪ :‬ﺃﻫﻤﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻭﺍﻻﺗﺼﺎﻻﺕ ﺯﻫﺎﺀ ﻣﺌﺔ ﺷﺨﺼﻴﺔ ﺑﺎﺭﺯﺓ ﻣﻦ ﺍﳊﻜﻮﻣﺔ‪ ،‬ﻭﻣﺠﺘﻤﻊ‬ ‫ﺍﻷﻋﻤﺎﻝ ﺍﻷﺟﻨﺒﻲ‪ ،‬ﻭﺍﻷﻭﺳﺎﻁ ﺍﻷﻛﺎﺩﳝﻴﺔ‪ ،‬ﻭﺍﳌﻨﻈﻤﺎﺕ ﻏﻴﺮ ﺍﳊﻜﻮﻣﻴﺔ‪،‬‬ ‫‪24‬‬

‫ﺍﻟﺬﻳﻦ ﺟﺎﺀﻭﺍ ﻟﺘﺒﺎﺩﻝ ﻭﺟﻬﺎﺕ ﻧﻈﺮﻫﻢ ﻭﺍﻻﺳﺘﻤﺎﻉ ﺇﻟﻰ ﻧﺼﺎﺋﺢ‬ ‫ﺍﳌﺘﺤﺪﺛﲔ ﺍﻟﻘ ﹼﻴﻤﺔ ﻭﺍﻻﻃﻼﻉ ﻋﻠﻰ ﺧﺒﺮﺍﺗﻬﻢ ﻓﻲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪.‬‬ ‫ﺭﺣﺒﺖ ﺃﺑﺎﺭﻧﺎ ﺃﺭﻳﺎ ﺭﺋﻴﺴﺔ ﲢﺮﻳﺮ ﻣﺠﻠﺔ ”ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻗﻄﺮ“‪،‬‬ ‫ﺑﺎﳊﻀﻮﺭ ﻭﺃﺷﺎﺭﺕ ﺇﻟﻰ ﺃﻫﻤﻴﺔ ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻛﻤﺎ‬ ‫ﺃﻋﻄﺖ ﻣﻮﺟﺰ ﻋﻦ ﺍﳉﻠﺴﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ﻗﺎﺋﻠﺔ‪” :‬ﻟﻘﺪ ﻏ ﹼﻴﺮﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﻃﺮﻳﻘﺔ ﳑﺎﺭﺳﺔ ﺃﻋﻤﺎﻝ ﺍﳌﺆﺳﺴﺎﺕ‪ .‬ﺭﺃﻳﻨﺎ ﺃﻥ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﺍﻟﺘﻄﻮﺭﺍﺕ‬ ‫ﺍﻟﺘﻲ ﺃﺣﺪﺛﺘﻬﺎ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﻮﺿﻮﻉ ﻣﺜﻴﺮ ﻟﻼﻫﺘﻤﺎﻡ‪ .‬ﻣﻦ ﻫﻨﺎ‪،‬‬ ‫ﺳﺘﻘﺪﻡ ﺍﳉﻠﺴﺎﺕ ﺍﻟﻴﻮﻡ ﺗﻐﻄﻴﺔ ﺨﻤﻟﺘﻠﻒ ﺟﻮﺍﻧﺐ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺍﳌﺮﺗﺒﻄﺔ ﺑﺄﻋﻤﺎﻝ ﺍﻟﺸﺮﻛﺎﺕ‪ ،‬ﻛﻤﺎ ﺳﺘﺴ ﹼﻠﻂ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺳﺒﻞ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ‬ ‫ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻣﻦ ﺃﺟﻞ ﺗﻮﻓﻴﺮ ﺍﻟﻮﻗﺖ ﻭﺍﻟﺘﻜﺎﻟﻴﻒ“‪.‬‬


‫ﻧﻌﻠﻢ ﺃﻧﻜﻢ ﻓﺰﰎ ﺑـ ‪ 11‬ﺟﺎﺋﺰﺓ ﺧﻼﻝ ﺍﻷﺷﻬﺮ ﺍﻟﻘﻠﻴﻠﺔ ﺍﳌﺎﺿﻴﺔ‪ ،‬ﻣﺎ‬ ‫ﻫﻲ ﻫﺬﻩ ﺍﳉﻮﺍﺋﺰ ﻭﻛﻴﻒ ﲢﻀﺮﰎ ﻟﻠﻔﻮﺯ ﺑﻬﺎ؟‬ ‫ﻳﻀﻢ ﻓﺮﻳﻖ‪ Resolution Productions‬ﺃﻛﺜﺮ ﺍﻟﻨﺎﺱ ﺧﺒﺮﺓ ﻓﻲ‬ ‫ﻣﺠﺎﻝ ﺍﻹﻧﺘﺎﺝ‪ .‬ﻗﻤﻨﺎ ﺑﺘﻮﻇﻴﻒ ﺃﺷﺨﺎﺹ ﺑﺎﺭﻋﲔ‪ ،‬ﻭﻫﺬﺍ ﻫﻮ ﺍﻟﺴﺒﺐ‬ ‫ﻭﺭﺍﺀ ﲢﻘﻴﻘﻨﺎ ﺍﻟﻨﺠﺎﺡ ﻋﻠﻰ ﺍﳌﺴﺘﻮﻯ ﺍﻟﺪﻭﻟﻲ ﻭﺍﻟﻔﻮﺯ ﺑـ ‪ 11‬ﺟﺎﺋﺰﺓ‪،‬‬ ‫ﻭﻫﻲ‪:‬‬ ‫■ ‪ Black Dolphin‬ﻋﻦ ﺟﺎﺋﺰﺓ ”ﻛﺎﻥ“ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻹﻋﻼﻣﻴﺔ‬ ‫ﻟﻌﺎﻡ ‪2012‬‬ ‫■ ﻣﻴﺪﺍﻟﻴﺘﺎﻥ ﺑﻼﺗﻴﻨﻴﺘﺎﻥ ﻭﻣﻴﺪﺍﻟﻴﺔ ﺫﻫﺒﻴﺔ ﻋﻦ ﺟﺎﺋﺰﺓ ﻣﺎﺭﻛﻮﻡ‬ ‫■ ‪ 4‬ﻣﻴﺪﺍﻟﻴﺎﺕ ﺑﻼﺗﻴﻨﻴﺔ ﻭﻣﻴﺪﺍﻟﻴﺔ ﺫﻫﺒﻴﺔ ﻋﻦ ﺟﺎﺋﺰﺓ ‪AVA‬‬ ‫ﺍﻟﺮﻗﻤﻴﺔ‬ ‫■ ﺍﳌﻴﺪﺍﻟﻴﺔ ﺍﻟﺬﻫﺒﻴﺔ ﻋﻦ ﺟﺎﺋﺰﺓ ‪Television& New York‬‬ ‫‪Film‬‬ ‫ﻓﺰﻧﺎ ﲟﻌﻈﻢ ﻫﺬﻩ ﺍﳉﻮﺍﺋﺰ ﻋﻦ ﺍﻟﻔﻴﻠﻢ ”ﻛﻦ ﻣﺴﻠﻴﺎ ﹰ“ ﺍﻟﺬﻱ ﻗﻤﻨﺎ‬ ‫ﺑﺈﻋﺪﺍﺩﻩ ﻟﻬﻴﺌﺔ ﻣﺘﺎﺣﻒ ﻗﻄﺮ‪ ،‬ﻛﺠﺰﺀ ﻣﻦ ﺣﻤﻠﺘﻬﺎ ﳌﻌﺮﺽ ﺍﻟﻮﻇﺎﺋﻒ‬ ‫ﺍﳋﺎﻣﺲ ﻟﻠﻄﻼﺏ ﺍﻟﻘﻄﺮﻳﲔ ﺍﻟﺬﻳﻦ ﻳﺪﺭﺳﻮﻥ ﻓﻲ ﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ‪.‬‬ ‫ﻭﻧﺤﻦ ﻓﺨﻮﺭﻭﻥ ﺟﺪ ﺍ ﹰ ﺑﻬﺬﻩ ﺍﻹﳒﺎﺯﺍﺕ ﺍﻟﺘﻲ ﺳﻤﺤﺖ ﻟﻨﺎ ﺑﺘﻤﺜﻴﻞ‬ ‫ﺍﻹﻧﺘﺎﺝ ﺍﻟﻘﻄﺮﻱ ﺇﻟﻰ ﺟﺎﻧﺐ ﺷﺮﻛﺎﺕ ﺍﻹﻧﺘﺎﺝ ﺍﻟﻌﺎﳌﻴﺔ ﺍﻟﻜﺒﻴﺮﺓ ﻣﺜﻞ‬ ‫ﺩﻳﺰﻧﻲ‪ ،‬ﺑﻲ ﺑﻲ ﺳﻲ ﻭﻏﻴﺮﻫﺎ‪.‬‬

‫ﻛﻴﻒ ﺗﺮﻯ ﺷﺮﻛﺘﻚ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﳌﻘﺒﻠﺔ؟‬ ‫ﻳﹸﻌﺘﺒﺮ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﺍﻟﺴﻮﻕ ﺍﻟﺮﺋﻴﺴﻲ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻨﺎ‪ ،‬ﺳﻨﻮﺍﺻﻞ‬ ‫ﺩﺍﺋﻤﺎ ﹰ ﺍﻟﺒﺤﺚ ﻋﻦ ﺳﺒﻞ ﺗﻨﻔﻴﺬ ﺃﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﻓﻲ ﻫﺬﺍ ﺍﻟﺴﻮﻕ‪ ،‬ﻛﻤﺎ‬ ‫ﺃﻧﻨﺎ ﺑﺎﻧﺘﻈﺎﺭ ﻛﺄﺱ ﺍﻟﻌﺎﻟﻢ ﻟﻜﺮﺓ ﺍﻟﻘﺪﻡ ‪ ،2022‬ﻭﻧﺄﻣﻞ ﺃﻥ ﻧﺘﻤﻜﻦ ﻣﻦ‬ ‫ﺇﻧﺘﺎﺝ ﺇﻋﻼﻧﺎﺕ ﺗﻠﻔﺰﻳﻮﻧﻴﺔ ﻟﻬﺬﺍ ﺍﳊﺪﺙ ﺍﳌﻨﺘﻈﺮ‪.‬‬ ‫ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺃﻋﺘﻘﺪ ﺃﻧﻪ ﻣﻦ ﺃﺟﻞ ﺃﻥ ﺗﻨﻤﻮ‪Resolution Produc-‬‬ ‫‪ tions‬ﻭﺃﻥ ﻧﺘﻤﻜﻦ ﻣﻦ ﺍﻟﺘﻘﺪﻡ ﺃﻛﺜﺮ ﺑﺄﻫﺪﺍﻓﻨﺎ‪ ،‬ﻧﺤﺘﺎﺝ ﺇﻟﻰ ﺗﻮﺳﻴﻊ‬ ‫ﺃﻧﺸﻄﺘﻨﺎ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪ ،‬ﺇﺫ ﺗﻮﻓﺮ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﺍﻟﻜﺜﻴﺮ‬ ‫ﻣﻦ ﺍﻟﻔﺮﺹ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﻧﺤﻦ ﻧﺨﻄﻂ ﻟﺒﺪﺀ ﻋﻤﻠﻴﺎﺗﻨﺎ ﻓﻲ ﺍﳌﻤﻠﻜﺔ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ ﻭﺳﻠﻄﻨﺔ ﻋﻤﺎﻥ ﻓﻲ ﺍﳌﺴﺘﻘﺒﻞ ﺍﻟﻘﺮﻳﺐ‪.‬‬

‫رﻳﺎدة ا™ﻋﻤﺎل ﻟﻴﺴﺖ ﻟﻠﺠﻤﻴﻊ‪ .‬وﻣﻊ ذﻟﻚ‪ ،‬ﻓﻬﻲ ﻣﺠﺰﻳﺔ‬ ‫ﻟﻠﻐﺎﻳﺔ ﻟˆﺷﺨﺎص اﻟﻤﺨﻮﻟﻴﻦ ﻟﻠﻘﻴﺎم ﺑﻬﺎ‪ .‬إذا أردت أن‬ ‫ﺗﻜﻮن راﺋﺪ أﻋﻤﺎل‪ ،‬ﻳﻨﺒﻐﻲ ﻋﻠﻴﻚ ﺗﺤﻘﻴﻖ ﺷﻲء ﻳﺠﻌﻠﻚ‬ ‫ﺗﺸﻌﺮ ﺑﺎﻟﺴﻌﺎدة‪ .‬ﻛﻤﺎ ﻋﻠﻴﻚ ﺗﺤﺪﻳﺪ ا™ﻫﺪاف‪ ،‬واﻟﺘﻌﻠﻢ‬ ‫ﻣﻦ ﻓﺸﻠﻚ وأﺧﻄﺎﺋﻚ‪.‬‬

‫ﻛﻴﺮﺑﻲ ﻛﻴﺮﻧﺰ‬

‫ﻫﻼ ﺃﺧﺒﺮﺗﻨﺎ ﻋﻦ ﻛﻴﻔﻴﺔ ﺍﻧﻀﻤﺎﻣﻚ ﺇﻟﻰ ﻣﻨﻈﻤﺔ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺩﻭﺭﻙ‬ ‫ﻓﻲ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ؟‬ ‫ﺗﺘﻀﻤﻦ ﻣﻨﻈﻤﺔ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻣﺠﻤﻮﻋﺔ ﻭﻇﺎﺋﻒ ﻣﺨﺘﻠﻔﺔ‪ .‬ﻭﻗﺪ‬ ‫ﺗﻌ ﹼﺮﻓﺖ ﻋﻠﻰ ﺃﻋﻀﺎﺀ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ ﻣﺴﺒﻘﺎﹰ‪ ،‬ﻭﺃﺩﺭﻛﺖ ﺃﻧﻬﻢ ﻃﻤﻮﺣﻮﻥ‬ ‫ﺟﺪﺍ ﹰ ﻭﻳﺤﺎﻭﻟﻮﻥ ﺗﻐﻴﻴﺮ ﺛﻘﺎﻓﺔ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻗﻄﺮ‪ .‬ﻓﺮﺃﻳﺖ ﺃﻧﻪ ﺳﻴﻜﻮﻥ‬ ‫ﻣﻦ ﺍﳌﻬﻢ ﺃﻥ ﺃﻧﻀﻢ ﺇﻟﻴﻬﻢ‪ .‬ﺍﻧﻀﻤﻤﺖ ﺇﻟﻰ ﺍﳌﻨﻈﻤﺔ ﻓﻲ ﺷﻬﺮ ﻣﺎﻳﻮ‬ ‫ﻣﻦ ﻋﺎﻡ ‪ ،2012‬ﻭﺃﺻﺒﺤﺖ ﻋﻀﻮﺍ ﹰ ﻓﻲ ﺍﺠﻤﻟﻠﺲ ﻓﻲ ﺃﻛﺘﻮﺑﺮ ﻣﻦ ﺍﻟﺴﻨﺔ‬ ‫ﻧﻔﺴﻬﺎ‪ .‬ﺃﻧﺎ ﺣﺎﻟﻴﺎ ﹰ ﺭﺋﻴﺲ ﺍﳌﻨﺘﺪﻯ ﻭﺃﻋﻤﻞ ﻋﻠﻰ ﺿﻤﺎﻥ ﺃﻥ ﻳﻜﻮﻥ ﻟﻜﻞ‬ ‫ﻋﻀﻮ ﻳﺮﻏﺐ ﻓﻲ ﺍﳌﺸﺎﺭﻛﺔ ﻓﻲ ﻫﺬﺍ ﺍﻻﺳﺘﺤﻘﺎﻕ‪ ،‬ﺣﻖ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ‬ ‫ﲡﺮﺑﺔ ﺍﳌﺸﺎﺭﻛﺔ ﻓﻲ ﺍﳌﻨﺘﺪﻳﺎﺕ ﻣﻦ ﺧﻼﻝ ﺗﺪﺭﻳﺐ‪ ،‬ﲢﺪﻳﺪ ﻭﺇﺩﺍﺭﺓ ﺍﳉﻠﺴﺔ‪.‬‬ ‫ﻣﺎ ﻫﻲ ﺍﻟﻨﺼﻴﺤﺔ ﺍﻟﺘﻲ ﺗﺮﻏﺐ ﺑﺘﻘﺪﳝﻬﺎ ﺇﻟﻰ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺸﺒﺎﺏ‬ ‫ﻓﻲ ﻗﻄﺮ؟‬ ‫ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻟﻴﺴﺖ ﻟﻠﺠﻤﻴﻊ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻓﻬﻲ ﻣﺠﺰﻳﺔ ﻟﻠﻐﺎﻳﺔ‬ ‫ﻟﻸﺷﺨﺎﺹ ﺍﺨﻤﻟﻮﻟﲔ ﻟﻠﻘﻴﺎﻡ ﺑﻬﺎ‪ .‬ﺇﺫﺍ ﺃﺭﺩﺕ ﺃﻥ ﺗﻜﻮﻥ ﺭﺍﺋﺪ ﺃﻋﻤﺎﻝ‪،‬‬ ‫ﻳﻨﺒﻐﻲ ﻋﻠﻴﻚ ﲢﻘﻴﻖ ﺷﻲﺀ ﻳﺠﻌﻠﻚ ﺗﺸﻌﺮ ﺑﺎﻟﺴﻌﺎﺩﺓ‪ .‬ﻛﻤﺎ ﻋﻠﻴﻚ‬ ‫ﲢﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ‪ ،‬ﻭﺍﻟﺘﻌﻠﻢ ﻣﻦ ﻓﺸﻠﻚ ﻭﺃﺧﻄﺎﺋﻚ‪.‬‬ ‫ﻧﻌﻠﻢ ﺃﻧﻚ ﺗﻘﻮﻝ ﺩﺍﺋﻤﺎ ﹰ‪” :‬ﻛﻠﻤﺎ ﻋﻤﻠﺖ ﺑﺠﺪ‪ ،‬ﻛﻠﻤﺎ ﺍﺯﺩﺍﺩ ﺣﻈﻲ“‪ ،‬ﻫﻼ‬ ‫ﺷﺮﺣﺖ ﻟﻨﺎ ﻫﺬﺍ ﺍﻟﻘﻮﻝ ﺃﻛﺜﺮ؟‬ ‫ﺃﻧﺎ ﺷﺨﺺ ﻳﺆﻣﻦ ﺑﺄﻥ ﺍﻟﻨﺎﺱ ﻫﻢ ﺍﻟﺬﻳﻦ ﻳﺼﻨﻌﻮﻥ ﺣﻈﻬﻢ‪ .‬ﳝﻜﻦ‬ ‫ﻟﻠﻤﺮﺀ ﺃﻥ ﻳﻨﺠﺢ ﻣﻦ ﺧﻼﻝ ﺍﻟﻌﻤﻞ ﺍﳉﺎﺩ ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺄﻫﺪﺍﻓﻪ‪ .‬ﻫﺬﺍ‬ ‫ﺍﻟﻘﻮﻝ ﺍﻟﺸﻬﻴﺮ ﻳﻌﻮﺩ ﺇﻟﻰ ﻣﻨﺘﺞ ﺍﻷﻓﻼﻡ ﺻﻤﻮﺋﻴﻞ ﻏﻮﻟﺪﻭﻳﻦ‪ .‬ﻓﻲ‬ ‫ﻛﺜﻴﺮ ﻣﻦ ﺍﻷﺣﻴﺎﻥ ﺗﺘﻮﻕ ﺍﳉﻬﺎﺕ ﺍﻟﻔﺎﻋﻠﺔ‪ ،‬ﻭﺭ ﹼﻭ ﺍﺩ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﻭﻏﻴﺮﻫﻢ ﻣﻦ‬ ‫ﺍﻟﻨﺎﺱ ﺇﻟﻰ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ”ﻓﺮﺻﺔ ﻣﻦ ﺍﳊﻆ“ ﻭﺭﲟﺎ ﻳﺘﻨﺎﺳﻮﻥ ﺍﳌﺰﻳﺞ‬ ‫ﺑﲔ ﺍﳊﻆ ﻭﺍﻟﻌﻤﻞ ﺍﻟﺸﺎﻕ ﺍﻟﺬﻱ ﻳﺘﻄﻠﺒﻪ ﻛﻞ ﳒﺎﺡ‪ .‬ﻓﻮﺭﺍﺀ ﻛﻞ ﳒﺎﺡ‬ ‫ﻳﺒﺪﻭ ﻣﻔﺎﺟﺊ‪ ،‬ﺗﻜﻤﻦ ﺳﻨﻮﺍﺕ ﻋﺪﻳﺪﺓ ﻣﻦ ﺍﻟﻌﻤﻞ ﺍﻟﺸﺎﻕ‪ ،‬ﺍﻟﺘﺠﺮﺑﺔ‬ ‫ﻭﺍﻷﺧﻄﺎﺀ‪ ،‬ﻭﺍﻟﻔﺸﻞ‪ .‬ﻭﻟﻜﻦ ﻛﻠﻤﺎ ﻋﻤﻠﺖ ﺑﺠﺪ‪ ،‬ﻛﻠﻤﺎ ﻇﻬﺮﺕ ﺃﻣﺎﻣﻚ‬ ‫ﺃﻓﻜﺎﺭ ﳑﺘﺎﺯﺓ ﻭﻓﺮﺹ ﺟﺪﻳﺪﺓ‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ر ّواد ا¡ﻋﻤﺎل‬

‫اﺻﻨﻊ ﺣﻈﻚ‬ ‫ﻗﺪ ﺗﻜﻮن ﻣﻤﺎرﺳﺔ ا¾ﻋﻤﺎل اﻟﺘﺠﺎرﻳﺔ ﻓﻲ ﻗﻄﺮ ﺻﻌﺒﺔ ﺟﺪ ًا وﺧﺎﺻﺔ ﺑﺎﻟﻨﺴﺒﺔ ¾ﺟﻨﺒﻲ‪ ،‬وﻟﻜﻦ ﺑﻤﺠﺮد‬ ‫اﺗﺨﺎذ اﻟﻘﺮار اﻟﺼﺎﺋﺐ‪ ،‬ﻓﻜﻞ ﺷﻲء ﻳﺼﺒﺢ ﻣﻤﻜﻨ ًﺎ‪ .‬ﺗﺤﺪﺛﺖ ﺟﻴﻨﻲ اﻟﻘﺴﻴﺲ إﻟﻰ ﻛﻴﺮﺑﻲ ﻛﻴﺮﻧﺰ‪ ،‬اﻟﻤﺪﻳﺮ‬ ‫ّ‬ ‫ﻟﻼﻃﻼع ﻋﻠﻰ ﻣﺴﻴﺮﺗﻪ ﻛﺄﺟﻨﺒﻲ أﺳﺲ ﻣﺸﺮوع‬ ‫اﻟﻌﺎم ﻟﺸﺮﻛﺔ اﻧﺘﺎج‪Resolution Productions‬‬ ‫ﺗﺠﺎري ﻓﺮﻳﺪ ﻣﻦ ﻧﻮﻋﻪ ﻓﻲ ﻗﻄﺮ‪.‬‬

‫ﻣﻦ ﻓﻀﻠﻚ ﺃﻋﻄﻨﺎ ﶈﺔ ﻋﻦ ‪.Resolution Productions‬‬ ‫ﺑﺪﺃﺕ ‪ Resolution Productions‬ﺃﻋﻤﺎﻟﻬﺎ ﻓﻲ ﻋﺎﻡ ‪ ،2007‬ﻭﻫﻲ ﺷﺮﻛﺔ ﺇﻧﺘﺎﺝ‬ ‫ﺇﻋﻼﻣﻴﺔ ﺗﺘﻤ ﹼﻴﺰ ﺑﺄﺳﻠﻮﺑﻬﺎ ﺍﳋﻼﻕ‪ .‬ﻗﻤﻨﺎ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻟﻘﻠﻴﻠﺔ ﺍﳌﺎﺿﻴﺔ‪ ،‬ﺑﺄﻗﺼﻰ ﺟﻬﺪﻧﺎ‬ ‫ﻟﻜﻲ ﺗﺼﺒﺢ ﺷﺮﻛﺘﻨﺎ‪ ،‬ﺍﻟﺸﺮﻛﺔ ﺍﻹﻧﺘﺎﺟ ﹼﻴﺔ ﺍﻟﺮﺍﺋﺪﺓ ﻓﻲ ﻣﺠﺎﻝ ﺍﻹﻋﻼﻧﺎﺕ ﺍﻟﺘﻠﻔﺰﻳﻮﻧﻴﺔ‪،‬‬ ‫ﻭﺍﻷﻓﻼﻡ ﺍﻟﻮﺛﺎﺋﻘﻴﺔ‪ ،‬ﻭﺍﻟﺮﺳﻮﻡ ﺍﳌﺘﺤﺮﻛﺔ ﻭﺍﻷﻓﻼﻡ ﺍﺨﻤﻟﺼﺼﺔ ﻟﻠﺸﺮﻛﺎﺕ‪ .‬ﺗﻘﻮﻡ ﻣﻬﻤﺘﻨﺎ‬ ‫ﺍﻷﺳﺎﺳﻴﺔ ﻋﻠﻰ ﺧﻠﻖ ﺍﻷﻓﻼﻡ ﻭﺍﶈﺘﻮﻳﺎﺕ ﺍﻟﺮﻗﻤﻴﺔ ﺍﻟﺘﻲ ﺗﺼ ﹼﻮﺭ ﻗﺼﺼﺎ ﹰ ﻣﻠﻬﻤﺔ ﻭﻣﺆﺛﺮﺓ‪.‬‬ ‫ﻛﻴﻒ ﻗﺮﺭﺕ ﺇﻧﺸﺎﺀ ﺷﺮﻛﺘﻚ ﺍﳋﺎﺻﺔ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﻋﻤﻠﺖ ﳌﺪﺓ ﺳﻨﻮﺍﺕ ﻋﺪﻳﺪﺓ ﻛﻤﺪﻳﺮ ﺗﺼﻮﻳﺮ ﻓﻮﺗﻮﻏﺮﺍﻓﻲ ﻓﻲ ﺩﻭﻝ ﻭﻣﻨﺎﻃﻖ ”ﻗﺎﺳﻴﺔ“ ﻣﺜﻞ‬ ‫ﺍﻟﻌﺮﺍﻕ ﻭﺃﻓﻐﺎﻧﺴﺘﺎﻥ‪ ،‬ﺣﻴﺚ ﻛﻨﺖ ﺃﺻﻮﺭ ﻣﺸﺎﻫﺪ ﻣﻦ ﺍﳊﺮﻭﺏ‪ .‬ﺃﺗﻴﺖ ﺇﻟﻰ ﺍﻟﺪﻭﺣﺔ ﻷﻭﻝ ﻣ ﹼﺮﺓ‬ ‫ﻓﻲ ﻋﺎﻡ ‪ 2004‬ﻣﻊ ﺷﺮﻛﺔ ﺍﻟﺘﻠﻔﺰﻳﻮﻥ ﺍﻷﺳﺘﺮﺍﻟﻲ‪ ،‬ﻹﻧﺘﺎﺝ ﺃﻓﻼﻡ ﻟﺪﻭﺭﺓ ﺍﻷﻟﻌﺎﺏ ﺍﻵﺳﻴﻮﻳﺔ ﻓﻲ‬ ‫ﺍﻟﺪﻭﺣﺔ ﻟﻌﺎﻡ ‪.2006‬‬ ‫ﺑﻴﻨﻤﺎ ﻛﻨﺖ ﺃﻋﻤﻞ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺃﺩﺭﻛﺖ ﺃﻥ ﻫﻨﺎﻙ ﻧﻘﺼﺎ ﹰ ﻓﻲ ﺍﻟﺴﻮﻕ ﻟﺸﺮﻛﺎﺕ ﺍﻹﻧﺘﺎﺝ ﻛﻤﺎ‬ ‫ﻫﻨﺎﻙ ﺣﺎﺟﺔ ﻻﺳﺘﻘﺪﺍﻡ ﻓﺮﻳﻖ ﺇﻧﺘﺎﺝ ﻣﻦ ﺍﳋﺎﺭﺝ ﻓﻲ ﻛﻞ ﻣﺮﺓ ﺃﺭﺍﺩ ﺃﺣﺪ ﺇﻧﺘﺎﺝ ﻓﻴﻠﻢ ﺃﻭ ﺇﻋﻼﻥ‬ ‫ﺗﻠﻔﺰﻳﻮﻧﻲ ﻓﻲ ﻗﻄﺮ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﺭﺃﻳﺖ ﺃﻧﻬﺎ ﺳﺘﻜﻮﻥ ﺧﻄﻮﺓ ﻣﻬﻤﺔ ﺃﻥ ﻳﺘﻢ ﺗﺄﺳﻴﺲ ﻫﺬﺍ ﺍﻟﻨﻮﻉ‬ ‫ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﻓﻲ ﻫﺬﺍ ﺍﻟﺒﻠﺪ‪.‬‬ ‫ﺑﺪﺃﺕ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺷﺮﻛﺔ ‪ Resolution Productions‬ﻣﻦ ﻏﺮﻓﺔ ﻧﻮﻣﻲ ﻓﻲ ﻳﻨﺎﻳﺮ‬ ‫‪ 2006‬ﺣﲔ ﻛﻨﺖ ﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺍﳌﻨﺘﺞ ﺍﻟﻮﺣﻴﺪ‪ ،‬ﺍﶈﺮﺭ ﻭﺍﳌﺪﻳﺮ ﳉﻤﻴﻊ ﺍﳌﺸﺎﺭﻳﻊ‪.‬‬ ‫ﻛﺎﻧﺖ ﺍﻻﻧﻄﻼﻗﺔ ﺍﻟﻜﺒﻴﺮﺓ ﻟﻠﺸﺮﻛﺔ ﻓﻲ ﻋﺎﻡ ‪ ،2009‬ﻋﻨﺪﻣﺎ ﻭﻗﻌﺖ ﻋﻘﺪﺍ ﹰ ﻣﻊ ﺷﺮﻛﺔ ﻗﻄﺮ‬ ‫ﻏﺎﺯ ﻹﻧﺘﺎﺝ ﻓﻴﻠﻢ ﻣﺆﻟﻒ ﻣﻦ ‪ 25‬ﺣﻠﻘﺔ ﻓﻴﺪﻳﻮ‪ .‬ﻭﻓﻲ ﻭﻗﺖ ﻻﺣﻖ ﻣﻦ ﺫﻟﻚ ﺍﻟﻌﺎﻡ‪ ،‬ﺗﻮﺳﻌﺖ‬ ‫ﺍﻟﺸﺮﻛﺔ ﻭﺃﺻﺒﺤﺚ ﺗﻀﻢ ‪ 22‬ﻋﻀﻮﺍ ﹰ‪.‬‬

‫ﺣﺪ ﻣﺎ ﻓﻲ ﺍﻟﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ‬ ‫ﻧﻈﺮﺍ ﹰ ﻷﻥ ﳑﺎﺭﺳﺔ ﺍﻷﻋﻤﺎﻝ ﺻﻌﺒﺔ ﺇﻟﻰ ﹼ‬ ‫ﻭﺍﺟﻬﺘﻜﻢ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ؟‬ ‫ﺗﹸﻌﺎﻧﻲ ﻛﻞ ﺍﻷﺳﻮﺍﻕ ﻣﻦ ﺻﻌﻮﺑﺎﺕ ﻭﲢﺪﻳﺎﺕ ﺧﺎﺻﺔ ﺑﻬﺎ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻟﻘﺪ ﻛﺎﻥ ﻣﻦ ﺍﻟﺼﻌﺐ‬ ‫ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﺃﻥ ﺃﺑﺪﺃ ﺃﻋﻤﺎﻝ ﺷﺮﻛﺘﻲ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻧﻈﺮﺍ ﹰ ﻷﻧﻨﻲ ﻻ ﺃﺗﻜﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪.‬‬ ‫‪22‬‬

‫ﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻛﺎﻥ ﻳﻨﺒﻐﻲ ﻋﻠﻲ ﺃﻥ ﺃﺟﺪ ﺷﺮﻳﻜﺎ ﹰ ﻣﺤﻠﻴﺎ ﹰ ﻭﺃﻋﺜﺮ ﻋﻠﻰ ﻣﻜﺘﺐ ﻣﻨﺎﺳﺐ ﻟﻜﻲ‬ ‫ﺃﺑﺪﺃ ﺃﻧﺸﻄﺔ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻛﻤﺎ ﻛﻨﺖ ﺃﻳﻀﺎ ﹰ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺗﺮﺧﻴﺺ ﻣﻦ ﺍﻟﺒﻠﺪﻳﺔ‬ ‫ﻭﺭﺧﺼﺔ ﻋﻤﻞ ﻣﻦ ﻭﺯﺍﺭﺓ ﺍﻟﻌﻤﻞ‪ .‬ﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻗﺮﺭﺕ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺷﺮﻛﺔ ﺇﺩﺍﺭﻳﺔ ﺗ���ﻮﻥ ﺭﺍﻋﻴﺔ‬ ‫ﻷﻋﻤﺎﻟﻲ‪ ،‬ﻛﻮﻧﻬﺎ ﻗﺎﺩﺭﺓ ﻋﻠﻰ ﺗﺒﺴﻴﻂ ﻫﺬﻩ ﺍﻹﺟﺮﺍﺀﺍﺕ‪.‬‬ ‫ﻣﻦ ﻧﺎﺣﻴﺔ ﺃﺧﺮﻯ‪ ،‬ﻛﺎﻥ ﻫﻨﺎﻙ ﺑﻌﺾ ﺍﻟﻘﻴﻮﺩ ﺍﻟﺘﻲ ﺃﺩﺕ ﺇﻟﻰ ﺗﻌﻘﻴﺪ ﺃﻋﻤﺎﻟﻨﺎ ﻓﻲ ﺑﻌﺾ‬ ‫ﻳﺘﻮﺟﺐ ﻋﻠﻴﻨﺎ ﻃﻠﺐ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﺗﺼﺮﻳﺢ ﻟﻠﺘﺼﻮﻳﺮ ﻓﻲ ﺑﻌﺾ‬ ‫ﺍﻷﺣﻴﺎﻥ‪ ،‬ﺑﺤﻴﺚ ﻛﺎﻥ‬ ‫ﹼ‬ ‫ﺍﳌﻨﺎﻃﻖ‪ .‬ﻭﻟﻜﻦ ﻛﻞ ﻫﺬﻩ ﺍﻟﺘﺤﺪﻳﺎﺕ ﻣﻌﻘﻮﻟﺔ ﻣﻘﺎﺭﻧﺔ ﻣﻊ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﻛﻨﺖ ﺳﺄﻭﺍﺟﻬﻬﺎ‬ ‫ﺑﺤﺎﻝ ﻛﻨﺖ ﺃﻋﻤﻞ ﻓﻲ ﺑﻠﺪﻱ ﻓﻲ ﺃﻳﺮﻟﻨﺪﺍ‪ ،‬ﺃﻭ ﺣﺘﻰ ﻓﻲ ﺃﻱ ﺑﻠﺪ ﺁﺧﺮ‪.‬‬

‫ﻋﺪﺓ ﺳﻨﻮﺍﺕ‪ ،‬ﻣﺎ ﺭﺃﻳﻚ ﺑﻬﺬﺍ ﺍﻟﻘﻄﺎﻉ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﲟﺎ ﺃﻧﻚ ﺗﻌﻤﻞ ﻓﻲ ﻣﺠﺎﻝ ﺍﻹﻋﻼﻡ ﻣﻨﺬ ﹼ‬ ‫ﻣﻦ ﺧﻼﻝ ﺧﺒﺮﺗﻲ ﻓﻲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪ ،‬ﳝﻜﻨﻨﻲ ﺍﻟﻘﻮﻝ ﺇﻥ ﻗﻄﺮ ﺩﻭﻟﺔ ﻭﺍﻋﺪﺓ‪ ،‬ﻓﻬﻲ ﺗﺰﺩﻫﺮ ﺑﺸﻜﻞ‬ ‫ﻛﺒﻴﺮ ﻭﺍﳉﻤﻴﻊ ﻳﻌﻤﻞ ﺑﺠﺪ ﻟﺘﻮﺳﻴﻊ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﳌﺮﺗﺒﻄﺔ ﺑﺎﳋﺪﻣﺎﺕ‪ .‬ﻛﻤﺎ ﺃﻥ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﳋﺎﺹ ﻓﻲ ﻗﻄﺮ ﻫﻮ ﺃﻛﺜﺮ ﺗﻨﻈﻴﻤﺎ ﹰ ﻣﻦ ﺍﻟﺪﻭﻝ ﺍﻷﺧﺮﻯ‪ .‬ﻭﻧﻼﺣﻆ ﻓﻲ ﺍﻵﻭﻧﺔ ﺍﻷﺧﻴﺮﺓ‪ ،‬ﺃﻥ ﺍﻟﻜﺜﻴﺮ‬ ‫ﻣﻦ ﺍﳌﺆﺳﺴﺎﺕ ﻭﺍﳌﻨﻈﻤﺎﺕ ﲢﺎﻭﻝ ﺩﻋﻢ ﻗﻄﺎﻉ ﺍﻹﻋﻼﻡ ﻓﻲ ﻗﻄﺮ‪ .‬ﻣﻦ ﻫﻨﺎ‪ ،‬ﺗﻘﻮﻡ ”ﻗﻄﺮ‬ ‫ﻟﻠﻤﺸﺎﺭﻳﻊ“ ﺑﺪﻋﻢ ﻛﺎﻓﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﺘﻲ ﺗﺴﻌﻰ ﲢﺪﻳﺪﺍ ﹰ ﺇﻟﻰ ﺍﻟﻌﻤﻞ‬ ‫ﺿﻤﻦ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪.‬‬ ‫ﻣﺎ ﻫﻲ ﺍﻟﻨﺼﻴﺤﺔ ﺍﻟﺘﻲ ﺗﺮﻏﺐ ﺑﺘﻘﺪﳝﻬﺎ ﺇﻟﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﺍﻟﺘﻲ ﺗﺴﻌﻰ ﺇﻟﻰ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ ﺇﻧﺘﺎﺝ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﻻ ﻳﺰﺍﻝ ﻗﻄﺎﻉ ﺷﺮﻛﺎﺕ ﺍﻹﻧﺘﺎﺝ ﺟﺪﻳﺪﺍ ﹰ ﻓﻲ ﻗﻄﺮ‪ .‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻫﻨﺎﻙ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻔﺮﺹ ﺍﳌﺘﺎﺣﺔ‬ ‫ﺃﻣﺎﻡ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﺍﻟﺘﻲ ﺗﺮﻏﺐ ﺑﺘﻄﻮﻳﺮ ﺃﻋﻤﺎﻟﻬﺎ‬ ‫ﺿﻤﻦ ﻫﺬﺍ ﺍﻟﻘﻄﺎﻉ‪.‬‬ ‫ﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻣﺠﺎﻝ ﺍﻹﻧﺘﺎﺝ ﻣﺘﻌﺒﺎ ﹰ ﻟﻠﻐﺎﻳﺔ ﻭﻣﺸﻮﻗﺎ ﹰ ﻓﻲ ﺁﻥ ﻭﺍﺣﺪ‪ .‬ﻭﺃﻋﺘﻘﺪ ﺃﻥ ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻟﻠﻌﻤﻞ ﺑﺸﻜﻞ ﺟ ﹼﻴﺪ ﻫﻮ ﻣﻔﺘﺎﺡ ﺍﻟﻨﺠﺎﺡ‪ .‬ﺃﻧﺼﺢ ﻛﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ‪ ،‬ﻗﺒﻞ ﺍﻟﺒﺪﺀ ﺑﺄﻋﻤﺎﻟﻬﺎ‪ ،‬ﺃﻥ ﺗﺘﻮﺟﻪ ﺇﻟﻰ ﻣﺨﺘﻠﻒ ﺍﳌﻨﻈﻤﺎﺕ ﻣﺜﻞ‬ ‫”ﺻﻠﺘﻚ“ ﻭ“ﻗﻄﺮ ﻟﻠﻤﺸﺎﺭﻳﻊ“ ﺍﻟﺘﻲ ﺗﺪﻋﻢ ﻫﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺑﺈﻣﻜﺎﻧﻬﺎ ﺃﻥ ﺗﺮﺷﺪﻫﻢ‬ ‫ﺧﻼﻝ ﻣﺴﻴﺮﺗﻬﻢ‪.‬‬


Simple. Adaptable. Manageable. quick uides for Solution g ! eployment and easy d

Simple:We are committed to making our solutions the easiest to install, configure, and integrate into either existing IT systems or data centers — or new build-outs. We ship our solution as “ready to install” as possible (e.g., tool-less rack PDU installation and standard cable management features). With our easy-to-configure infrastructure, you can focus on more pressing IT concerns such as network threats.

ns Configuratio ace! for any IT sp

Adaptable: Our solutions can be adapted to fit any IT configuration at any time — from small IT to data centers! Vendor-neutral enclosures, for example, come in different depths, heights, and widths so you can deploy your IT in whatever space you have available — from small IT or non-dedicated spaces to even large data centers.

ur d manage yo Monitor an ere! rom anywh IT spaces f Manageable: Local and remote management are simplified with “out-of-the-box” UPS outlet control, integrated monitoring of the local environment, and energy usage reporting. Manageability over the network and robust reporting capabilities help you prevent IT problems and quickly resolve them when they do occur — from anywhere! What’s more, our life cycle services ensure optimal operations.

Easy-to-deploy IT physical infrastructure Solution guides make it easy to determine what you need to solve today’s challenges. The core of our system, vendor-neutral enclosures and rack PDUs, makes deployment incredibly headache-free. Easily adjustable components, integrated baying brackets, pre-installed leveling feet, and cable management accessories with tool-less mounting facilitate simple and fast installation.

Integrated InfraStruxure™ solutions include everything for your IT physical infrastructure deployment: backup power and power distribution, cooling, enclosures, and management software. Adaptable solutions scale from the smallest IT spaces up to multi-megawatt data centers.

Business-wise, Future-driven.™

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‫ر ّواد ا¡ﻋﻤﺎل‬

‫ﻭﺭﺩﺍ ﹰ ﻋﻠﻰ ﺳﺆﺍﻝ ﺣﻮﻝ ﻣﻮﻗﻔﻬﻢ ﻓﻲ ﺍﻟﺴﻮﻕ‪ ،‬ﺃﻭﺿﺤﺖ ﺩﻳﺎﻧﺎ ﺃﻥ‬ ‫”ﻣﻮﻗﻊ‪ eduTechnoz‬ﻓﺼﻞ ﻧﻔﺴﻪ ﻋﻦ ﺑﺎﻗﻲ ﺍﻟﺴﻮﻕ ﻋﻠﻰ‬ ‫ﺃﺳﺎﺱ ﺃﻣﺮﻳﻦ ﺍﺛﻨﲔ‪ :‬ﻳﺠﺮﻱ ﺗﺼﻤﻴﻢ ﺍﻷﻟﻌﺎﺏ ﲟﺎ ﻳﺘﻤﺎﺷﻰ ﻣﻊ‬ ‫ﺑﺮﻧﺎﻣﺞ ﻣﻌﺘﻤﺪ ﻭﻣﻦ ﺛﻢ ﻳﺘﻢ ﺻﻴﺎﻏﺔ ﺍﳌﻨﻬﺞ‪ .‬ﻫﺪﻓﻨﺎ ﻫﻮ ﻣﻮﺍﺻﻠﺔ‬ ‫ﺍﺳﺘﻜﺸﺎﻑ ﻓﺮﺻﺔ ﺍﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻠﺘﻌﻠﻴﻢ‪ ،‬ﲟﺎ ﺃﻧﻨﺎ‬ ‫ﻋﻠﻰ ﺛﻘﺔ ﻣﻦ ﺃﻧﻨﺎ ﻧﺘﻮﺍﻓﻖ ﻣﻊ ﺃﻧﻈﻤﺘﻪ‪ .‬ﻣﻦ ﺧﻼﻝ ﺍﻋﺘﻤﺎﺩ ﺍﳊﻞ ﺍﻟﺬﻱ‬ ‫ﻧﻘﺪﻣﻪ‪ ،‬ﳝﻜﻦ ﺗﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻓﻲ ﻛﻞ ﺃﻧﺤﺎﺀ ﺍﻟﺪﻭﺣﺔ ﺑﻜﺒﺴﺔ‬ ‫ﺯﺭ ﻭﺍﺣﺪﺓ‪ .‬ﻛﻤﺎ ﳝﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﳌﻘﺎﺭﻧﺘﻬﺎ ﻣﻊ ﺍﻟﺪﻭﻝ‬ ‫ﺍﻷﺧﺮﻯ‪ .‬ﲟﺎ ﺃﻧﻨﺎ ﻗﺎﺩﺭﻭﻥ ﻋﻠﻰ ﺗﺰﻭﻳﺪﻫﻢ ﺑﺄﺩﺍﺓ ﺍﻟﺮﺻﺪ ﺍﻟﻜﻤﻲ‪ ،‬ﻓﺬﻟﻚ‬ ‫ﻣﻮﺟﻬﺔ ﻟﻠﻄﻼﺏ ﻭﺍﳌﻌﻠﻤﲔ‪.‬‬ ‫ﳝﻜﻨﻬﻢ ﻣﻦ ﺗﻄﻮﻳﺮ ﺗﺪﺭﻳﺒﺎﺕ ﻭﺑﺮﺍﻣﺞ‬ ‫ﹼ‬ ‫ﻓﻬﺬﻩ ﺍﻷﺩﺍﺓ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺘﻲ ﲤﻜﻨﻬﻢ ﻣﻦ ﺗﺘﺒﻊ ﺍﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ‪ ،‬ﻫﻲ‬ ‫ﺍﻟﻘﻴﻤﺔ ﺍﳌﻀﺎﻓﺔ ﺍﻟﺘﻲ ﻧﻘﺪﻣﻬﺎ“‪.‬‬ ‫ﻣﻊ ﺫﻟﻚ‪ ،‬ﻻ ﺗﻨﻮﻱ ﺩﻳﺎﻧﺎ ﻣﻮﺍﺻﻠﺔ ﺧﻄﻂ ﺍﻟﻨﻤﻮ ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ‬ ‫ﺍﶈﻠﻲ ﻓﺤﺴﺐ‪ ،‬ﻭﻗﺪ ﺃﻋﺮﺑﺖ ﻋﻦ ﺫﻟﻚ ﺑﺎﻟﻘﻮﻝ‪” :‬ﺧﻄﺘﻨﺎ ﻫﻲ ﺃﻥ‬ ‫ﻧﻨﻤﻮ ﺑﻨﺴﺒﺔ ‪ 50٪‬ﻟﻐﺎﻳﺔ ﻋﺎﻡ ‪ .2015‬ﻧﺤﻦ ﻧﺨﻄﻂ ﺇﻟﻰ ﺍﻟﺘﻮﺳﻊ‬ ‫ﻋﻠﻰ ﺍﻟﺼﻌﻴﺪ ﺍﻟﺪﻭﻟﻲ ﻓﻲ ﻋﺎﻡ ‪ ،2014‬ﻭﻫﻨﺎﻙ ﻃﺮﻳﻘﺘﺎﻥ ﻟﻠﻘﻴﺎﻡ‬ ‫ﺑﺬﻟﻚ‪ ،‬ﻭﻫﻲ ﺍﻟﺘﻮﺻﻴﺎﺕ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻣﻦ ﺧﻼﻝ ﻣﻮﺍﻗﻊ ﺃﺧﺮﻯ ﻭﻋﺒﺮ‬ ‫ﺍﳌﻮﺯﻋﲔ‪ ،‬ﺍﻟﺬﻳﻦ ﳝﻜﻨﻬﻢ ﺗﺪﺭﻳﺐ ﺍﳌﻌﻠﻤﲔ ﻭﺇﻋﺪﺍﺩ ﺃﻧﻈﻤﺘﻨﺎ ﻓﻲ‬ ‫ﺍﳌﺪﺍﺭﺱ‪ .‬ﻭﲟﺎ ﺃﻥ ﺍﳌﻨﺎﻫﺞ ﺍﻟﺪﺭﺍﺳﻴﺔ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺩﻭﻝ ﻣﺠﻠﺲ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ ﻣﺘﺸﺎﺑﻬﺔ ﺟﺪ ﺍ ﹰ‪ ،‬ﻓﻴﻤﻜﻦ ﺃﻥ ﻳﺘﻢ ﺗﻌﺪﻳﻞ ﳕﻮﺫﺟﻨﺎ‬ ‫ﺑﺴﻬﻮﻟﺔ“‪.‬‬ ‫ﺗﻮﺳﻌﻬﻢ‪ ،‬ﻗﺎﻟﺖ ﺩﻳﺎﻧﺎ ﺑﺜﻘﺔ‪:‬‬ ‫ﺑﺎﳋﺘﺎﻡ ﻋﻦ ﻣﻮﺿﻮﻉ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﹼ‬ ‫”ﻣﻴﺰﺗﻨﺎ ﺍﻟﺘﻨﺎﻓﺴﻴﺔ ﻫﻲ ﺃﻥ ﺍﳌﻔﻬﻮﻡ ﻟﺪﻳﻨﺎ ”ﺻﻨﻊ ﻓﻲ ﻗﻄﺮ“‪ ،‬ﻭﻟﻜﻦ‬ ‫ﳝﻜﻦ ﺗﻄﺒﻴﻘﻪ ﻓﻲ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪ ،‬ﻭﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺑﻘﻴﺔ ﺍﻟﻌﺎﻟﻢ‪ .‬ﻻ ﻳﻨﺤﺼﺮ ﺳﻮﻕ ﺃﺑﺤﺎﺛﻨﺎ ﺟﻐﺮﺍﻓﻴﺎ ﹰ ﻷﻧﻨﺎ‬ ‫ﻧﻌﻤﻞ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﺍﻟﺴﻮﻕ ﻟﺪﻳﻨﺎ ﻋﺎﳌﻲ“‪.‬‬ ‫ﺣﺎﺯﺕ ﺩﻳﺎﻧﺎ ﻋﻠﻰ ﻋﺪﺩ ﻣﻦ ﺍﳉﻮﺍﺋﺰ ﺍﳌﺮﺗﺒﻄﺔ ﲟﺴﻴﺮﺗﻬﺎ ﻓﻲ ﺭﻳﺎﺩﺓ‬ ‫ﺍﻷﻋﻤﺎﻝ ﻣﻨﻬﺎ‪ ،‬ﺍﳌﺮﻛﺰ ﺍﻟﺜﺎﻧﻲ ﻓﻲ ”ﺍﻟﻔﻜﺮﺓ“ – ﺍﳌﺴﺎﺑﻘﺔ ﺍﻟﻘﻄﺮﻳﺔ‬ ‫ﳋﻄﻂ ﺍﻷﻋﻤﺎﻝ ﻭﺟﺎﺋﺰﺓ ﺧﺎﺻﺔ ﻷﻓﻀﻞ ﺭﺍﺋﺪﺓ ﺃﻋﻤﺎﻝ ﻓﻲ ﺍﳌﻨﻄﻘﺔ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ ﻣﻦ ﻗﺒﻞ ﻣﻌﻬﺪ ﻣﺎﺳﺎﺗﺸﻮﺳﺘﺲ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ ،‬ﻭﺟﺎﺋﺰﺓ ﻣﻦ‬ ‫ﺍﳌﺮﻛﺰ ﺍﻟﺜﻘﺎﻓﻲ ﻟﻠﻄﻔﻮﻟﺔ‪ .‬ﻛﻤﺎ ﺃﻋﺮﺑﺖ ﻋﻦ ﺍﺭﺗﻴﺎﺣﻬﺎ ﺑﺤﻘﻴﻘﺔ ﺃﻥ‬ ‫ﻣﻮﻗﻊ ‪ eduTechnoz‬ﻣﺮﺷﺢ ﻟﻴﻜﻮﻥ ﻣﺤﺘﻀﻨﺎ ﹰ ﻣﻦ ﻗﺒﻞ ﺍﳊﺎﺿﻨﺔ‬ ‫ﺍﻟﺮﻗﻤﻴﺔ ﻟﺪﻯ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ‪.‬‬ ‫ﺗﻄ ﹼﻠﺐ ﳒﺎﺡ ﻋﻤﻠﻬﺎ ﺍﻟﺴﺮﻳﻊ ﺃﻥ ﺗﺒﺪﺃ ﺑﺒﻨﺎﺀ ﻓﺮﻳﻘﻬﺎ‪ ،‬ﻭﺃﺷﺎﺭﺕ ﺩﻳﺎﻧﺎ‬ ‫ﺇﻟﻰ ﺃﻧﻪ ”ﻣﻦ ﺧﻼﻝ ﺑﺮﻧﺎﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﺪﺍﺧﻠﻲ ‪Tumahatec‬‬ ‫ﻓﻲ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﻼﺗﺼﺎﻻﺕ ﻭﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﳌﻌﻠﻮﻣﺎﺕ ﻭﺑﺮﻧﺎﻣﺞ‬ ‫ﻣﺆﺳﺴﺔ ”ﺇﳒﺎﺯ ﻗﻄﺮ“ ﻟﻠﺘﺪﺭﻳﺐ ﺍﻟﺪﺍﺧﻠﻲ ‪ ،‬ﺍﺧﺘﺮﺕ ‪ 12‬ﻣﺘﺪﺭﺑﺎﹰ‪،‬‬ ‫ﻭﻫﻢ ﻳﻌﻤﻠﻮﻥ ﺍﻵﻥ ﻣﻌﻨﺎ‪ .‬ﺃﻗﻮﻝ ﻟﻔﺮﻳﻘﻲ ﺩﺍﺋﻤﺎ ﹰ ﺃﻧﻪ ﻟﺪﻳﻨﺎ ﺛﻼﺙ ﻗﻴﻢ‬ ‫ﺃﺳﺎﺳﻴﺔ‪ :‬ﺍﳌﺘﻌﺔ‪ ،‬ﺍﺠﻤﻟﺘﻤﻊ ﻭﺍﻟﻨﺘﺎﺋﺞ‪ .‬ﺇﺫﺍ ﻟﻢ ﻳﺴﺘﻤﺘﻌﻮﺍ ﲟﺎ ﻳﻘﻮﻣﻮﻥ‬ ‫ﺑﻪ‪ ،‬ﻓﻬﺬﺍ ﻳﻌﻨﻲ ﺃﻧﻬﻢ ﻻ ﻳﺤﺒﻮﻥ ﻣﺎ ﻳﻔﻌﻠﻮﻧﻪ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﻧﺤﻦ ﺑﺤﺎﺟﺔ‬ ‫ﺇﻟﻰ ﺗﻐﻴﻴﺮ ﻣﻬﺎﻣﻬﻢ‪ .‬ﺃﻣﺎ ﻋﻨﺪﻣﺎ ﺃﻗﻮﻝ ﺍﺠﻤﻟﺘﻤﻊ‪ ،‬ﻓﺄﻋﻨﻲ ﺑﺬﻟﻚ ﺃﻧﻬﻢ‬ ‫ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﻣﺴﺎﻋﺪﺓ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ‪ ،‬ﺇﺫ ﻳﹸﺸﻜﻞ ‪eduTechnoz‬‬ ‫ﻗﺼﺔ ﳒﺎﺡ ﺟﻤﻴﻌﻬﻢ ﺟﺰﺀ ﻣﻨﻬﺎ‪ .‬ﻓﻲ ﻧﻬﺎﻳﺔ ﺍﳌﻄﺎﻑ‪ ،‬ﻳﻨﺒﻐﻲ ﺃﻥ‬ ‫ﻳﺮﺗﺒﻂ ﻛﻞ ﺷﻲﺀ ﺑﺎﻟﻨﺘﺎﺋﺞ ﻭﺍﻹﻧﺘﺎﺟﻴﺔ“‪.‬‬ ‫‪20‬‬

‫ﺃﻋﺮﺑﺖ ﺩﻳﺎﻧﺎ ﻋﻦ ﺗﻘﺪﻳﺮﻫﺎ ﻟﻠﺪﻋﻢ ﺍﻟﺬﻱ ﺗﻠﻘﺘﻪ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‪،‬‬ ‫ﻛﻤﻮﺿﻊ ﻓﺨﺮ ﺑﻨﺠﺎﺡ ﺍﳉﻬﻮﺩ ﺍﻟﺘﻲ ﺗﺒﺬﻟﻬﺎ ﻣﺨﺘﻠﻒ ﺍﳌﻨﻈﻤﺎﺕ‬ ‫ﺿﻤﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻹﻳﻜﻮﻟﻮﺟﻲ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻭﺻ ﹼﺮ ﺣﺖ ”ﺃﻧﺎ‬ ‫ﻻ ﺃﺭﻯ ﻧﻔﺴﻲ ﻛﺮﺍﺋﺪﺓ ﺃﻋﻤﺎﻝ ﺃﻧﺜﻰ ‪ -‬ﺃﻧﺎ ﺭﺍﺋﺪﺓ ﺃﻋﻤﺎﻝ ﻭﻧﺎﺩﺭﺍ ﹰ ﻣﺎ ﻳﻜﻮﻥ‬ ‫ﺍﳌﺴﺎﺭ ﺳﻬﻼﹰ‪ .‬ﺇﺫﺍ ﺳﺄﻟﺘﻨﻲ ﻋﻦ ﲡﺮﺑﺘﻲ ﻛﺮﺍﺋﺪﺓ ﺃﻋﻤﺎﻝ ﺃﺟﻨﺒﻴﺔ ﻓﻲ‬ ‫ﻗﻄﺮ ﻣﻨﺬ ﺃﺭﺑﻊ ﺳﻨﻮﺍﺕ‪ ،‬ﻟﻘﻠﺖ ﻟﻚ ﺃﻧﻪ ﻟﻢ ﻳﻜﻦ ﻫﻨﺎﻙ ﻧﻈﺎﻡ ﺩﻋﻢ‬ ‫ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ .‬ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﻗﺪ ﺗﻐ ﹼﻴﺮ ﻫﺬﺍ ﺍﻟﻮﺿﻊ ﺑﺸﻜﻞ ﺇﻳﺠﺎﺑﻲ‬ ‫ﻭﻓﺘﺤﺖ ﺍﻟﺪﻭﺣﺔ ﺃﺑﻮﺍﺑﻬﺎ ﺃﻣﺎﻡ ﺭ ﹼﻭ ﺍﺩ ﺍﻷﻋﻤﺎﻝ‪ .‬ﻭﺃﻋﺘﻘﺪ ﺃﻧﻬﺎ ﺳﺘﺼﺒﺢ‬ ‫ﻣﺮﻛﺰﺍ ﹰ ﻋﺎﳌﻴﺎ ﹰ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻭﻗﺖ ﻗﺮﻳﺐ ﺟﺪﺍ ﹰ‪ .‬ﺃﻧﺼﺢ ﻛﻞ ﺷﺨﺺ‬ ‫ﻳﺮﻳﺪ ﺍﻟﺒﺪﺀ ﺑﻨﺸﺎﻁ ﲡﺎﺭﻱ‪ ،‬ﺃﻥ ﻳﺒﺪﺃ ﻓﻲ ﺃﻗﺮﺏ ﻭﻗﺖ ﳑﻜﻦ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ‬ ‫ﻣﻦ ﻭﺟﻮﺩ ﳕﻮﺫﺝ ﻳﺘﻄﻠﺐ ﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﺇﺩﺭﺍﻙ ﺃﻭﻟﻲ ﺑﺎﻟﺴﻮﻕ‪.‬‬ ‫ﻗﻠﻞ ﺩﺍﺋﻤﺎ ﹰ ﺃﺳﻌﺎﺭ ﺍﻟﺘﻌﻠﻢ‪ ،‬ﻭﻻ ﺗﺘﺮﺩﺩ ﺑﻄﻠﺐ ﺍﳌﺴﺎﻋﺪﺓ ﻣﻦ ﺍﻟﻨﻈﺎﻡ‬ ‫ﺗﻘﺪﻡ ﻣﺴﺎﻋﺪﺍﺕ‬ ‫ﺍﻹﻳﻜﻮﻟﻮﺟﻲ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻓﺠﻤﻴﻊ ﺍﳌﻨﻈﻤﺎﺕ ﻓﻴﻪ ﹼ‬ ‫ﻛﺜﻴﺮﺓ“‪.‬‬


‫ﺃﻋﻄﺖ ﺩﻳﺎﻧﺎ ﻣﺰﻳﺪ ﺍ ﹰ ﻣﻦ ﺍﻟﺘﻔﺎﺻﻴﻞ ﺣﻮﻝ ﺍﳌﺮﺣﻠﺔ ﺍﻟﺘﺤﻀﻴﺮﻳﺔ‬ ‫ﳌﺸﺮﻭﻋﻬﺎ‪ ،‬ﻭﺃﻛﺪﺕ ﺃﻥ ”ﺇﻋﺪﺍﺩ ﺧﻄﺔ ﻋﻤﻞ ﻟﻴﺴﺖ ﻣﻬﻤﺔ ﺳﻬﻠﺔ‪.‬‬ ‫ﻗﺮﺭﺕ ﺍﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ ﻣﺎ ﺃﻋﺮﻓﻪ ﻭﻣﺎ ﺃﺣﺘﺎﺝ ﺃﻥ ﺃﻗﻮﻡ ﺑﻪ‪ .‬ﺃﺩﺭﻛﺖ ﲤﺎﻣﺎ ﹰ‬ ‫ﺃﻥ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﺗﺘﻐ ﹼﻴﺮ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ‪ ،‬ﻟﺬﻟﻚ ﺃﻋﺪﺩﺕ ﺧﻄﺔ ﻋﻤﻞ‬ ‫ﻗﺼﻴﺮﺓ ﺍﻷﺟﻞ‪ .‬ﻭﻟﻜﻦ‪ ،‬ﻋﻨﺪﻣﺎ ﺃﺻﺒﺤﺖ ﺍﻟﻔﻜﺮﺓ ﺭﺳﻤﻴﺔ‪ ،‬ﺃﻱ ﻋﻠﻰ‬ ‫ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ ﻋﻨﺪﻣﺎ ﺃﺭﺩﺕ ﺍﻟﺘﺤﺪﺙ ﺇﻟﻰ ﺍﳌﺴﺘﺜﻤﺮﻳﻦ‪ ،‬ﺍﺿﻄﺮﺭﺕ ﺃﻥ‬ ‫ﺃﺿﻔﻲ ﻃﺎﺑﻌﺎ ﹰ ﺭﺳﻤﻴﺎ ﹰ ﻟﻜﻲ ﺃﺿﻤﻦ ﺃﻧﻨﻲ ﻋﻠﻰ ﺍﻟﻄﺮﻳﻖ ﺍﻟﺼﺤﻴﺢ‪.‬‬ ‫ﺷﺎﺭﻛﺖ ﻓﻲ ﻭﺭﺷﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺘﻲ ﻧﻈﻤﻬﺎ ﻣﺮﻛﺰ ﺑﺪﺍﻳﺔ ﻟﻠﺮﻳﺎﺩﺓ‬ ‫ﻭﺍﻟﺘﻮﺟﻴﻪ ﺍﳌﻬﻨﻲ ﺣﻴﺚ ﺗﻌﻠﻤﻨﺎ ﻛﻴﻔﻴﺔ ﺍﺳﺘﺨﺪﺍﻡ ﺃﺳﺎﺱ ﺧﻄﺔ‬ ‫ﺍﻟﻌﻤﻞ ﻭﺗﺮﺟﻤﺔ ﻣﺒﺎﺩﺋﻪ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺇﻟﻰ ﺧﻄﻂ ﺃﻋﻤﺎﻟﻨﺎ“‪.‬‬ ‫ﻋﻨﺪ ﻫﺬﻩ ﺍﻟﻨﻘﻄﺔ‪ ،‬ﺃﺭﺩﺕ ﻣﻌﺮﻓﺔ ﺍﳌﺰﻳﺪ ﻋﻦ ﺍﻟﺪﻋﻢ ﺍﻟﺬﻱ ﺗﻠﻘﺘﻪ‬ ‫ﺿﻤﻦ ﺍﻟﻨﻈﺎﻡ ﺍﻹﻳﻜﻮﻟﻮﺟﻲ ﻟﺮﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻭﻗﺪ ﻋ ﹼﻠﻘﺖ‬ ‫ﺩﻳﺎﻧﺎ ﻋﻠﻰ ﻫﺬﺍ ﺍﳌﻮﺿﻮﻉ ﻗﺎﺋﻠﺔ‪” :‬ﻗﻤﺖ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ ﺑﺎﻟﺘﻮﺍﺻﻞ ﻣﻊ‬ ‫ﻋﺪ ﺓ ﺟﻬﺎﺕ ﻭﺑﻨﻴﺖ ﻋﻼﻗﺎﺕ ﻛﺜﻴﺮﺓ‪ .‬ﺃﺭﺷﺪﻧﻲ ﻓﺮﻳﻖ ﻣﺮﻛﺰ ﺑﺪﺍﻳﺔ ﺧﻼﻝ‬ ‫ﹼ‬ ‫ﻣﺮﺣﻠﺔ ﺇﻧﺸﺎﺀ ﺍﳌﺸﺮﻭﻉ ﻛﻠﻬﺎ ﻭﺳﺎﻋﺪﻧﻲ ﻛﺜﻴﺮﺍ ﹰ‪ .‬ﺇﻥ ﺃﺻﻌﺐ ﺷﻲﺀ‬ ‫ﻓﻲ ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ ﻫﻮ ﺍﺗﺨﺎﺫ ﺍﻟﻘﺮﺍﺭﺍﺕ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ‬ ‫ﺃﻥ ﺗﻨﻔﻴﺬﻫﺎ ﻟﻴﺲ ﺃﺳﻬﻞ ﺑﻜﺜﻴﺮ‪ .‬ﺃﻋﺘﺒﺮ ﺃﻥ ﺍﻟﻨﺼﺎﺋﺢ ﺍﻟﺘﻲ ﺗﻠﻘﻴﺘﻬﺎ‪،‬‬ ‫ﻭﺍﻟﺘﻲ ﻣﺎ ﺯﻟﺖ ﺃﺗﻠﻘﺎﻫﺎ‪ ،‬ﻫﻲ ﺫﺍﺕ ﻗﻴﻤﺔ ﻋﺎﻟﻴﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻲ‪ .‬ﻋﻨﺪﻣﺎ‬ ‫ﺑﺪﺃ ﺑﺮﻧﺎﻣﺞ ﻣﺆﺳﺴﺔ ﻣﺎﻭﻏﻠﻲ ﺍﻟﺘﻮﺟﻴﻬﻲ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﻓﻲ ﻧﻮﻓﻤﺒﺮ‬ ‫‪ ،2012‬ﻛﻨﺖ ﻣﻦ ﺍﻷﻭﺍﺋﻞ ﺍﻟﺬﻳﻦ ﺍﻧﻀﻤﻮﺍ ﺇﻟﻴﻪ‪ ،‬ﺇﺫ ﻳﻘﻮﻡ ﺍﳌﺮﺷﺪ‬ ‫ﺑﺈﺣﺪﺍﺙ ﻓﺮﻕ ﻛﺒﻴﺮ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻋﺮﻓﺘﻨﻲ ”ﺻﻠﺘﻚ“ ﻋﻠﻰ‬ ‫ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﻓﻲ ﻣﻨﺘﺪﻯ ﻣﻌﻬﺪ ﻣﺎﺳﺎﺗﺸﻮﺳﺘﺲ ﻟﻠﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ‬ ‫ﺣﲔ ﺳﺎﻋﺪﺗﻨﻲ ﻣﺠﻤﻮﻋﺔ ﺃﺩﻭﺍﺕ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﻣﻦ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻋﻠﻰ ﺍﺗﺨﺎﺫ ﻗﺮﺍﺭﺍﺕ ﻣﺨﺘﻠﻔﺔ ﺑﺸﺄﻥ ﺍﻟﻘﺮﺍﺭﺍﺕ‬ ‫ﺍﳌﺎﻟﻴﺔ‪ .‬ﻭﺃﻭﺩ ﺃﻳﻀﺎ ﹰ ﺃﻥ ﺃﺫﻛﺮ ﻓﺮﻳﻖ ﻣﺮﻛﺰ ”ﺭﻭﺿﺔ“ ﺍﻟﺬﻱ ﺟﻌﻠﻨﻲ‬ ‫ﺃﺗﻮﺍﺻﻞ ﻣﻊ ﺍﳌﺪﺍﺭﺱ ﺍﳌﺴﺘﻘﻠﺔ ﻓﻲ ﺍﻟﺪﻭﺣﺔ“‪.‬‬ ‫ﻟﺪﻯ ﺍﳊﺪﻳﺚ ﻋﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺍﻟﺘﺴﻮﻳﻖ ﻟﺪﻳﻬﺎ‪ ،‬ﻗﺎﻟﺖ ﺩﻳﺎﻧﺎ‪” :‬ﻧﺤﻦ‬ ‫ﻧﺮﻛﺰ ﺍﻵﻥ ﻋﻠﻰ ”ﻛﻠﻤﺔ ﺍﻟﻔﻢ“‪ ،‬ﻭﺍﻟﺘﻮﺍﺻﻞ‪ ،‬ﻭﺍﻹﻋﻼﻧﺎﺕ ﻋﻠﻰ ﺷﺒﻜﺔ‬ ‫‪ .Google‬ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﳒﻤﻊ ﺍﻟﺘﻘﻴﻴﻤﺎﺕ ﺍﳌﺮﺗﺪﺓ ﻣﻦ‬ ‫ﺍﳌﺪﺍﺭﺱ ﺍﻟﺜﻼﺙ ﺍﳌﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻟﺒﺮﻧﺎﻣﺞ ﺍﻟﺘﺠﺮﻳﺒﻲ‪ .‬ﻭﻧﻌﻤﻞ ﻣﻌﻬﺎ‪،‬‬ ‫ﺧﻄﻮﺓ ﺧﻄﻮﺓ‪ ،‬ﻣﻦ ﺃﺟﻞ ﲢﺴﲔ ﺍﻟﻨﻈﺎﻡ“‪.‬‬ ‫ﺫﻛﺮﺕ ﺩﻳﺎﻧﺎ ﻓﺘﺮﺓ ﻋﺪﻡ ﺍﻻﺳﺘﻘﺮﺍﺭ ﺍﳌﺎﻟﻲ ﻗﺒﻴﻞ ﺑﺪﺀ ﺍﳌﻮﻗﻊ ﺑﺠﻤﻊ‬ ‫ﺍﻹﻳﺮﺍﺩﺍﺕ‪” ،‬ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ ،‬ﺃﺧﺬﺕ ﺟﺰﺀ ﺍ ﹰ ﻣﻦ ﻣﺪﺧﺮﺍﺗﻲ ﻭﻗﺮﺭﺕ ﻋﺪﻡ‬ ‫ﺗﺨﻄﻲ ﺍﳌﻴﺰﺍﻧﻴﺔ ﺍﻷﻭﻟﻴﺔ‪ .‬ﻟﻢ ﻳﻜﻦ ﺍﻷﻣﺮ ﺳﻬﻼﹰ‪ .‬ﻭﺣﺎﻟﻴﺎ ﹰ‪ ،‬ﻧﻌﺘﻤﺪ ﻓﻲ‬ ‫‪ eduTechnoz‬ﻋﻠﻰ ﺍﻟﺘﻤﻮﻳﻞ ﺍﻟﺬﺍﺗﻲ‪ ،‬ﻟﻜﻨﻨﻲ ﺃﻭﺩ ﺍﻟﻨﻈﺮ ﺑﺎﳋﻴﺎﺭﺍﺕ‬ ‫ﺍﳌﻄﺮﻭﺣﺔ ﻟﺪﻯ ﺍﳌﺴﺘﺜﻤﺮﻳﻦ“‪.‬‬

‫ﻣﻴﺰﺗﻨﺎ اﻟﺘﻨﺎﻓﺴﻴﺔ ﻫﻲ أن اﻟﻤﻔﻬﻮم ﻟﺪﻳﻨﺎ ”ﺻﻨﻊ ﻓﻲ‬ ‫ﻗﻄﺮ“‪ ،‬وﻟﻜﻦ ﻳﻤﻜﻦ ﺗﻄﺒﻴﻘﻪ ﻓﻲ دول ﻣﺠﻠﺲ اﻟﺘﻌﺎون‬ ‫اﻟﺨﻠﻴﺠﻲ‪ ،‬وﻣﻨﻄﻘﺔ اﻟﺸﺮق ا™وﺳﻂ وﺑﻘﻴﺔ اﻟﻌﺎﻟﻢ‪ .‬ﻻ‬ ‫ﻳﻨﺤﺼﺮ ﺳﻮق أﺑﺤﺎﺛﻨﺎ ﺟﻐﺮاﻓﻴ ًﺎ ™ﻧﻨﺎ ﻧﻌﻤﻞ ﻋﺒﺮ ا¸ﻧﺘﺮﻧﺖ‪،‬‬ ‫وﺑﺎﻟﺘﺎﻟﻲ‪ ،‬اﻟﺴﻮق ﻟﺪﻳﻨﺎ ﻋﺎﻟﻤﻲ‪.‬‬

‫ﺩﻳﺎﻧﺎ ﺍﻟﺪﺟﺎﻧﻲ‬

‫ﻟﺪﻯ ﺳﺆﺍﻟﻬﺎ ﻋﻦ ﺍﳌﻴﺰﺓ ﺍﻟﺘﻲ ﳝﻜﻦ ﺃﻥ ﻳﺠﺪﻫﺎ ﺍﳌﺴﺘﺜﻤﺮ ﻓﻲ‬ ‫‪ ،eduTechnoz‬ﺃﺟﺎﺑﺖ ﺩﻳﺎﻧﺎ‪” ،‬ﻟﻘﺪ ﺃﺛﺒﺘﻨﺎ ﻣﻌﺪﻻﺕ ﲡﺎﻭﺏ ﻋﺎﻟﻴﺔ‪.‬‬ ‫ﻧﺤﻦ ﻧﻌﻠﻢ ﺑﺎﻟﻀﺒﻂ ﺍﳌﻜﺎﺳﺐ ﺍﻟﺘﻲ ﺗﺪﺧﻞ ﺇﻟﻰ ﺍﳌﻮﻗﻊ ﻭﺗﻠﻚ‬ ‫ﺍﻟﺘﻲ ﺗﻨﺘﺞ ﻋﻨﻪ‪ ،‬ﻭﻫﺬﺍ ﻳﻘﻠﻞ ﻣﻦ ﺍﺨﻤﻟﺎﻃﺮ‪ .‬ﻧﺤﻦ ﻧﺮﻳﺪ ﺃﻥ ﺗﻀﻤﻦ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ ﺑﺸﻜﻞ ﻣﺴﺘﻤﺮ ﻭﺃﻥ ﻳﺘﻢ ﺍﻟﺮﺩ ﻋﻠﻰ‬ ‫ﺗﻮﻗﻌﺎﺕ ﻋﻤﻼﺋﻨﺎ ﻭﲡﺎﻭﺯﻫﺎ‪ .‬ﺃﻧﺎ ﻻ ﺃﺭﻳﺪ ﺃﻥ ﻳﺼﺒﺢ ﻫﺬﺍ ﻧﻘﻄﺔ ﺿﻌﻒ‬ ‫ﻋﻨﺪﻧﺎ‪ ،‬ﻓﻨﺤﻦ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺍﻻﻋﺘﻨﺎﺀ ﺑﻬﺬﻩ ﺍﻷﻣﻮﺭ ﻣﻦ ﺃﺟﻞ ﺍﻟﺒﻘﺎﺀ ﻓﻲ‬ ‫ﺻﺪﺍﺭﺓ ﺍﻟﺴﻮﻕ“‪.‬‬ ‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﻭﻓﻘﺎ ﹰ ﻟﻠﺒﻴﺎﻧﺎﺕ ﻟﺪﻳﻬﻢ‪ ،‬ﻓﺒﻌﺪ ﺃﻥ ﻳﻠﻌﺐ ﺍﻷﻃﻔﺎﻝ ﻫﺬﻩ ﺍﻷﻟﻌﺎﺏ‬ ‫ﺗﺘﺤﺴﻦ ﻣﻬﺎﺭﺍﺕ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﺪﻳﻬﻢ ﺑﻨﺴﺒﺔ ‪ .19٪‬ﻳﻬﺪﻑ ﻣﻮﻗﻊ‬ ‫‪ eduTechnoz‬ﺃﻥ ﻳﺼﺒﺢ ﺍﳌﻨﺼﺔ ﺍﳌﻔﻀﻠﺔ ﻟﺘﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﻓﻲ ﺣﲔ ﺃﻥ ﺧﻄﺘﻬﻢ ﻋﻠﻰ ﺍﳌﺪﻯ ﺍﻟﻘﺼﻴﺮ ﻫﻲ ﺍﻟﻌﻤﻞ ﻣﻊ ﺍﺠﻤﻟﻠﺲ‬ ‫ﺍﻷﻋﻠﻰ ﻟﻠﺘﺮﺑﻴﺔ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‪.‬‬ ‫ﻭﺃﺷﺎﺭﺕ ﺩﻳﺎﻧﺎ ﺇﻟﻰ ﺃﺳﻠﻮﺏ ﲤﻜﻨﻬﻢ ﻣﻦ ﺍﻟﺘﻜ ﹼﻴﻒ ﻣﻊ ﺍﻟﺴﻮﻕ‬ ‫ﺍﶈﻠﻲ‪ ،‬ﺇﺫ ﻗﺎﻟﺖ‪” :‬ﺃﻇﻬﺮﺕ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺘﻮﻓﺮﺓ ﻟﺪﻳﻨﺎ ﺃﻥ ﺍﻷﻟﻌﺎﺏ ﻗﺪ‬ ‫ﺍﺳﺘﺨﺪﻣﺖ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ ﺍﻟﻌﺎﻟﻢ ﺃﻛﺜﺮ ﳑﺎ ﺍﺳﺘﺨﺪﻣﺖ ﻣﺤﻠﻴﺎ ﹰ‪.‬‬ ‫ﻟﺬﻟﻚ‪ ،‬ﺃﺩﺭﻛﻨﺎ ﺃﻧﻨﺎ ﺑﺤﺎﺟﺔ ﺇﻟﻰ ﺗﻐﻴﻴﺮ ﻧﻬﺠﻨﺎ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ﻣﺰﻳﺪ‬ ‫ﻣﻦ ﺍﻷﻃﻔﺎﻝ ﺍﳌﻮﺟﻮﺩﻳﻦ ﻫﻨﺎ‪ .‬ﻭﺑﺪ ﻻ ﹰ ﻣﻦ ﺍﻟﺘﺴﻮﻳﻖ ﻟﻠﻤﺴﺘﺨﺪﻡ‬ ‫ﲟﻔﺮﺩﻩ‪ ،‬ﻗﻤﻨﺎ ﺑﺘﻌﺪﻳﻞ ﻧﻬﺠﻨﺎ ﻭﺑﺤﺜﻨﺎ ﻋﻦ ﺳﺒﻞ ﺩﻣﺞ ﺍﳊﻠﻮﻝ ﻟﺪﻳﻨﺎ‬ ‫ﻓﻲ ﺍﳌﺪﺍﺭﺱ ﺍﶈﻠﻴﺔ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ‪ ،‬ﻭﺳﻌﻨﺎ ﻧﻄﺎﻕ ﺍﻟﺘﻌ ﹼﺮ ﻑ ﻭﺍﻟﻮﺻﻮﻝ‬ ‫ﺇﻟﻴﻨﺎ‪ .‬ﻭﻧﺘﻴﺠﺔ ﻟﻬﺬﺍ ﺍﻻﺭﺗﺒﺎﻁ‪ ،‬ﺃﺻﺒﺤﺖ ﻛﺎﻓﺔ ﺃﻟﻌﺎﺑﻨﺎ ﺍﻟﺘﻲ ﻳﺒﻠﻎ‬ ‫ﻋﺪﺩﻫﺎ ‪ 120‬ﺗﺴﺘﻨﺪ ﺇﻟﻰ ﻣﻌﺎﻳﻴﺮ ﺍﺠﻤﻟﻠﺲ ﺍﻷﻋﻠﻰ ﻟﺘﻌﻠﻴﻢ ﺍﻟﻠﻐﺔ‬ ‫ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻭﻋﻼﻭﺓ ﻋﻠﻰ ﺫﻟﻚ‪ ،‬ﻧﻘﻮﻡ ﺑﺈﺿﺎﻓﺔ ﺗﻄﺒﻴﻘﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﺗﺴﻤﺢ‬ ‫ﻟﻠﻤﻌﻠﻤﲔ ﲟﺮﺍﺟﻌﺔ ﻭﺭﺻﺪ ﺍﻟﺘﻘﺪﻡ ﺍﶈﺮﺯ ﻟﺪﻯ ﺍﻟﻄﻔﻞ‪ ،‬ﻛﻤﺎ ﲢﺪﺩ‬ ‫ﻧﻘﺎﻁ ﺍﻟﻀﻌﻒ ﺍﻟﻔﺮﺩﻳﺔ ﻭﺗﻮﺻﻲ ﺑﻠﻌﺒﺔ ﻣﺤﺪﺩﺓ ﻟﻜﻞ ﻃﻔﻞ“‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ر ّواد ا¡ﻋﻤﺎل‬

‫اﺳﺘﻤﺘﻊ ﺑﺎﻟﻠﻐﺔ اﻟﻌﺮﺑﻴﺔ‬ ‫ﻓﻲ ﺧﻀﻢ اﻟﺼﺮاع ﺑﻴﻦ ا¾ﻣﻮﻣﺔ واﻟﻌﻤﻞ اﻟﻴﻮﻣﻲ‪ ،‬اﻧﺘﻬﺰت دﻳﺎﻧﺎ اﻟﺪﺟﺎﻧﻲ‪ ،‬ﻣﺆﺳﺴﺔ ﻣﻮﻗﻊ‬ ‫‪ ،eduTechnoz‬ﻓﺮﺻﺔ ﻋﻤﻞ ﻣﻤﻴّﺰة واﺑﺘﻜﺮت ﻣﺠﻤﻮﻋﺔ أﻟﻌﺎب إﻟﻜﺘﺮوﻧﻴﺔ ﻓﺮﻳﺪة ﻣﻦ ﻧﻮﻋﻬﺎ‪ ،‬ﺗﻌﻠّﻢ‬ ‫ا¾ﻃﻔﺎل اﻟﻠﻐﺔ اﻟﻌﺮﺑﻴﺔ ﺑﻄﺮﻳﻘﺔ ﻣﻤﺘﻌﺔ‪ .‬ﻛﺎن اﻟﻬﺪف ا¾وﻟﻲ أن ﺗﻌﻠﻢ اﺑﻨﻬﺎ وﻣﻦ ﺛﻢ ﺟﻤﻴﻊ ا¾ﻃﻔﺎل‬ ‫اﻟﻨﺎﻃﻘﻴﻦ ﺑﺎﻟﻠﻐﺔ اﻟﻌﺮﺑﻴﺔ ﻓﻲ اﻟﻌﺎﻟﻢ‪ .‬ﺑﻌﺪ ﻓﻮز دﻳﺎﻧﺎ ﺑﺠﺎﺋﺰﺗﻴﻦ ﻓﻲ ﻣﺴﺎﺑﻘﺔ اﻟﻔﻜﺮة ¾ﻓﻀﻞ ﺧﻄﺔ‬ ‫ﻋﻤﻞ ﻓﻲ ﻗﻄﺮ‪ ،‬أﺧﺒﺮت ﺗﻤﺎرا ﺑﻮﺑﻴﻚ ﻋﻦ ﺗﻔﺎﺻﻴﻞ رﺣﻠﺘﻬﺎ اﻟﻤﺬﻫﻠﺔ ﻓﻲ رﻳﺎدة ا¾ﻋﻤﺎل‪.‬‬ ‫ﻭﻓﻘﺎ ﹰ ﻹﺣﺼﺎﺀﺍﺕ ﻣﺨﺘﻠﻔﺔ‪ ،‬ﻓﺈﻥ ﻣﻌﻈﻢ ﺍﻟﻌﺮﺏ ﻳﺮﻭﻥ ﺃﻥ ﺗﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺃﻣ ﹲﺮ‬ ‫ﺻﻌﺐ ‪ .‬ﻣﻦ ﺃﺟﻞ ﻣﻌﺎﳉﺔ ﻫﺬﻩ ﺍﳌﺸﻜﻠﺔ‪ ،‬ﻟﻢ ﻳﻜﻦ ﳕﻮ ‪ eduTechnoz‬ﻛﻤﺠﺮﺩ‬ ‫ﹲ‬ ‫ﺷﺮﻛﺔ ﻧﺎﺷﺌﺔ ﻋﺎﺩﻳﺔ ﺗﺴﻌﻰ ﺇﻟﻰ ﲢﻘﻴﻖ ﺍﻷﺭﺑﺎﺡ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‪ ،‬ﻭﺫﻟﻚ ﻷﻧﻬﺎ ﲡﺴﺪ ﻧ ﹼﻴﺔ‬ ‫ﺻﺎﺩﻗﺔ ﺑﺪﻋﻢ ﻫﺬﺍ ﺍﳉﺰﺀ ﻣﻦ ﺍﻟﺘﺮﺍﺙ ﺍﻟﻌﺮﺑﻲ‪ .‬ﻭﻓﻲ ﻣﺴﺘﻬﻞ ﺣﺪﻳﺜﻨﺎ‪ ،‬ﺃﻭﺿﺤﺖ ﺩﻳﺎﻧﺎ‬ ‫ﺍﻟﺪﺟﺎﻧﻲ‪ ،‬ﻣﺆﺳﺴﺔ ‪ ( www.edutechnoz.com ) eduTechnoz‬ﺃﻥ ﺍﻟﺘﺤﺪﻱ‬ ‫ﺍﻟﺘﻲ ﺗﺴﻌﻰ ﺇﻟﻰ ﺍﻟﺘﻐﻠﺐ ﻋﻠﻴﻪ ﻳﻜﻤﻦ ﻓﻲ ﺣﻘﻴﻘﺔ ﺃﻥ ﺍﻷﻃﻔﺎﻝ ﻏﻴﺮ ﻣﺘﺤﻤﺴﲔ‬ ‫ﻟﺘﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻭﻗﺎﻟﺖ‪” :‬ﺷﻌﺎﺭﻧﺎ ﻫﻮ ﺍﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ ﺍﻷﻃﻔﺎﻝ ﻟﻜﻲ ﻳﻘﻌﻮﺍ‬ ‫ﻓﻲ ﺣﺐ ﻫﺬﻩ ﺍﻟﻠﻐﺔ‪ ،‬ﻭﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﲤﻜﻴﻨﻬﻢ ﻣﻦ ﺇﺗﻘﺎﻥ ﻛﻞ ﺟﺎﻧﺐ ﻣﻦ ﺟﻮﺍﻧﺐ‬ ‫ﻫﺬﻩ ﺍﻟﻠﻐﺔ ﺑﻄﺮﻳﻘﺔ ﳑﺘﻌﺔ‪ .‬ﻟﻐﺘﻨﺎ ﻫﻲ ﺟﻮﻫﺮ ﻫﻮﻳﺘﻨﺎ ﺍﻟﺜﻘﺎﻓﻴﺔ‪ .‬ﻓﻜﻴﻒ ﺳﻴﻜﻮﻥ‬ ‫ﻣﺴﺘﻘﺒﻠﻨﺎ ﺇﺫﺍ ﺗﺨﻠﻴﻨﺎ ﻋﻨﻬﺎ؟“‬ ‫ﺃﻋﺘﺰﻣﺖ ﺩﻳﺎﻧﺎ ﻣﻮﺍﺟﻬﺔ ﺍﻟﻮﺿﻊ ﺍﳊﺎﻟﻲ ﺍﻟﺬﻱ ﻳﻮﺣﻲ ﺑﺄﻥ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻫﻲ ﻟﻐﺔ‬ ‫ﻳﺼﻌﺐ ﺗﻌﻠﻤﻬﺎ‪ .‬ﺑﺮﺃﻳﻬﺎ‪ ،‬ﻳﻨﺘﺞ ﻫﺬﺍ ﺍﻻﻋﺘﻘﺎﺩ ﻣﻦ ﺃﺳﺎﻟﻴﺐ ﺍﻟﺘﺪﺭﻳﺲ ﺍﻟﺘﻲ ﻋﻔﺎ ﻋﻠﻴﻬﺎ‬ ‫ﺍﻟﺰﻣﻦ ﺃﻭ ﻟﻨﻘﺺ ﻓﻲ ﺍﳌﻮﺍﺭﺩ ﺍﳌﻨﺎﺳﺒﺔ ﺍﻟﺘﻲ ﻳﻨﺒﻐﻲ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﳌﻌﻠﻤﲔ‬ ‫ﺍﳌﺒﺪﻋﲔ‪ .‬ﻭﻣﻦ ﻫﺬﺍ ﺍﳌﻨﻄﻠﻖ ﻗﺮﺭﺕ ﺩﻳﺎﻧﺎ ﺗﻌﺰﻳﺰ ﺍﻫﺘﻤﺎﻡ ﺍﻷﻃﻔﺎﻝ ﻭﺗﺸﺠﻴﻌﻬﻢ ﻟﺘﻌﻠﻢ‬ ‫ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﻭﻛﺬﻟﻚ ﺗﻮﻓﻴﺮ ﺍﳌﻮﺍﺩ ﺍﻟﺘﻌﻠﻴﻤﻴﺔ ﺍﳌﻼﺋﻤﺔ‪ ،‬ﺍﻟﺘﻲ ﻣﻦ ﺷﺄﻧﻬﺎ ﺩﻋﻢ‬ ‫ﻃﺮﻳﻘﺔ ﺍﻟﺘﻌ ﹼﻠﻢ‪ .‬ﻭﻟﻔﺘﺖ ﺇﻟﻰ ﺃﻥ ”‪ eduTechnoz‬ﻫﻮ ﺍﳊﻞ ﺍﻟﺬﻱ ﻳﺘﻀﻤﻦ ﺃﻟﻌﺎﺑﺎ ﹰ‬ ‫ﺇﻟﻜﺘﺮﻭﻧﻴﺔ‪ ،‬ﻟﺘﻌﻠﻴﻢ ﺍﻷﻃﻔﺎﻝ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﻭﺍﻷﺩﺍﺓ ﺍﻹﺩﺍﺭﻳﺔ ﺍﻟﺘﻲ ﺗﺮﺍﻗﺐ ﺍﺳﺘﺨﺪﺍﻣﻪ‬ ‫ﻟﻬﺎ ﻣﻦ ﻗﺒﻞ ﺍﳌﻌﻠﻤﲔ ﻓﻲ ﻓﺼﻮﻟﻬﻢ ﺍﻟﺪﺭﺍﺳﻴﺔ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺗﺄﻣﲔ ﺧﺪﻣﺎﺕ ﻣﺨﺘﻠﻔﺔ‬ ‫ﲟﺎ ﻓﻲ ﺫﻟﻚ ﺑﺮﺍﻣﺞ ﺍﻟﺘﺪﺭﻳﺐ ﻟﻠﻤﻌﻠﻤﲔ ﻭﺍﻟﺪﻋﻢ‪ ،‬ﻓﻀﻼﹰ ﻋﻦ ﺗﻘﺪﱘ ﺗﻘﺎﺭﻳﺮ ﺣﻮﻝ ﺍﻟﺘﻘﺪﻡ‬ ‫ﺍﻟﺬﻱ ﺃﺣﺮﺯﻩ ﺍﻷﻃﻔﺎﻝ ﺑﻌﺪ ﺍﺧﺘﺒﺎﺭ ﻫﺬﻩ ﺍﻻﻟﻌﺎﺏ‪ .‬ﻧﺤﻦ ﻓﺨﻮﺭﻭﻥ ﺑﺄﻥ ﺍﳌﻮﻗﻊ ﺁﻣﻦ ﻟﻸﻃﻔﺎﻝ‬ ‫ﻷﻧﻨﺎ ﻻ ﻧﺴﻤﺢ ﻟﻬﻢ ﺑﺘﺤﻤﻴﻞ ﺍﻟﺼﻮﺭ ﺍﳋﺎﺻﺔ ﺑﻬﻢ ﺃﻭ ﺍﻻﻧﺘﻘﺎﻝ ﺇﻟﻰ ﺑﻌﺾ ﺍﳌﻮﺍﻗﻊ‬ ‫ﺍﻷﺧﺮﻯ‪ ،‬ﻛﻤﺎ ﻻ ﻧﺴﻤﺢ ﺑﻮﺿﻊ ﺍﻹﻋﻼﻧﺎﺕ ﻓﻲ ﻗﺴﻢ ﺍﻷﻃﻔﺎﻝ“‪.‬‬ ‫ﺍﻟﺒﺪﺍﻳﺎﺕ‬ ‫ﺑﺪﺃﺕ ﺩﻳﺎﻧﺎ ﻣﺴﻴﺮﺗﻬﺎ ﻓﻲ ﲢﻮﻳﻞ ﻫﺬﻩ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺇﻟﻰ ﻓﺮﺻﺔ ﻋﻤﻞ‪ ،‬ﺩﺍﺧﻞ ﺃﺳﺮﺗﻬﺎ‪،‬‬ ‫ﻭﻫﺬﺍ ﻣﺎ ﻳﺜﺒﺖ ﺇﺧﻼﺻﻬﺎ ﳉﻤﻴﻊ ﻋﻤﻼﺀ ‪ eduTechnoz‬ﺍﳌﺴﺘﻘﺒﻠﻴﲔ‪” .‬ﺭﺍﻭﺩﺗﻨﻲ ﻓﻜﺮﺓ‬ ‫‪18‬‬

‫‪ eduTechnoz‬ﻋﻨﺪﻣﺎ ﻛﺎﻥ ﻳﺒﻠﻎ ﺍﺑﻨﻲ ﻣﻦ ﺍﻟﻌﻤﺮ ﺧﻤﺲ ﺳﻨﻮﺍﺕ‪ .‬ﻛﺎﻥ ﻳﻌﺎﻧﻲ ﻣﻦ‬ ‫ﺻﻌﻮﺑﺔ ﻓﻲ ﺇﳒﺎﺯ ﻓﺮﻭﺿﻪ ﺍﳌﻨﺰﻟﻴﺔ ﻓﻲ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﻟﺬﻟﻚ ﺍﺑﺘﻜﺮﺕ ﻟﻪ ﻟﻌﺒﺔ‪ .‬ﻟﻌﺒﻨﺎ‬ ‫ﳌﺪﺓ ‪ 20‬ﺩﻗﻴﻘﺔ‪ ،‬ﻭﻗﺪ ﺍﺗﻘﻦ ﺍﳌﻬﺎﺭﺍﺕ ﺍﻟﺘﻲ ﺃﺭﺩﺗﻪ ﺃﻥ ﻳﺘﻘﻨﻬﺎ‪ .‬ﻭﻟﻜﻦ‪ ،‬ﺍﻷﻫﻢ ﻣﻦ ﺫﻟﻚ‪ ،‬ﻫﻮ‬ ‫ﺃﻧﻪ ﻃﻠﺐ ﻣﻦ ﺗﻠﻘﺎﺀ ﻧﻔﺴﻪ‪ ،‬ﺃﻥ ﻳﻠﻌﺐ ﺍﻟﻠﻌﺒﺔ ﻣﺮﺓ ﺃﺧﺮﻯ“‪.‬‬ ‫ﺳﻤﺤﺖ ﻟﻬﺎ ﻫﺬﻩ ﺍﻟﺮﺅﻳﺔ ﺑﻔﻬﻢ ﻛﻴﻔﻴﺔ ﺟﺬﺏ ﺍﻫﺘﻤﺎﻡ ﺍﻷﻃﻔﺎﻝ‪ ،‬ﺇﺫ ﻗﺎﻟﺖ ”ﺃﻧﺎ ﺃﺅﻣﻦ‬ ‫ﻛﺜﻴﺮﺍ ﹰ ﺑﺎﻟﺘﻌﺰﻳﺰ ﺍﻟﺪﺍﺧﻠﻲ‪ ،‬ﻭﻟﻴﺲ ﺍﳋﺎﺭﺟﻲ‪ .‬ﻳﺮﻛﺰ ﺍﻟﻨﺎﺱ ﺣﺎﻟﻴﺎ ﹰ ﻋﻠﻰ ﺧﻠﻖ ﺃﻧﺸﻄﺔ‬ ‫ﻣﺨﺘﻠﻔﺔ ﻟﻸﻃﻔﺎﻝ ﻟﺘﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻭﻟﻜﻦ‪ ،‬ﻟﺪﻯ ﺍﻧﺘﻬﺎﺀ ﻫﺬﺍ ﺍﻟﻨﺸﺎﻁ‪ ،‬ﻻ ﻳﻄﻠﺐ‬ ‫ﺍﻟﻄﻔﻞ ﺃﻥ ﻳﺘﻌﻠﻢ ﺍﳌﺰﻳﺪ‪ .‬ﻭﻟﻜﻦ ﺇﺫﺍ ﺍﻗﺘﺮﺑﻨﺎ ﻣﻦ ﺍﻷﻃﻔﺎﻝ ﺑﻄﺮﻳﻘﺔ ﳑﺘﻌﺔ‪ ،‬ﺳﻴﺘﻤﻜﻨﻮﻥ‬ ‫ﻣﻦ ﺗﻐﻴﻴﺮ ﺳﻠﻮﻛﻬﻢ ﲡﺎﻩ ﺍﻟﻠﻐﺔ‪ .‬ﻟﺬﻟﻚ‪ ،‬ﻳﺠﺐ ﺃﻥ ﺗﺄﺗﻲ ﺍﳌﺒﺎﺩﺭﺓ ﻣﻦ ﺍﻟﺪﺍﺧﻞ‪ .‬ﻭﺃﻋﺘﻘﺪ ﺃﻥ‬ ‫ﻫﺬﻩ ﺃﻓﻀﻞ ﻭﺳﻴﻠﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻗﺎﺭﺉ ﻣﺎﻫﺮ“‪.‬‬ ‫ﲟﺎ ﺃﻧﻬﺎ ﻛﺎﻧﺖ ﺗﻌﻤﻞ ﻓﻲ ﺫﻟﻚ ﺍﻟﻮﻗﺖ‪ ،‬ﻟﻢ ﻳﻜﻦ ﻟﺪﻳﻬﺎ ﺍﻟﻮﻗﺖ ﺍﻟﻜﺎﻓﻲ ﻟﺘﻌﺰﻳﺰ‬ ‫ﻣﻬﺎﺭﺍﺕ ﺍﺑﻨﻬﺎ ﻓﻲ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻟﺬﺍ‪ ،‬ﺍﺳﺘﺨﺪﻣﺖ ﺧﺒﺮﺗﻬﺎ ﻓﻲ ﻣﺠﺎﻝ ﻫﻨﺪﺳﺔ‬ ‫ﺍﻟﻜﻤﺒﻴﻮﺗﺮ ﻭﺧﺒﺮﺗﻬﺎ ﺍﳌﻬﻨﻴﺔ ﻓﻲ ﻗﻄﺎﻉ ﺍﻷﻋﻤﺎﻝ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﻟﻠﻘﻴﺎﻡ‬ ‫ﺑﺒﺤﺚ ﺷﺎﻣﻞ‪ .‬ﻭﻓﻲ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ‪ ،‬ﻗﺎﻟﺖ ”ﻗﻤﺖ ﺑﻜﻞ ﺍﻟﺒﺤﻮﺙ ﲟﻔﺮﺩﻱ ﲟﺎ ﺃﻧﻨﻲ‬ ‫ﻛﻨﺖ ﻣﻬﺘﻤﺔ ﺟﺪ ﺍ ﹰ ﻓﻲ ﺗﻄﻮﻳﺮ ﻫﺬﺍ ﺍﻟﻌﻤﻞ‪ .‬ﻗﺎﺭﻧﺖ ﺍﻷﺑ���ﺎﺙ ﲟﺎ ﻛﺎﻥ ﻗﺎﺋﻤﺎ ﹰ ﻓﻲ ﺫﻟﻚ‬ ‫ﺍﻟﻮﻗﺖ ﺑﺎﻟﻨﺴﺒﺔ ﻟﺘﻌﻠﻢ ﺍﻟﻠﻐﺔ ﺍﻹﳒﻠﻴﺰﻳﺔ ﺃﻭ ﺍﻟﺼﻴﻨﻴﺔ ﻟﻠﺘﺤﻘﻖ ﻣﻦ ﺍﻷﺳﻠﻮﺏ ﺍﻟﺬﻱ‬ ‫ﻳﺴﺘﺨﺪﻣﻮﻧﻪ ﳉﺬﺏ ﺍﻷﻃﻔﺎﻝ‪ .‬ﺍﺳﺘﻐﺮﻗﻨﻲ ﺍﻷﻣﺮ ﺳﻨﺔ ﻟﺘﻌ ﹼﻠﻢ ﻛﻴﻔﻴﺔ ﺗﺼﻤﻴﻢ‬ ‫ﺍﻷﻟﻌﺎﺏ‪ .‬ﻗﻤﻨﺎ ﺑﺘﻨﻈﻴﻢ ﻣﺠﻤﻮﻋﺎﺕ ﻣﺘﻌﺪﺩﺓ ﺗﻀﻢ ﺍﳉﻬﺎﺕ ﺍﳌﻌﻨﻴﺔ ﺑﻔﻬﻢ ﺍﺣﺘﻴﺎﺟﺎﺕ‬ ‫ﺍﻷﻃﻔﺎﻝ ﻭﺍﻵﺑﺎﺀ ﻭﺍﻷﻣﻬﺎﺕ ﻭﻛﺬﻟﻚ ﺍﳌﻌﻠﻤﲔ ﻭﻣﻨﺴﻘﻲ ﺍﻟﻠﻐﺔ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﺃﻧﺸﺄﻧﺎ ﻓﻲ‬ ‫ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﻋﺎﻡ ‪ 2011‬ﺍﳌﻮﻗﻊ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ ﺍﻟﺬﻱ ﻛﺎﻥ ﻳﻀﻢ ﺧﻤﺲ ﺃﻟﻌﺎﺏ‬ ‫ﻓﻘﻂ ﻣﻦ ﺃﺟﻞ ﺍﺧﺘﺒﺎﺭ ﺍﻟﺴﻮﻕ‪ .‬ﻛﻨﺖ ﺳﻌﻴﺪﺓ ﺟﺪ ﺍ ﹰ ﻣﻦ ﺍﻟﻨﺘﺎﺋﺞ ﲟﺎ ﺃﻧﻪ ﻛﺎﻥ ﻫﻨﺎﻙ‬ ‫ﲡﺎﻭﺏ ﻗﻮﻱ‪ ،‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﺃﻛﺪ ﺃﻥ ﺍﻟﻄﻠﺐ ﻋﻠﻰ ﻫﺬﻩ ﺍﻷﻟﻌﺎﺏ ﻣﻮﺟﻮﺩ‪ .‬ﻛﺎﻧﺖ ﺍﳋﻄﻮﺓ‬ ‫ﺍﻟﺘﺎﻟﻴﺔ ﺗﻘﺪﱘ ‪ 20‬ﻟﻌﺒﺔ ﺟﺪﻳﺪﺓ‪ ،‬ﻛﺎﻧﺖ ﻛﻠﻬﺎ ﻣﺠﺎﻧﻴﺔ ﻓﻲ ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﻭﻗﺪ ﻃﻠﺒﻨﺎ ﻓﻘﻂ‬ ‫ﺍﻟﺘﺴﺠﻴﻞ ﲟﺎ ﺃﻧﻨﺎ ﺃﺭﺩﻧﺎ ﻣﻌﺮﻓﺔ ﻋﺪﺩ ﺍﳌﺴﺘﺨﺪﻣﲔ ﺍﳌﺴﺠﻠﲔ ﺍﻟﺬﻳﻦ ﺳﻴﺸﺘﺮﻭﻥ ﻫﺬﻩ‬ ‫ﺍﻷﻟﻌﺎﺏ ﺑﺎﻟﻔﻌﻞ“‪.‬‬


‫ﺗﺴﺘﻐﺮﻗﻪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﻟﺪﺧﻮﻝ ﺍﻟﺴﻮﻕ ﻛﻤﺎ ﳝﻜﻦ ﺃﻥ‬ ‫ﺗﺴﺎﻫﻢ ﺃﻳﻀﺎ ﹰ ﻓﻲ ﲢﺴﲔ ﺍﻟﺘﺪﻓﻘﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﻻﺳﺘﺜﻤﺎﺭﻳﺔ ﻟﻠﺒﻠﺪ‪.‬‬

‫ﻣﺎ ﻫﻲ ﻧﺼﻴﺤﺘﻚ ﻟﻠﺸﺮﻛﺎﺕ ﺍﳌﺒﺘﺪﺋﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﻋﺪﺓ ﻋﻮﺍﻣﻞ ﻳﻨﺒﻐﻲ ﻋﻠﻰ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺒﺘﺪﺋﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺗﻮﺟﺪ ﹼ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﺃﻥ ﺗﺄﺧﺬﻫﺎ ﺑﻌﲔ ﺍﻻﻋﺘﺒﺎﺭ‪ .‬ﻫﺬﻩ ﺑﻌﺾ ﺍﻟﻨﺼﺎﺋﺢ‬ ‫ﺍﻟﺘﻲ ﳝﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻋﻠﻰ ﲢﻘﻴﻖ‬ ‫ﺃﻫﺪﺍﻓﻬﺎ‪:‬‬ ‫■ ﺍﶈﺎﻓﻈﺔ ﻋﻠﻰ ﺗﻘﺎﺭﻳﺮ ﺍﳌﺮﺍﺟﻌﺔ‬ ‫ﻣﻦ ﺍﻷﻓﻀﻞ ﺗﺪﻗﻴﻖ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﳌﺎﻟﻴﺔ ﺍﳋﺎﺻﺔ ﻣﻨﺬ ﺍﻟﺒﺪﺍﻳﺔ‪ .‬ﺣﺘﻰ ﻟﻮ‬ ‫ﻟﻢ ﻳﻜﻦ ﻫﻨﺎﻙ ﺍﺣﺘﻴﺎﺟﺎﺕ ﻓﻮﺭﻳﺔ ﻟﻠﺘﻤﻮﻳﻞ ﺍﳋﺎﺭﺟﻲ‪ ،‬ﺳﻴﺤﻤﻲ ﺗﻘﺮﻳﺮ‬ ‫ﺍﻻﻧﻀﺒﺎﻁ ﺍﻷﻋﻤﺎﻝ ﻭﺳﻴﻀﻌﻚ ﲟﻮﻗﻊ ﺟ ﹼﻴﺪ ﻓﻲ ﺣﺎﻝ ﻇﻬﺮﺕ ﻣﺘﻄﻠﺒﺎﺕ‬ ‫ﲤﻮﻳﻞ ﻓﻲ ﺍﳌﺴﺘﻘﺒﻞ‪.‬‬ ‫■ ﺍﻻﺳﺘﻤﺎﻉ ﺇﻟﻰ ﻣﺘﻄﺒﺎﺕ ﺍﻟﺴﻮﻕ‬ ‫ﺍﻧﺘﺒﻪ ﺩﺍﺋﻤﺎ ﹰ ﺇﻟﻰ ﻣﺎ ﻳﻘﻮﻟﻪ ﻋﻤﻼﺋﻚ‪ .‬ﺗﺄﻛﺪ ﻣﻦ ﺭﺻﺪ ﺍﲡﺎﻫﺎﺕ ﺍﻟﻌﻤﻼﺀ ﻭﺗﻐ ﹼﻴﺮﺍﺕ‬ ‫ﺍﻟﺴﻮﻕ ﻭﺍﺳﺮﻉ ﻓﻲ ﺍﻟﺘﺼﺮﻑ ﺑﺤﺴﺒﻬﺎ ﻭﺇﻻ ﺳﺘﺨﺴﺮ ﻋﻤﻼﺋﻚ ﺍﻟﻜﺮﺍﻡ‪.‬‬ ‫■ ﺇﺑﻘﺎﺀ ﺍﻟﻨﻈﺮ ﻋﻠﻰ ﺍﻟﺴﻮﻕ‬ ‫ﺍﻧﺘﺒﻪ ﻣﻦ ﺍﻟﺘﻐﻴﻴﺮ‪ .‬ﺑﻬﺪﻑ ﲢﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ ﻓﻲ ﻣﺠﺎﻝ ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﻟﺘﺠﺎﺭﻳﺔ‪ ،‬ﻋﻠﻴﻚ ﺃﻥ ﺗﻜﻮﻥ ﻗﺎﺩﺭ ﺍ ﹰ ﻋﻠﻰ ﺗﻜﻴﻴﻒ ﺍﻟﺴﻠﻊ ﻭﺍﳋﺪﻣﺎﺕ‬ ‫ﻟﺪﻳﻚ ﻣﻊ ﻣﺨﺘﻠﻒ ﺍﳌﻨﺎﺧﺎﺕ‪ .‬ﻓﺎﻷﻣﻮﺭ ﺍﻟﺘﻲ ﺳﺎﻋﺪﺗﻚ ﻋﻠﻰ ﺍﻟﻨﺠﺎﺡ‬ ‫ﺍﻟﻌﺎﻡ ﺍﳌﺎﺿﻲ ﻗﺪ ﻻ ﺗﻨﺠﺢ ﻫﺬﺍ ﺍﻟﻌﺎﻡ‪ .‬ﻋﻠﻴﻚ ﺃﻥ ﺗﻜﻮﻥ ﻣﺴﺘﻌﺪ ﺍ ﹰ‬ ‫ﻻﺣﺘﻀﺎﻥ ﺍﻷﻓﻜﺎﺭ ﺍﳉﺪﻳﺪﺓ‪ ،‬ﻭﺗﻨﻤﻴﺔ ﻋﻤﻠﻚ ﻭﺍﻟﺘﺮﺣﻴﺐ ﺑﺎﻷﺷﺨﺎﺹ‬ ‫ﺍﳉﺪﺩ‪.‬‬ ‫■ ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﺣﺎﻓﻆ ﻋﻠﻰ ﺷﺒﻜﺘﻚ ﺍﳌﻬﻨﻴﺔ ﻭﻭﺍﺻﻞ ﺗﻄﻮﻳﺮﻫﺎ ﻟﻠﺘﻌﻠﻢ ﻣﻦ ﺭﺟﺎﻝ‬ ‫ﺍﻷﻋﻤﺎﻝ ﺍﻟﺒﺎﺭﺯﻳﻦ‪ .‬ﺍﻧﻀﻢ ﺇﻟﻰ ﻣﺠﺎﻟﺲ ﺍﻷﻋﻤﺎﻝ‪ ،‬ﺷﺎﺭﻙ ﻓﻲ ﺍﻟﻔﻌﺎﻟﻴﺎﺕ‬ ‫ﺍﳌﺮﺗﺒﻄﺔ ﺑﻌﻤﻠﻚ ﻭﺍﳊﻠﻘﺎﺕ ﺍﻟﺪﺭﺍﺳﻴﺔ ﺃﻭ ﺗﻮﺍﺻﻞ ﻣﻊ ﺍﻟﻔﺮﻕ ﺍﳌﻬﻨﻴﺔ‬ ‫ﻋﻠﻰ ‪.LinkedIn‬‬ ‫■ ﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺻﺔ‬ ‫ﻣﻦ ﺍﳌﻬﻢ ﺃﻥ ﺗﺒﺮﻫﻦ ﻋﻦ ﺭﻏﺒﺔ ﻓﻲ ”ﺍﻻﻧﺨﺮﺍﻁ“ ﻭﻓﻲ ﻧﻔﺲ ﺍﻟﻮﻗﺖ ﺃﻥ‬ ‫ﺗﺒﻘﻰ ﻣﺘﺄﻛﺪﺍ ﹰ ﻭﻭﺍﺛﻘﺎ ﹰ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻰ ﺍﻏﺘﻨﺎﻡ ﺍﻟﻔﺮﺻﺔ ﺑﺸﻜﻞ‬

‫ﻫﻨﺎك ﻓﺮص ﻻ ﺗﻌﺪ وﻻ ﺗﺤﺼﻰ ﻟﻠﺸﺮﻛﺎت اﻟﺼﻐﻴﺮة‬ ‫واﻟﻤﺘﻮﺳﻄﺔ ﺿﻤﻦ ﻋ ّﺪة ﻗﻄﺎﻋﺎت ﻏﻴﺮ ﻧﻔﻄﻴﺔ‪ .‬ﻟﻘﺪ‬ ‫ﻛﺎﻧﺖ ﺻﻨﺎﻋﺔ اﻟﺘﺠﺰﺋﺔ‪ ،‬ﻋﻠﻰ ﺳﺒﻴﻞ اﻟﻤﺜﺎل‪ ،‬واﺣﺪة ﻣﻦ‬ ‫أﺳﺮع اﻟﻘﻄﺎﻋﺎت ﻧﻤﻮ ًا ﻓﻲ اﻟﺒﻼد‪.‬‬

‫ﻭﺳﻊ ﻧﻄﺎﻕ‬ ‫ﺗﺎﻡ‪ .‬ﺍﺗﺨﺬ ﻗﺮﺍﺭﺍﺕ ﺟﺮﻳﺌﺔ‪ ،‬ﻷﻧﻬﺎ ﻗﺪ ﺗﺆﺩﻱ ﺇﻟﻰ ﺃﺭﺑﺎﺡ! ﹼ‬ ‫ﺗﻔﻜﻴﺮﻙ‪ ،‬ﻭﺍﺳﺄﻝ ﻧﻔﺴﻚ ﺇﺫﺍ ﳝﻜﻦ ﺃﻥ ﻳﻨﺠﺢ ﻋﻤﻠﻚ ﻓﻲ ﺃﺳﻮﺍﻕ ﺃﺧﺮﻯ‬ ‫ﻣﻦ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺍﻷﻫﻢ ﻣﻦ ﺫﻟﻚ‪ ،‬ﺇﺫﺍ ﺗﺘﻮﺍﻓﻖ ﺃﻋﻤﺎﻟﻚ ﻣﻊ ﺍﻟﺮﺅﻳﺔ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻳﺔ ﻟﻠﺒﻠﺪ‪.‬‬

‫ﲟﺎ ﺃﻧﻚ ﺗﻌﻤﻞ ﻓﻲ ﻗﻄﺮ ﻣﻨﺬ ﺑﻌﺾ ﺍﻟﻮﻗﺖ‪ ،‬ﻣﺎ ﻫﻮ ﺑﺮﺃﻳﻚ ﺍﻟﻘﻄﺎﻉ ‪/‬‬ ‫ﺍﺠﻤﻟﺎﻝ ﺍﻟﺘﺎﻟﻲ ﺍﻟﺬﻱ ﻳﺠﺐ ﺍﺳﺘﻜﺸﺎﻓﻪ ﻭﺍﻟﺬﻱ ﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﲟﺜﺎﺑﺔ‬ ‫ﻓﻜﺮﺓ ﻋﻈﻴﻤﺔ ﻟﺮ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﺍﳉﺪﻳﺪﺓ؟‬ ‫ﺗﹸﻌﺘﺒﺮ ﻗﻄﺮ ﻣﻦ ﺑﲔ ﺍﻟﺪﻭﻝ ﺍﻷﻛﺜﺮ ﺍﺯﺩﻫﺎﺭﺍ ﹰ ﻓﻲ ﺍﻟﻌﺎﻟﻢ ﻭﻫﻲ ﲢﺘﻮﻱ ﻋﻠﻰ‬ ‫ﺍﻻﻗﺘﺼﺎﺩ ﺍﻷﺳﺮﻉ ﳕﻮﺍ ﹰ ﻓﻲ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪ .‬ﺗﺸﺎﺭﻙ ﻫﺬﻩ‬ ‫ﺍﻟﺪﻭﻟﺔ ﻓﻲ ﻣﺴﻌﻰ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻟﺘﻨﻮﻳﻊ ﺍﻗﺘﺼﺎﺩﻫﺎ ﺑﻌﻴﺪﺍ ﹰ ﻋﻦ ﺑﻴﻊ‬ ‫ﻣﻮﺍﺭﺩﻫﺎ ﺍﻟﻄﺒﻴﻌﻴﺔ ﺍﶈﺪﻭﺩﺓ ﺑﺎﻋﺘﻤﺎﺩ ﳕﺎﺫﺝ ﺃﻛﺜﺮ ﺍﺳﺘﺪﺍﻣﺔ‪ ،‬ﲟﺎ ﻓﻲ ﺫﻟﻚ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳌﺎﻟﻴﺔ ﺍﻟﻌﺎﳌﻴﺔ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﻟﺴﻴﺎﺣﺔ ﻭﻭﺟﻬﺎﺕ ﺍﻟﻔﻌﺎﻟﻴﺎﺕ‬ ‫ﺍﻟﺮﻳﺎﺿﻴﺔ‪ ،‬ﻭﺇﻧﺸﺎﺀ ﺧﻄﻮﻁ ﻃﻴﺮﺍﻥ ﻋﺎﳌﻴﺔ ”ﺍﳋﻄﻮﻁ ﺍﳉﻮﻳﺔ ﺍﻟﻘﻄﺮﻳﺔ“‪،‬‬ ‫ﻭﻣﺮﻛﺰ ﻣﺎﻟﻲ ﻋﺎﳌﻲ‪.‬‬ ‫ﻫﻨﺎﻙ ﻓﺮﺹ ﻻ ﺗﻌﺪ ﻭﻻ ﲢﺼﻰ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﺿﻤﻦ ﻋﺪﺓ ﻗﻄﺎﻋﺎﺕ ﻏﻴﺮ ﻧﻔﻄﻴﺔ‪ .‬ﻟﻘﺪ ﻛﺎﻧﺖ ﺻﻨﺎﻋﺔ ﺍﻟﺘﺠﺰﺋﺔ‪ ،‬ﻋﻠﻰ‬ ‫ﺳﺒﻴﻞ ﺍﳌﺜﺎﻝ‪ ،‬ﻭﺍﺣﺪﺓ ﻣﻦ ﺃﺳﺮﻉ ﺍﻟﻘﻄﺎﻋﺎﺕ ﳕﻮ ﺍ ﹰ ﻓﻲ ﺍﻟﺒﻼﺩ‪ .‬ﻣﻊ ﺗﺰﺍﻳﺪ‬ ‫ﺍﻧﺘﺸﺎﺭ ﺍﻹﻧﺘﺮﻧﺖ‪ ،‬ﺃﺻﺒﺢ ﺍﳌﺴﺘﻬﻠﻜﻮﻥ ﻓﻲ ﺍﻟﺒﻼﺩ ﻋﻠﻰ ﻧﺤﻮ ﻣﺘﺰﺍﻳﺪ‬ ‫ﻣﻠﻤﲔ ﺃﻛﺜﺮ ﺑﻮﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﻭﻳﻈﻬﺮﻭﻥ ﻣﻴﻼﹰ ﻟﻠﺸﺮﺍﺀ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪.‬‬ ‫ﺗﻨﺘﺸﺮ ﻣﺠﻤﻮﻋﺔ ﻣﻮﺍﻗﻊ ﺍﻟﺸﺮﺍﺀ ﻋﺒﺮ ﺍﻻﻧﺘﺮﻧﺖ ﻓﻲ ﺟﻤﻴﻊ ﺃﻧﺤﺎﺀ‬ ‫ﺍﻟﻌﺎﻟﻢ‪ ،‬ﻭﻗﺪ ﻭﺟﺪﺕ ﺃﻳﻀﺎ ﹰ ﻣﻜﺎﻧﺔ ﳑ ﹼﻴﺰﺓ ﺑﲔ ﺍﳌﺴﺘﻬﻠﻜﲔ ﻓﻲ ﺩﻭﻝ‬ ‫ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‪.‬‬ ‫ﻳﹸﻌﺘﺒﺮ ﺃﻳﻀﺎ ﹰ ﻗﻄﺎﻉ ﺍﻟﺘﻐﺬﻳﺔ ﻣﻦ ﺑﲔ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﳌﻬﻤﺔ‪ .‬ﺑﺴﺒﺐ‬ ‫ﺍﻟﻨﻘﺺ ﻓﻲ ﺍﳌﻴﺎﻩ ﻭﻋﺪﻡ ﻭﺟﻮﺩ ﺍﻷﺭﺍﺿﻲ ﺍﻟﺼﺎﳊﺔ ﻟﻠﺰﺭﺍﻋﺔ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﲢﺘﺎﺝ ﺍﻟﺒﻼﺩ ﺇﻟﻰ ﺍﺳﺘﻴﺮﺍﺩ ﻣﻌﻈﻢ ﺍﺣﺘﻴﺎﺟﺎﺗﻬﺎ ﺍﻟﻐﺬﺍﺋﻴﺔ‪ .‬ﻭﻣﻦ‬ ‫ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﺰﺩﺍﺩ ﺍﻻﺳﺘﻴﺮﺍﺩ ﺑﺴﺮﻋﺔ ﺑﺴﺒﺐ ﺍﻟﻨﻤﻮ ﺍﻟﺴﻜﺎﻧﻲ‪ ،‬ﻭﺯﻳﺎﺩﺓ‬ ‫ﻧﺼﻴﺐ ﺍﻟﻔﺮﺩ ﻣﻦ ﺍﻟﺪﺧﻞ ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﺳﻴﺆﺩﻱ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﻓﻲ ﻧﺼﻴﺐ‬ ‫ﺍﻟﻔﺮﺩ ﻣﻦ ﺍﻻﺳﺘﻬﻼﻙ‪.‬‬ ‫ﻭﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺫﻟﻚ‪ ،‬ﻭﺿﻌﺖ ﻗﻄﺮ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻟﺒﺮﺍﻣﺞ‬ ‫ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﻭﺍﻟﺘﺸﺮﻳﻌﻴﺔ ﻹﺻﻼﺡ ﺍﻟﻘﻄﺎﻉ ﺍﳌﺎﻟﻲ ﻣﻦ ﺃﺟﻞ ﺟﺬﺏ‬ ‫ﻣﺰﻳﺪ ﻣﻦ ﺍﻟﻜﻴﺎﻧﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﻟﻠﻤﺸﺎﺭﻛﺔ‪ ،‬ﻭﻛﺬﻟﻚ ﻟﺘﺸﺠﻴﻊ ﺍﻟﻨﻤﻮ‬ ‫ﻓﻲ ﻗﻄﺎﻉ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻟﺘﻮﻓﻴﺮ ﻗﺎﻋﺪﺓ ﺍﻻﻛﺘﻔﺎﺀ‬ ‫ﺍﻟﺬﺍﺗﻲ ﻟﻼﻗﺘﺼﺎﺩ ﺍﶈﻠﻲ‪ .‬ﺳﺎﻫﻢ ﻣﺮﻛﺰ ﻗﻄﺮ ﻟﻠﻤﺎﻝ ﺃﻳﻀﺎ ﹰ ﺑﻬﺬﺍ‬ ‫ﺍﻟﺘﻘﺪﻡ ﻣﻦ ﺧﻼﻝ ﺧﻠﻖ ﻫﻮﻳﺔ ﻣﺘﺨﺼﺼﺔ ﻛﻤﺮﻛﺰ ﻋﺎﳌﻲ ﻭﺫﻟﻚ ﻋﺒﺮ‬ ‫ﻋﺮﻭﺿﻪ ﺍﳌﺮﻛﺰﺓ ﺑﺸﻜﻞ ﺧﺎﺹ ﻋﻠﻰ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﳌﺎﻟﻴﺔ ﻣﺜﻞ ﺍﻟﺘﺄﻣﲔ‬ ‫ﻭﺃﺳﻮﺍﻕ ﺇﻋﺎﺩﺓ ﺍﻟﺘﺄﻣﲔ‪.‬‬ ‫ﻭﻣﻊ ﺫﻟﻚ‪ ،‬ﺃﻋﻄﺖ ﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻘﻄﺮﻳﺔ ﺍﻷﻭﻟﻮﻳﺔ ﻟﻘﻄﺎﻋﻲ ﺍﻟﺘﻌﻠﻴﻢ‬ ‫ﻭﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺼﺤﻴﺔ ﻛﻘﻄﺎﻋﺎﺕ ﺃﺳﺎﺳﻴﺔ ﻟﻠﺘﻨﻤﻴﺔ‪ .‬ﻭﺗﻜﺜﺮ ﻫﺬﻩ‬ ‫ﺍﻟﻔﺮﺹ ﺃﻣﺎﻡ ﺷﺮﻛﺎﺕ ﻣﻦ ﻣﺨﺘﻠﻒ ﺍﻷﻧﻮﺍﻉ‪ ،‬ﻭﻟﻜﻦ ﺗﻠﻚ ﺍﻟﺘﻲ‬ ‫ﺳﺘﺤﻘﻖ ﻧﺘﺎﺋﺞ ﺃﻓﻀﻞ ﺳﺘﻀﻤﻦ ﺃﻥ ﺗﻜﻮﻥ ﻣﻨﺘﺠﺎﺗﻬﺎ ﻣﻨﺎﺳﺒﺔ‬ ‫ﻟﻠﺴﻮﻕ ﺍﻟﻘﻄﺮﻱ ﻭﺗﺘﻤﺎﺷﻰ ﻣﻊ ﺍﻟﺮﺅﻳﺔ ﺍﻟﻮﻃﻨﻴﺔ ﻟﻌﺎﻡ ‪.2030‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫اﺳﺘﺜﻤﺎر‬

‫ﺣﺪد ﻫﺪﻓﻚ‬ ‫ﺗﺤﺘﺎج ﻛﻞ ﺷﺮﻛﺔ أﺟﻨﺒﻴﺔ ﺗﺮﻏﺐ ﺑﺎﻟﻌﻤﻞ ﻓﻲ ﻗﻄﺮ إﻟﻰ اﻟﺘﻌﺎون ﻣﻊ ﺷﺮﻳﻚ ﻣﺤﻠﻲ‪ .‬ﺗﻘﺪم ﺷﺮﻛﺔ‬ ‫”ﻟﻴﻨﻜﺲ ﺟﺮوب“ ﻣﺠﻤﻮﻋﺔ ﻛﺎﻣﻠﺔ ﻣﻦ اﻟﺨﺪﻣﺎت اﻻﺳﺘﺸﺎرﻳﺔ ﻟﻠﺸﺮﻛﺎت ﻓﻲ ﻫﺬا اﻟﺼﺪد‪ .‬وﻗﺪ أﺧﺒﺮ وﻳﻦ‬ ‫ﻣﻴﺮﻳﻚ‪ ،‬اﻟﻤﺪﻳﺮ اﻟﻌﺎم‪ ،‬ﻟﺸﺮﻛﺔ ”ﻟﻴﻨﻜﺲ ﻏﺮوب“ ﻓﻲ ﻗﻄﺮ ﺟﻴﻨﻲ اﻟﻘﺴﻴﺲ ﻛﻴﻒ ﺗﺴﺎﻫﻢ ﺷﺮﻛﺘﻪ ﻓﻲ‬ ‫ﻣﺴﺎﻋﺪة اﻟﻮاﻓﺪﻳﻦ وﺗﺴﻬﻴﻞ إﺟﺮاءاﺗﻬﻢ ﻗﺎﻣﺔ ﻣﺸﺎرﻳﻊ ﺗﺠﺎرﻳﺔ ﺧﺎﺻﺔ ﺑﻬﻢ ﻓﻲ اﻟﺪوﺣﺔ‪ ،‬ﻛﻤﺎ ﻗﺪم‬ ‫ﻧﺼﺎﺋﺢ ﻗﻴّﻤﺔ ﻟﻠﺸﺮﻛﺎت اﻟﺼﻐﻴﺮة واﻟﻤﺘﻮﺳﻄﺔ ﺗﺴﺎﻋﺪﻫﺎ ﻋﻠﻰ ﺗﺤﻘﻴﻖ أﻫﺪاﻓﻬﺎ‪.‬‬

‫ﺃﻋﻄﻨﺎﶈﺔﻋﻦﺷﺮﻛﺔ”ﻟﻴﻨﻜﺲﺟﺮﻭﺏ“ﻭﺍﳋﺪﻣﺎﺕﺍﻟﺘﻲﺗﻘﺪﻣﻬﺎﻓﻲ‬ ‫ﻣﻦﻓﻀﻠﻚ ﹺ‬ ‫ﺍﻟﺪﻭﺣﺔ‪.‬‬ ‫ﺃﻧﺸﺌﺖ ﺷﺮﻛﺔ ”ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ“ ﻓﻲ ﻗﻄﺮ ﻓﻲ ﻋﺎﻡ ‪ ،2006‬ﻭﻫﻲ‬ ‫ﺷﺮﻛﺔ ﻣﺘﺨﺼﺼﺔ ﻓﻲ ﺗﺄﺳﻴﺲ ﺍﻟﺸﺮﻛﺎﺕ ﻭﺗﻘﺪﱘ ﺍﳌﺸﻮﺭﺓ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﻭﺍﻷﻓﺮﺍﺩ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ ﺑﻄﺮﻳﻘﺔ ﻗﺎﻧﻮﻧﻴﺔ‬ ‫ﻓﻲ ﺍﻟﺒﻼﺩ‪ .‬ﻧﺤﻦ ﻧﻘﺪﻡ ﻣﺠﻤﻮﻋﺔ ﻻ ﻣﺜﻴﻞ ﻟﻬﺎ ﻣﻦ ﺍﳋﺪﻣﺎﺕ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﳌﺴﺎﻋﺪﺗﻬﺎ ﻓﻲ ﻋﻤﻠﻴﺔ ﺗﺄﺳﻴﺲ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻭﻫﺬﺍ ﻳﺸﻤﻞ‬ ‫ﺗﺄﺳﻴﺲ ﺍﻟﺸﺮﻛﺔ‪ ،‬ﺍﻟﻬﻴﺎﻛﻞ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﺍﻟﺘﺮﺍﺧﻴﺺ ﻭﺍﻷﻭﺭﺍﻕ ﺍﻟﻼﺯﻣﺔ‬ ‫ﻟﻠﺘﺄﺷﻴﺮﺓ‪ ،‬ﻣﻜﺎﺗﺐ ﺍﳋﺪﻣﺎﺕ‪ ،‬ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﻭﺍﻟﺪﻋﻢ ﺍﻟﺘﺴﻮﻳﻘﻲ‪.‬‬ ‫ﻭﻳﻦ ﻣﻴﺮﻳﻚ ﻫﻮ ﺍﳌﺪﻳﺮ ﺍﻟﻌﺎﻡ ﻟﺸﺮﻛﺔ‬ ‫"ﻟﻴﻨﻜﺲ ﻏﺮﻭﺏ"‪ .‬ﻟﺪﻳﻪ ﺧﺒﺮﺓ ﻓﻲ‬ ‫ﺍﳌﺒﻴﻌﺎﺕ ﻭﺍﻟﺘﺴﻮﻳﻖ ﻭﺗﻄﻮﻳﺮ ﺍﻷﻋﻤﺎﻝ‬ ‫ﻓﻲ ﺍﳌﻤﻠﻜﺔ ﺍﳌﺘﺤﺪﺓ ﻭﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ‪ .‬ﺍﻟﺘﺤﻖ ﺑـ" ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ"‬ ‫ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ ﻣﻦ ﻋﺎﻡ ‪2011‬‬ ‫ﻛﻤﺴﺘﺸﺎﺭ‪ ،‬ﻗﺒﻞ ﺃﻥ ﻳﺘﻢ ﺗﻌﻴﻴﻨﻪ‬ ‫ﻣﺪﻳﺮﺍ ﹰ ﻋﺎﻣﺎ ﹰ ﻟﻠﺸﺮﻛﺔ ﻓﻲ ﻗﻄﺮ ﻓﻲ‬ ‫ﺃﻛﺘﻮﺑﺮ ‪ .2011‬ﳌﺰﻳﺪ ﻣﻦ ﺍﳌﻌﻠﻮﻣﺎﺕ‬ ‫ﻳﺮﺟﻰ ﺯﻳﺎﺭﺓ‪:‬‬ ‫‪www.the-links-group.com‬‬

‫ﻳﺨﺘﻠﻒ ﺍﻷﻣﺮ ﻟﺪﻯ ﺗﻌﺎﻣﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﻣﻊ ”ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ“‪،‬‬ ‫ﻭﺫﻟﻚ ﻟﺘﻌﺎﻣﻠﻬﺎ ﻣﻊ ﻣﺠﻠﺲ ﻣﻨﻈﻢ ﻛﺸﺮﻳﻚ ﻣﺤﻠﻲ ﻟﻬﺎ ﻋﻠﻰ‬ ‫ﻋﻜﺲ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺟﻬﺎﺕ ﻏﻴﺮ ﻣﻌﺮﻭﻓﺔ‪ .‬ﻳﻮﻓﺮ ﻫﺬﺍ ﺍﻟﻬﻴﻜﻞ ﺍﻟﻔﺮﻳﺪ‬ ‫ﻟﻠﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﻛﻴﺎﻧﺎ ﹰ ﻣﺆﺳﺴﻴﺎ ﹰ ﻳﻜﻮﻥ ﲟﺜﺎﺑﺔ ﻣﺮﺷﺢ ﻫﻮ ﺷﺮﻳﻚ‬ ‫ﻣﺤﻠﻲ ﺃﻭ ﻣﺴﺎﻫﻢ ﺃﻭ ﻛﻔﻴﻞ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ ﻳﻘﻠﻞ ﻣﻦ ﻣﺨﺎﻃﺮ ﺗﻌﻴﲔ‬ ‫ﻣﺮﺷﺢ ﻏﻴﺮ ﻣﻌﺮﻭﻑ‪.‬‬

‫ﻣﺎ ﻫﻮ ﺍﻟﻨﻬﺞ ﺍﻟﺬﻱ ﺗﺘﺒﻌﻪ ”ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ“ ﳌﺴﺎﻋﺪﺓ ﺍﻷﺟﺎﻧﺐ‬ ‫ﺍﻟﺮﺍﻏﺒﲔ ﺑﺘﺄﺳﻴﺲ ﺷﺮﻛﺔ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﺗﻮﻓﺮ ”ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ“ ﻧﻬﺠﺎ ﹰ ﻓﺮﻳﺪﺍ ﹰ ﻟﺘﺸﻜﻴﻞ ﺷﺮﻛﺔ‪ ،‬ﺗﻜﻮﻥ ﻓﻴﻬﺎ‬ ‫ﻧﺴﺒﺔ ﺍﻟـ‪ 51%‬ﺍﻟﺘﻲ ﺗﻌﻮﺩ ﺇﻟﻰ ﺍﳌﻠﻜﻴﺔ ﺍﶈﻠ ﹼﻴﺔ ﻣﺆﻣﻨﺔ ﻣﻦ ﻗﺒﻞ ﻛﻴﺎﻥ‬ ‫ﻣﺆﺳﺴﻲ ﺑﺪﻻ ﹰ ﻣﻦ ﺍﻻﺳﺘﻌﺎﻧﺔ ﺑﺸﺨﺺ ﻣﺎ‪.‬‬ ‫ﻳﺘﻴﺢ ﻫﺬﺍ ﺍﻟﻨﻤﻮﺫﺝ ﺃﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﻣﻦ ﺍﻟﺸﻔﺎﻓﻴﺔ ﻭﺣﻤﺎﻳﺔ‬ ‫ﻷﺻﺤﺎﺏ ﺍﳌﺼﺎﻟﺢ‪ ،‬ﻭﻓﻘﺎ ﹰ ﻟﻘﺎﻧﻮﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﻘﻄﺮﻱ‪ ،‬ﻛﻤﺎ‬ ‫ﻳﻀﻤﻦ ﺍﺣﺘﻔﺎﻅ ﺍﻟﺸﺮﻛﺔ ﺍﻷﺟﻨﺒﻴﺔ ﺑﺎﻟﺮﻗﺎﺑﺔ ﺍﻟﺘﺸﻐﻴﻠﻴﺔ ﻷﻋﻤﺎﻟﻬﺎ‪.‬‬

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‫ﻣﻦ ﺑﻌﺪ ﺧﺒﺮﺗﻚ ﻓﻲ ﻫﺬﺍ ﺍﺠﻤﻟﺎﻝ‪ ،‬ﻣﺎ ﻫﻲ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ ﺗﻮﺍﺟﻪ ﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﺃﺛﻨﺎﺀ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ ﻓﻲ ﻗﻄﺮ؟‬ ‫ﻳﻜﻤﻦ ﺍﻟﺘﺤﺪﻱ ﺍﻷﻛﺒﺮ ﻷﻱ ﻧﺸﺎﻁ ﲡﺎﺭﻱ‪ ،‬ﻭﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺒﺘﺪﺋﺔ ﺑﺸﻜﻞ ﺧﺎﺹ‪ ،‬ﺑﺘﻜﺎﻟﻴﻒ ﺑﺪﺀ‬ ‫ﺍﻟﺘﺸﻐﻴﻞ ﺍﳌﻄﻠﻮﺑﺔ ﻣﻦ ﺃﻱ ﻛﻴﺎﻥ ﻗﺎﻧﻮﻧﻲ ﻓﻲ ﺩﻭﻟﺔ ﻗﻄﺮ ﻟﺘﺄﺳﻴﺲ‬ ‫ﻋﻤﻞ ﻣﺎ‪ .‬ﻭﺛﻤﺔ ﲢﺪ ﺁﺧﺮ ﻭﻫﻮ ﺍﳊﺼﻮﻝ ﻋﻠﻰ ﻣﺸﻮﺭﺓ ﺍﳋﺒﺮﺍﺀ‬ ‫ﻟﻠﻤﺴﺎﻋﺪﺓ ﺑﻄﺮﻳﻘﺔ ﺗﺴﻤﺢ ﻟﻠﺸﺮﻛﺔ ﺑﻮﺿﻊ ﺧﻄﺔ ﺍﻟﻌﻤﻞ‪.‬‬ ‫ﺗﻌﻲ ﺍﳊﻜﻮﻣﺔ ﺍﻟﻘﻄﺮﻳﺔ ﺃﻫﻤﻴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ‬ ‫ﺑﺎﻟﻨﺴﺒﺔ ﻟﺘﻌﺰﻳﺰ ﺍﻻﻗﺘﺼﺎﺩ ﻭﺍﻻﺑﺘﻜﺎﺭ ﻭﻫﻲ ﲢﺎﻭﻝ ﲢﺴﲔ ﺍﻟﻨﻈﺎﻡ‬ ‫ﺍﻟﺒﻴﺌﻲ ﻟﻬﺬﺍ ﺍﻟﻨﻮﻉ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‪ .‬ﺗﺴﺎﻋﺪ ﻣﺒﺎﺩﺭﺓ ”ﻗﻄﺮ ﻟﻠﻤﺸﺎﺭﻳﻊ“‬ ‫ﻋﻠﻰ ﺗﻮﻓﻴﺮ ﺍﻟﺪﻋﻢ ﺍﳌﺎﻟﻲ ﻭﺍﳌﺸﻮﺭﺓ ﻟﺴﻮﻕ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ‬ ‫ﻭﺍﳌﺘﻮﺳﻄﺔ‪ .‬ﻭﻧﺤﻦ ﻧﺸﺠﻊ ﻛﻞ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺒﺘﺪﺋﺔ ﻭﺍﻟﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﳌﺘﻮﺳﻄﺔ ﻓﻲ ﻗﻄﺮ ﺑﺎﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻫﺬﻩ ﺍﳌﻨﻈﻤﺔ‪.‬‬

‫ﺑﺮﺃﻳﻚ‪ ،‬ﻛﻴﻒ ﳝﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺇﻧﺸﺎﺀ ﻣﺸﺮﻭﻉ ﲡﺎﺭﻱ ﻓﻲ ﻗﻄﺮ ﺃﺳﻬﻞ ﺃﻭ‬ ‫ﺃﻛﺜﺮ ﻛﻔﺎﺀﺓ؟‬ ‫ﻳﻮﺟﺪ ﻓﻲ ﻗﻄﺮ‪ ،‬ﻋﺪﺩ ﻻ ﻳﺤﺼﻰ ﻣﻦ ﻣﻘﺪﻣﻲ ﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﻲ ﺗﺴﺎﻋﺪ‬ ‫ﻋﻠﻰ ﺇﻧﺸﺎﺀ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ‪ ،‬ﻭﻟﻜﻦ ﻣﻦ ﺧﻼﻝ ﲡﺮﺑﺘﻨﺎ‪ ،‬ﻧﺮﻯ ﺃﻥ‬ ‫ﺍﻟﻜﺜﻴﺮﻳﻦ ﻳﺴﺘﻐﻠﻮﻥ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻟﺒﻨﺎﺀ ﻋﻼﻗﺎﺕ ﺗﻌﺘﻤﺪ ﺑﺸﻜﻞ‬ ‫ﻣﻔﺮﻁ ﻋﻠﻰ ﺍﻟﻌﻤﻼﺀ‪ .‬ﻳﹸﺴﺒﺐ ﺍﻧﻌﺪﺍﻡ ﺍﻟﻨﻈﺮ ﺇﻟﻰ ﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ ﻭﺍﻧﻌﺪﺍﻡ‬ ‫ﺍﻟﺸﻔﺎﻓﻴﺔ ﺣﺎﻟﺔ ﻣﻦ ﺍﻻﺭﺑﺎﻙ ﻭﻳﺸﻜﻞ ﺭﺍﺩﻋﺎ ﹰ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ‬ ‫ﺍﻟﺮﺍﻏﺒﺔ ﻓﻲ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺎﺗﻬﺎ ﻫﻨﺎ‪.‬‬ ‫ﻭﻧﺤﻦ ﻧﻌﺘﻘﺪ ﺃﻧﻪ ﳝﻜﻦ ﻟﻌﻤﻠﻴﺔ ﺍﻟﻔﺮﺯ ﻟﻠﻤﻴﺴﺮﻳﻦ ﻣﻦ ﺧﺪﻣﺎﺕ‬ ‫ﺗﺄﺳﻴﺲ ﺍﻟﺸﺮﻛﺎﺕ ﺃﻥ ﺗﻘﻠﻞ ﺑﺸﻜﻞ ﻛﺒﻴﺮ ﻣﻦ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ‬


‫ﻭﻳﺼﺪﺭ ﺍﻟﻘﺎﺿﻲ ﺍﻷﻣﺮ ﺑﺎﻟﺘﻨﻔﻴﺬ ﺑﻌﺪ ﺍﻹﹺﻃﻼﻉ ﻋﻠﻰ ﺍﳊﻜﻢ ﻭﻭﺛﻴﻘﺔ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﻭﺑﻌﺪ ﺍﻟﺘﺜﺒﺖ ﻣﻦ ﺃﻧﻪ ﻻ ﻳﻮﺟﺪ ﻣﺎ ﳝﻨﻊ ﻣﻦ ﺗﻨﻔﻴﺬﻩ ﻭﻳﻮﺿﻊ‬ ‫ﺃﻣﺮ ﺍﻟﺘﻨﻔﻴﺬ ﺑﺬﻳﻞ ﺃﺻﻞ ﺍﳊﻜﻢ ﻭﻳﺨﺘﺺ ﺍﻟﻘﺎﺿﻲ ﺍﻵﻣﺮ ﺑﺎﻟﺘﻨﻔﻴﺬ ﺑﻜﻞ‬ ‫ﻣﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻨﻔﻴﺬ ﺍﳊﻜﻢ‪“.‬‬ ‫ﻳﺘﻌﲔ ﻋﻠﻰ ﺍﶈﺎﻛﻢ ﺍﶈﻠ ﹼﻴﺔ ﺍﳌﺼﺎﺩﻗﺔ ﻋﻠﻰ ﺃﻱ ﻗﺮﺍﺭ ﲢﻜﻴﻢ‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲ‬ ‫ﹼ‬ ‫ﺃﺟﻨﺒﻲ ﺃﻭ ﻣﺤﻠﻲ ﻷﻏﺮﺍﺽ ﺗﻨﻔﻴﺬﻩ‪.‬‬ ‫ﻭﻳﺠﻮﺯ ﺍﻟﻄﻌﻦ ﻓﻲ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻋﺒﺮ ﺍﺳﺘﺌﻨﺎﻓﻪ ﺃﻭ ﻋﺒﺮ ﺍﻟﺘﻘﺪﻡ‬ ‫ﺑﻄﻠﺐ ﺑﻄﻼﻧﻪ‪.‬‬ ‫ﻟﻮﺭﺍ ﻭﺍﺭﻳﻦ ﻫﻲ ﺷﺮﻳﻜﺔ ﻓﻲ ﻗﺴﻢ‬ ‫ﺍﳌﺸﺎﺭﻳﻊ ﻭﺍﻟﺒﻨﺎﺀ ﻟﺪﻯ ﻛﻼﻳﺪ ﺁﻧﺪ ﻛﻮ‬ ‫ﻓﻲ ﻣﻜﺘﺐ ﺍﻟﺪﻭﺣﺔ‪ ،‬ﻛﻤﺎ ﺗﺸﺎﺭﻙ‬ ‫ﻓﻲ ﻣﺠﻤﻮﻋﺔ ﺗﺴﻮﻳﺔ ﺍﳌﻨﺎﺯﻋﺎﺕ‬ ‫ﻭﻫﻲ ﺍﳌﺴﺆﻭﻟﺔ ﻋﻦ ﻣﻌﺎﳉﺔ ﺍﻟﻨﺰﺍﻋﺎﺕ‬ ‫ﻟﺪﻯ ﺍﻟﺸﺮﻛﺔ ﻓﻲ ﻗﻄﺮ‪ .‬ﺗﺴﻜﻦ ﻓﻲ‬ ‫ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻣﻨﺬ ﺣﻮﺍﻟﻲ‬ ‫ﺛﻤﺎﻧﻲ ﺳﻨﻮﺍﺕ‪ ،‬ﻣﻦ ﺑﻴﻨﻬﺎ ﺳﺖ‬ ‫ﺳﻨﻮﺍﺕ ﻓﻲ ﻗﻄﺮ‪.‬ﳝﻜﻨﻜﻢ ﺍﻟﺘﻮﺍﺻﻞ‬ ‫ﻣﻊ ﻟﻮﺭﺍ ﻋﺒﺮ ﺑﺮﻳﺪﻫﺎ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ‪:‬‬ ‫‪laura.warren@clydeco.com.qa‬‬

‫ﻛﻴﻔﻴﺔ ﺍﻻﺳﺘﺌﻨﺎﻑ‬ ‫ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺌﻨﺎﻑ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (205‬ﻣﻦ‬ ‫ﻗﺎﻧﻮﻥ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺪﻧﻴﺔ ﻋﻠﻰ ﺃﻧﻪ ﻳﺠﻮﺯ ﺍﺳﺘﺌﻨﺎﻑ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‬ ‫ﻃﺒﻘﺎ ﹰ ﻟﻠﻘﻮﺍﻋﺪ ﺍﳌﻘﺮﺭﺓ ﻻﺳﺘﺌﻨﺎﻑ ﺍﻷﺣﻜﺎﻡ ﺍﻟﺼﺎﺩﺭﺓ ﻋﻦ ﻃﺮﻳﻖ‬ ‫ﺍﶈﻜﻤﺔ ﻭﻋﻠﻴﻪ ﻳﻨﺒﻐﻲ ﺇﻳﺪﺍﻉ ﺃﻱ ﻃﻠﺐ ﺑﺎﺳﺘﺌﻨﺎﻑ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻟﺪﻯ‬ ‫ﻣﺤﻜﻤﺔ ﺍﻻﺳﺘﺌﻨﺎﻑ ﺧﻼﻝ ‪ 15‬ﻳﻮﻣﺎ ﹰ ﻣﻦ ﺗﺎﺭﻳﺦ ﺇﻳﺪﺍﻉ ﺃﺻﻞ ﺍﻟﻘﺮﺍﺭ ﻗﻠﻢ‬ ‫ﻛﺘﺎﺏ ﺍﶈﻜﻤﺔ ﺍﺨﻤﻟﺘﺼﺔ ﺑﺎﻟﻨﻈﺮ ﻓﻲ ﺍﻟﻨﺰﺍﻉ ﺍﻟﻘﺎﺋﻢ‪.‬‬ ‫ﻏﻴﺮ ﺃﻥ ﺍﳊﻖ ﻓﻲ ﺍﺳﺘﺌﻨﺎﻑ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ ﺑﺤﺴﺐ ﺍﳌﺎﺩﺓ )‪(205‬‬ ‫ﺃﻋﻼﻩ ﻻ ﻳﻨﻄﺒﻖ ﻓﻲ ﺣﺎﻝ‪:‬‬ ‫ﺃ‪ -‬ﺻﺪﻭﺭ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻋﻦ ﻣﺤﻜﻤﲔ ﻳﺘﺼﺮﻓﻮﻥ ﺑﺼﻔﺘﻬﻢ‬ ‫”ﻣﻔﻮﺿﻮﻥ ﺑﺎﻟﺼﻠﺢ“‬ ‫ﺏ‪ -‬ﺣﻴﺚ ﻳﺘﻢ ﺍﻟﺘﺨﻠﻲ ﺻﺮﺍﺣﺔ ﻋﻦ ﺍﳊﻖ ﻓﻲ ﺍﻻﺳﺘﺌﻨﺎﻑ‪.‬‬ ‫ﻭﺍﳌﻔ ﹼﻮﺽ ﺑﺎﻟﺼﻠﺢ ﻫﻮ ﹼ‬ ‫ﺍﶈﻜﻢ ﺍﻟﺬﻱ ﻳﺼﺪﺭ ﻗﺮﺍﺭﻩ ﺑﺸﺄﻥ ﻣﻨﺎﺯﻋﺔ ﻣﺎ‬ ‫ﺑﺤﺴﺐ ﺍﻟﻘﺎﻧﻮﻥ ﺍﻟﺴﺎﺋﺪ ﻭﺍﳌﺒﺎﺩﺉ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ‪ ،‬ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻥ‬ ‫ﺑﺈﻣﻜﺎﻧﻪ ﺃﻳﻀﺎ ﹰ ﺗﻌﺪﻳﻞ ﺃﺛﺮ ﺍﳌﺒﺎﺩﺉ ﻏﻴﺮ ﺍﳌﻠﺰﻣﺔ ﻣﻦ ﺍﻟﻘﺎﻧﻮﻥ ﻭﺍﻣﺘﻼﻛﻪ‬ ‫ﺻﻼﺣﻴﺔ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ‪ ،‬ﻭﺣﻴﺚ ﻳﺘﺼﺮﻑ ﺍﶈﻜﻤﻮﻥ ﺑﺼﻔﺘﻬﻢ ﻣﻔﻮﺿﲔ‬ ‫ﺑﺎﻟﺼﻠﺢ ﺑﻨﺎ ﹰﺀ ﻋﻠﻰ ﺍﺗﻔﺎﻕ ﺃﻃﺮﺍﻑ ﺍﻟﻨﺰﺍﻉ‪ ،‬ﻻ ﻳﺠﻮﺯ ﺣﻴﻨﺌﺬ ﺍﻻﻋﺘﺮﺍﺽ‬ ‫ﻋﻠﻰ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻋﺒﺮ ﺍﺳﺘﺌﻨﺎﻓﻪ‪.‬‬ ‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﺤﺎﻟﺔ ﺍﻟﺜﺎﻧﻴﺔ‪ ،‬ﻳﺘﻔﻖ ﺃﻃﺮﺍﻑ ﺍﻟﻨﺰﺍﻉ ﺃﺣﻴﺎﻧﺎ ﹰ ﻋﻠﻰ‬ ‫ﺍﻟﺘﺨﻠﻲ ﻋﻦ ﺣﻘﻬﻢ ﻓﻲ ﺍﻻﺳﺘﺌﻨﺎﻑ ﺇﻣﺎ ﺻﺮﺍﺣﺔ ﻋﺒﺮ ﺍﺗﻔﺎﻕ‪/‬ﺷﺮﻁ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ ﺃﻭ ﲟﻮﺟﺐ ﻗﻮﺍﻋﺪ ﻧﻈﺎﻣﻴﺔ ﺍﺗﻔﻘﻮﺍ ﻋﻠﻰ ﺃﻥ ﺗﺨﻀﻊ ﻟﻬﺎ ﺃﻱ‬ ‫ﺇﺟﺮﺍﺀﺍﺕ ﲢﻜﻴﻢ ﺗﻨﺸﺄ ﻓﻴﻤﺎ ﺑﻴﻨﻬﻢ‪.‬‬ ‫ﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (6) (34‬ﻣﻦ ﻗﻮﺍﻋﺪ ﻏﺮﻓﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﺘﺤﻜﻴﻢ‬ ‫ﻟﺴﻨﺔ ‪”) 2012‬ﻗﻮﺍﻋﺪ ﻏﺮﻓﺔ ﺍﻟﺘﺠﺎﺭﺓ ﺍﻟﺪﻭﻟﻴﺔ“( ﻋﻠﻰ ﺃﻧﻪ‪:‬‬

‫”ﻳﻜﻮﻥ ﻛﻞ ﺣﻜﻢ ﲢﻜﻴﻢ ﻣﻠﺰﻣﺎ ﹰ ﻟﻸﻃﺮﺍﻑ ﻭﻳﺘﻌﻬﺪ ﺍﻷﻃﺮﺍﻑ ﻟﺪﻯ‬ ‫ﺇﺣﺎﻟﺘﻬﻢ ﺍﻟﻨﺰﺍﻉ ﺇﻟﻰ ﺍﻟﺘﺤﻜﻴﻢ ﲟﻮﺟﺐ ﻫﺬﻩ ﺍﻟﻘﻮﺍﻋﺪ ﺑﺘﻨﻔﻴﺬ‬ ‫ﺃﻱ ﺣﻜﻢ ﲢﻜﻴﻢ ﺩﻭﻥ ﺗﺄﺧﻴﺮ ﻭ ﻳﹸﻌﺘ ﹶﺒﺮﻭﻥ ﻗﺪ ﺗﻨﺎﺯﻟﻮﺍ ﻋﻦ ﺃﻱ ﻃﺮﻳﻖ‬ ‫ﻟﻠﻄﻌﻦ ﻭﺫﻟﻚ ﻓﻲ ﺍﳊﺪﻭﺩ ﺍﻟﺘﻲ ﻳﺠﻮﺯ ﺃﻥ ﻳﻜﻮﻥ ﻓﻴﻬﺎ ﻫﺬﺍ ﺍﻟﺘﻨﺎﺯﻝ‬ ‫ﺻﺤﻴﺤﺎ ﹰ ‪“ .‬‬ ‫ﻭﻓﻲ ﺣﺎﻝ ﺍﺗﹼﻔﻖ ﺃﻃﺮﺍﻑ ﺍﻟﻨﺰﺍﻉ ﻋﻠﻰ ﺃﻥ ﲢﻜﻢ ﻗﻮﺍﻋﺪ ﻏﺮﻓﺔ ﺍﻟﺘﺠﺎﺭﺓ‬ ‫ﺍﻟﺪﻭﻟﻴﺔ ﺃﻭ ﺃﻱ ﻗﻮﺍﻋﺪ ﻧﻈﺎﻣﻴﺔ ﺃﺧﺮﻯ ﻗﻀﻴﺔ ﺍﻟﺘﺤﻜﻴﻢ ﺍﻟﻘﺎﺋﻤﺔ‬ ‫ﺑﻴﻨﻬﻢ‪ ،‬ﻳﺘﻌﲔ ﻋﻠﻴﻬﻢ ﺇﻳﺪﺍﻉ ﻃﻠﺐ ﺑﺒﻄﻼﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻃﺒﻘﺎ ﹰ‬ ‫ﻷﺣﻜﺎﻡ ﺍﳌﺎﺩﺓ )‪ (207‬ﻣﻦ ﻗﺎﻧﻮﻥ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺪﻧﻴﺔ‪.‬‬ ‫ﻭﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (207‬ﻣﻦ ﻗﺎﻧﻮﻥ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﳌﺪﻧﻴﺔ ﻋﻠﻰ ﺃﻧﻪ ﻳﺠﻮﺯ ﻟﻜﻞ‬ ‫ﺫﻱ ﺷﺄﻥ ﺍﳌﻄﺎﻟﺒﺔ ﺑﺒﻄﻼﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻓﻲ ﺍﳊﺎﻻﺕ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬ ‫ﺃ( ﺇﺫﺍ ﻛﺎﻥ ﻗﺪ ﺻﺪﺭ ﺑﻐﻴﺮ ﻭﺛﻴﻘﺔ ﲢﻜﻴﻢ‪ .‬ﺃﻭ ﺑﻨﺎﺀ ﻋﻠﻰ ﻭﺛﻴﻘﺔ ﺑﺎﻃﻠﺔ ﺃﻭ‬ ‫ﺳﻘﻄﺖ ﺑﺘﺠﺎﻭﺯ ﺍﳌﻴﻌﺎﺩ ﺃﻭ ﺇﺫﺍ ﻛﺎﻥ ﺍﳊﻜﻢ ﻗﺪ ﺧﺮﺝ ﻋﻦ ﺣﺪﻭﺩ ﺍﻟﻮﺛﻴﻘﺔ‪،‬‬ ‫ﺃﻭ ﺧﺎﻟﻒ ﻗﺎﻋﺪﺓ ﻣﻦ ﻗﻮﺍﻋﺪ ﺍﻟﻨﻈﺎﻡ ﺍﻟﻌﺎﻡ ﺃﻭ ﺍﻵﺩﺍﺏ‪.‬‬ ‫ﺏ( ﺇﺫﺍ ﺧﻮﻟﻔﺖ ﺍﻟﻔﻘﺮﺍﺕ ﺍﻟﺜﺎﻟﺜﺔ ﺃﻭ ﺍﻟﺮﺍﺑﻌﺔ ﺃﻭ ﺍﳋﺎﻣﺴﺔ ﻣﻦ ﺍﳌﺎﺩﺓ‬ ‫)‪] (190‬ﻣﻮﺿﻮﻉ ﺍﻟﺘﺤﻜﻴﻢ ﻭﺍﳊﻖ ﻓﻲ ﺍﻟﺘﺤﻜﻴﻢ[ ﺃﻭ ﺍﻟﻔﻘﺮﺓ ﺍﻷﻭﻟﻰ ﻣﻦ‬ ‫ﺍﳌﺎﺩﺓ )‪] (193‬ﻣﺆﻫﻼﺕ ﺍﶈﻜﻤﲔ ﻭﻋﺪﺩﻫﻢ[‪.‬‬ ‫ﺕ( ﺇﺫﺍ ﺻﺪﺭ ﺍﳊﻜﻢ ﻣﻦ ﻣﺤﻜﻤﲔ ﻟﻢ ﻳﻌ ﹼﻴﻨﻮﺍ ﻃﺒﻘﺎ ﹰ ﻟﻠﻘﺎﻧﻮﻥ‪ ،‬ﺃﻭ ﺻﺪﺭ‬ ‫ﻣﻦ ﺑﻌﻀﻬﻢ ﺩﻭﻥ ﺃﻥ ﻳﻜﻮﻧﻮﺍ ﻣﺄﺫﻭﻧﲔ ﺑﺎﳊﻜﻢ ﻓﻲ ﻏﻴﺒﺔ ﺍﻵﺧﺮﻳﻦ‪.‬‬ ‫ﺙ( ﺇﺫﺍ ﻭﻗﻊ ﺑﻄﻼﻥ ﻓﻲ ﺍﳊﻜﻢ ﺃﻭ ﻓﻲ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺃﺛﺮ ﺍﳊﻜﻢ“‪.‬‬ ‫ﻭﳝﻜﻦ ﺇﺩﺭﺍﺝ ﺍﻷﺧﻄﺎﺀ ﺍﻹﺟﺮﺍﺋﻴﺔ ﺿﻤﻦ ﻧﻄﺎﻕ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺘﻲ ﺗﺪﻋﻮ ﺇﻟﻰ‬ ‫ﺑﻄﻼﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻭﺫﻟﻚ ﻓﻲ ﺣﺎﻝ ﻛﺎﻧﺖ ﻣﺜﻞ ﺗﻠﻚ ﺍﻷﺧﻄﺎﺀ ﻓﺎﺩﺣﺔ‬ ‫ﺻﺤﺔ ﺍﻟﻘﺮﺍﺭ‪ ،‬ﲟﻌﻨﻰ ﺃﻥ ﺗﻨﺎﻝ ﻣﺜﻞ ﺗﻠﻚ ﺍﻷﺧﻄﺎﺀ ﻣﻦ‬ ‫ﺑﺤﻴﺚ ﺗﺆﺛﺮ ﻋﻠﻰ ﹼ‬ ‫ﺻﺤﺔ ﺃﻭ ﺳﺮﻳﺎﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ‪.‬‬ ‫ﻭﻃﺒﻘﺎ ﹰ ﻟﻠﻤﺎﺩﺓ )‪ (208‬ﻣﻦ ﻗﺎﻧﻮﻥ ﺍﳌﺮﺍﻓﻌﺎﺕ ﺍﳌﺪﻧﻴﺔ‪ ،‬ﻳﺮﻓﻊ ﻃﻠﺐ‬ ‫ﺍﻟﺒﻄﻼﻥ ﺑﺎﻷﻭﺿﺎﻉ ﺍﳌﻌﺘﺎﺩﺓ ﺇﻟﻰ ﺍﶈﻜﻤﺔ ﺍﺨﻤﻟﺘﺼﺔ ﺃﺻﻼﹰ ﺑﻨﻈﺮ ﺍﻟﻨﺰﺍﻉ‪.‬‬ ‫ﺍﻟﺘﻘﺪﻡ ﲟﺜﻞ ﻫﺬﺍ ﺍﻟﻄﻠﺐ ﲟﻮﺟﺐ ﺍﳌﺎﺩﺓ )‪ ،(208‬ﻳﺠﻮﺯ ﻭﻗﻒ‬ ‫ﻭﺣﻴﺚ ﻳﺘﻢ‬ ‫ﹼ‬ ‫ﺃﻱ ﺇﺟﺮﺍﺀﺍﺕ ﻣﺘﻌﻠﻘﺔ ﺑﺘﻨﻔﻴﺬ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﺍﳌﻌﻨﻲ‪.‬‬ ‫ﻭﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (209‬ﻣﻦ ﻗﺎﻧﻮﻥ ﺍﳌﺮﺍﻓﻌﺎﺕ ﺍﳌﺪﻧﻴﺔ ﻋﻠﻰ ﺃﻧﻪ ﻳﺠﻮﺯ‬ ‫ﺍﻟﺘﻘﺪﻡ ﺑﻄﻠﺐ ﺑﻄﻼﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻛﻠﻪ ﺃﻭ ﺟﺰﺀ ﻣﻨﻪ‪ ،‬ﻭﻳﹸﺮﺟﻰ ﺍﻟﺘﻨﺒﻪ‬ ‫ﹼ‬ ‫ﺇﻟﻰ ﺃﻧﻪ ﻭﺑﺨﻼﻑ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻻﺳﺘﺌﻨﺎﻑ ﺍﳌﺬﻛﻮﺭﺓ ﺃﻋﻼﻩ‪ ،‬ﻓﻠﻴﺲ ﻫﻨﺎﻙ‬ ‫ﻣﺤﺪﺩ ﻟﻠﺘﻘﺪﻡ ﺑﻄﻠﺐ ﺑﻄﻼﻥ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﻭﻟﻜﻦ ﻳﻠﺰﻡ‬ ‫ﻣﻮﻋﺪ‬ ‫ﹼ‬ ‫ﺍﻟﺘﻘﺪﻡ ﲟﺜﻞ ﺫﻟﻚ ﺍﻟﻄﻠﺐ ﻓﻲ ﺃﻗﺮﺏ ﻭﻗﺖ ﳑﻜﻦ ﺑﻌﺪ ﺗﺎﺭﻳﺦ ﺇﻳﺪﺍﻉ ﻗﺮﺍﺭ‬ ‫ﹼ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ ﻗﻠﻢ ﺍﶈﻜﻤﺔ ﻟﻠﻤﺼﺎﺩﻗﺔ ﻋﻠﻴﻪ‪.‬‬ ‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﻗﺎﻧﻮن‬

‫اﻟﻘﺮار ﺑـﻴﻦ ﻳـﺪﻳﻚ‬ ‫ﻳﺨﻀﻊ اﻟﺘﺤﻜﻴﻢ ﻓﻲ اﻟﺘﺸﺮﻳﻌﺎت اﻟﻘﻄﺮﻳﺔ ﻟﻠﻘﺎﻧﻮن رﻗﻢ )‪ (13‬ﻟﺴﻨﺔ ‪ 1990‬ﺑﺸﺄن‬ ‫اﻟﻤﺮاﻓﻌﺎت اﻟﻤﺪﻧﻴﺔ واﻟﺘﺠﺎرﻳﺔ )”ﻗﺎﻧﻮن اﻟﻤﺮاﻓﻌﺎت اﻟﻤﺪﻧﻴﺔ“( وﺗﺤﺪﻳﺪ ًا اﻟﻤﻮاد‬ ‫‪ 210 - 190‬ﻣﻦ ذﻟﻚ اﻟﻘﺎﻧﻮن‪ .‬ﺗﻘﺪم ﻟﻮرا وارﻳﻦ‪ ،‬ﺷﺮﻳﻜﺔ ﻓﻲ ﻗﺴﻢ اﻟﻤﺸﺎرﻳﻊ‬ ‫واﻟﺒﻨﺎء ﻟﺪى ﻛﻼﻳﺪ آﻧﺪ ﻛﻮ ﻓﻲ ﻣﻜﺘﺐ اﻟﺪوﺣﺔ‪ ،‬ﺑﻌﺾ أﺣﻜﺎم اﻟﻘﺎﻧﻮن اﻟﻤﺜﻴﺮة‬ ‫ﻟﻼﻫﺘﻤﺎم وﺗﺘﻨﺎول اﻟﺨﻴﺎرات اﻟﻤﺘﺎﺣﺔ ﻟﻠﻄﻌﻦ ﻓﻲ ﻗﺮارات اﻟﺘﺤﻜﻴﻢ‪.‬‬ ‫ﺗﺘﻨﺎﻭﻝ ﻫﺬﻩ ﺍﳌﻮﺍﺩ ﺟﻮﺍﻧﺐ ﻋﺪﻳﺪﺓ ﻣﺮﺗﺒﻄﺔ ﺑﻘﻀﺎﻳﺎ ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﻭﻳﺸﻤﻞ‬ ‫ﺫﻟﻚ ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﻟﺸﻜﻠ ﹼﻴﺔ ﺍﳌﻄﻠﻮﺑﺔ ﻹﺑﺮﺍﻡ ﺍﺗﻔﺎﻕ ﺍﻟﺘﺤﻜﻴﻢ ﻭﺗﻌﻴﲔ‬ ‫ﺍﶈﻜﻤﲔ ﻭﻋﺰﻟﻬﻢ ﻭﺣﻖ ﺃﻱ ﻃﺮﻑ ﻓﻲ ﻃﻠﺐ ﻭﻗﻒ ﺇﺟﺮﺍﺀﺍﺕ ﺍﶈﻜﻤﺔ‬ ‫ﻭﺗﻮﻗﻴﺖ ﺇﺻﺪﺍﺭ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ ﻭﺍﻟﻄﻌﻦ ﻓﻲ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‬ ‫ﻭﺃﺗﻌﺎﺏ ﺍﶈﻜﻤﲔ‪.‬‬

‫ﻭﻓﻲ ﺍﳌﻤﺎﺭﺳﺔ ﺍﻟﻌﻤﻠﻴﺔ‪ ،‬ﺗﻘﻮﻡ ﺍﶈﺎﻛﻢ ﻋﺎﺩ ﹰﺓ ﺑﻮﻗﻒ ﺇﺟﺮﺍﺀﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‬ ‫ﺑﻨﺎ ﹰﺀ ﻋﻠﻰ ﻃﻠﺐ ﺻﺤﻴﺢ ﺑﺬﻟﻚ ﻭﻓﻘﺎ ﹰ ﻟﻨﺺ ﺍﳌﺎﺩﺓ ﺃﻋﻼﻩ‪ ،‬ﻋﻠﻰ ﺃﻧﻪ ﲡﺪﺭ‬ ‫ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺃﻧﻪ ﻳﻨﺒﻐﻲ ﺗﻘﺪﱘ ﻣﺜﻞ ﺫﻟﻚ ﺍﻟﻄﻠﺐ ﻓﻲ ﺟﻠﺴﺔ ﺍﻻﺳﺘﻤﺎﻉ‬ ‫ﺍﳌﺮﺟﺢ ﺃﻥ ﻳﺴﻘﻂ ﺍﳊﻖ ﻓﻲ ﺍﻻﻋﺘﺮﺍﺽ ﻋﻠﻰ ﺍﶈﻜﻤﺔ‬ ‫ﺍﻷﻭﻟﻰ ﻭﺇﻻ ﻓﻤﻦ‬ ‫ﱠ‬ ‫ﺍﻟﺘﻲ ﺗﻨﻈﺮ ﻓﻲ ﺍﻟﻨﺰﺍﻉ ﺍﻟﻘﺎﺋﻢ ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﺗﻔﺎﻕ ﺍﻟﺘﺤﻜﻴﻢ‪.‬‬

‫■ ﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (190‬ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫”ﻻ ﻳﺜﺒﺖ ﺍﻻﺗﻔﺎﻕ ﻋﻠﻰ ﺍﻟﺘﺤﻜﻴﻢ ﺇﻻ ﺑﺎﻟﻜﺘﺎﺑﺔ‪“.‬‬

‫■ ﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪ (197‬ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫”ﻋﻠﻰ ﺍﶈﻜﻤﲔ ﺃﻥ ﻳﺤﻜﻤﻮﺍ ﻓﻲ ﺍﳌﻴﻌﺎﺩ ﺍﳌﺸﺮﻭﻁ ﻓﻲ ﻭﺛ���ﻘﺔ ﺍﻟﺘﺤﻜﻴﻢ‬ ‫ﻣﺎ ﻟﻢ ﻳﺮﺗﺾ ﺍﳋﺼﻮﻡ ﺍﻣﺘﺪﺍﺩﻩ ﻭﺇﺫﺍ ﻟﻢ ﻳﺸﺘﺮﻁ ﺍﳋﺼﻮﻡ ﻓﻲ ﻭﺛﻴﻘﺔ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ ﺃﺟﻼﹰ ﻟﻠﺤﻜﻢ ﻭﺟﺐ ﻋﻠﻰ ﺍﶈﻜﻤﲔ ﺃﻥ ﻳﺤﻜﻤﻮﺍ ﺧﻼﻝ ﺛﻼﺛﺔ‬ ‫ﺃﺷﻬﺮ ﻣﻦ ﻗﺒﻮﻟﻬﻢ ﻟﻠﺘﺤﻜﻴﻢ‪.‬‬

‫ﻭﻳﻌﻨﻲ ﺫﻟﻚ ﺃﻥ ﻳﻜﻮﻥ ﺃﻱ ﺍﺗﻔﺎﻕ ﺑﺸﺄﻥ ﺃﻱ ﻣﺴﺎﺋﻞ ﻣﺮﺗﺒﻄﺔ‬ ‫ﺑﺎﻟﺘﺤﻜﻴﻢ ﺑﺸﻜﻞ ﺧﻄﻲ‪ ،‬ﻭﺗﻨﺸﺄ ﺍﳋﺼﻮﻣﺎﺕ ﺑﺨﺼﻮﺹ ﻫﺬﺍ ﺍﻹﺟﺮﺍﺀ‬ ‫ﺍﻟﺸﻜﻠﻲ ﻋﺎﺩ ﹰﺓ ﻋﻨﺪﻣﺎ ﻻ ﻳﹸﺤﺮﱠﺭ ﺍﻻﺗﻔﺎﻕ ﺃﻭ ﺍﻟﻌﻘﺪ ﺍﻟﺬﻱ ﻳﻨﺺ ﻋﻠﻰ‬ ‫ﺷﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ ﻛﻤﺎ ﻳﺠﺐ‪ ،‬ﺣﻴﺚ ﻳﺮﺩ ﺷﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ ﲟﺠﺮﺩ‬ ‫ﺍﻹﺷﺎﺭﺓ ﺇﻟﻴﻪ ﺃﻭ ﻗﺪ ﻻ ﻳﺬﻛﺮ ﺍﻟﺒﻨﺪ ﺍﳌﺘﻌﻠﻖ ﺑﻔﺾ ﺍﻟﻨﺰﺍﻋﺎﺕ ﻛﻠﻤﺔ‬ ‫”ﲢﻜﻴﻢ“‪.‬‬ ‫■ ﺗﺘﻨﺎﻭﻝ ﺍﳌﺎﺩﺓ )‪ (192‬ﻭﻗﻒ ﺇﺟﺮﺍﺀﺍﺕ ﺍﶈﻜﻤﺔ ﻭﺗﻨﺺ ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫”ﻳﺘﺮﺗﺐ ﻋﻠﻰ ﺷﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ ﻧﺰﻭﻝ ﺍﳋﺼﻮﻡ ﻋﻦ ﺣﻘﻮﻗﻬﻢ ﻓﻲ‬ ‫ﺍﻻﻟﺘﺠﺎﺀ ﺇﻟﻰ ﺍﶈﻜﻤﺔ ﺍﺨﻤﻟﺘﺼﺔ ﺃﺻﻼﹰ ﺑﻨﻈﺮ ﺍﻟﻨﺰﺍﻉ‪.‬‬ ‫ﻭﺇﺫﺍ ﺛﺎﺭ ﻧﺰﺍﻉ ﺑﺼﺪﺩ ﺗﻨﻔﻴﺬ ﻋﻘﺪ ﺍﺷﺘﻤﻞ ﻋﻠﻰ ﺷﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﻭﺭﻓﻊ‬ ‫ﺃﺣﺪ ﻃﺮﻓﻴﻪ ﺩﻋﻮﻯ ﺃﻣﺎﻡ ﺍﶈﻜﻤﺔ ﺍﺨﻤﻟﺘﺼﺔ‪ ،‬ﺟﺎﺯ ﻟﻠﻄﺮﻑ ﺍﻵﺧﺮ ﺃﻥ‬ ‫ﻳﺘﻤﺴﻚ ﺑﺸﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ ﻓﻲ ﺻﻮﺭﺓ ﺩﻓﻊ ﺑﻌﺪﻡ ﻗﺒﻮﻝ ﺍﻟﺪﻋﻮﻯ‪“.‬‬ ‫ﻭﻳﻌﻨﻲ ﺫﻟﻚ ﲢﺪﻳﺪﺍ ﹰ ﺃﻧﻪ ﻓﻲ ﺣﺎﻝ ﺍﺷﺘﻤﻠﺖ ﺃﻱ ﺍﺗﻔﺎﻗﻴﺔ ﻋﻠﻰ ﺷﺮﻁ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ ﻭﻗﺎﻡ ﺃﺣﺪ ﺃﻃﺮﺍﻓﻬﺎ‪ ،‬ﻋﻦ ﻃﺮﻳﻖ ﺍﳋﻄﺄ ﺃﻭ ﺧﻼﻑ ﺫﻟﻚ‪ ،‬ﺑﺎﺗﺨﺎﺫ‬ ‫ﺇﺟﺮﺍﺀﺍﺕ ﻓﻌﻠﻴﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﶈﻜﻤﺔ‪ ،‬ﻳﺠﻮﺯ ﻟﻠﻄﺮﻑ ﺍﻵﺧﺮ ﻭﻗﻒ ﺗﻠﻚ‬ ‫ﺍﻹﺟﺮﺍﺀﺍﺕ ﺍﺳﺘﻨﺎﺩﺍ ﹰ ﻟﺸﺮﻁ ﺍﻟﺘﺤﻜﻴﻢ‪.‬‬ ‫‪14‬‬

‫ﻭﺇﺫﺍ ﻟﻢ ﻳﺼﺪﺭ ﹼ‬ ‫ﺍﶈﻜﻤﻮﻥ ﺣﻜﻤﻬﻢ ﺧﻼﻝ ﺍﳌﻴﻌﺎﺩ ﺍﳌﺸﺮﻭﻁ ﻓﻲ ﻭﺛﻴﻘﺔ‬ ‫ﺍﶈﺪﺩ ﻓﻲ ﺍﻟﻔﻘﺮﺓ ﺍﻟﺴﺎﺑﻘﺔ‪ ،‬ﺃﻭ ﺗﻌﺬﺭ ﻋﻠﻴﻬﻢ‬ ‫ﺍﻟﺘﺤﻜﻴﻢ ﺃﻭ ﺧﻼﻝ ﺍﻷﺟﻞ ﹼ‬ ‫ﺫﻟﻚ ﻟﺴﺒﺐ ﻗﻬﺮﻱ‪ ،‬ﺟﺎﺯ ﳌﻦ ﺷﺎﺀ ﻣﻦ ﺍﳋﺼﻮﻡ ﺭﻓﻊ ﺍﻷﻣﺮ ﺇﻟﻰ ﺍﶈﻜﻤﺔ‬ ‫ﻣﺪﺓ ﺟﺪﻳﺪﺓ ﺃﻭ ﻟﻠﻔﺼﻞ ﻓﻲ ﺍﻟﻨﺰﺍﻉ‬ ‫ﺍﺨﻤﻟﺘﺼﺔ ﺃﺻﻼﹰ ﺑﻨﻈﺮ ﺍﻟﻨﺰﺍﻉ ﻹﺿﺎﻓﺔ ﹼ‬ ‫ﺃﻭ ﻟﺘﻌﻴﲔ ﻣﺤﻜﻤﲔ ﺁﺧﺮﻳﻦ‪“.‬‬ ‫ﳝﻨﺢ ﺍﻟﻨﺺ ﺃﻋﻼﻩ ﻟﻠﻤﺤﺎﻛﻢ ﺍﶈﻠ ﹼﻴﺔ ﺻﻼﺣﻴﺎﺕ ﻭﺍﺳﻌﺔ‪ ،‬ﻓﻔﻲ ﺣﺎﻝ‬ ‫ﻋﺪﻡ ﺻﺪﻭﺭ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﻓﻲ ﺍﻟﺘﻮﻗﻴﺖ ﺍﳌﺘﱠﻔﻖ ﻋﻠﻴﻪ ﺑﲔ ﺍﻷﻃﺮﺍﻑ‬ ‫ﻭﺍﶈ ﱠﺪﺩ ﻓﻲ ﺍﺗﻔﺎﻕ ﺍﻟﺘﺤﻜﻴﻢ ﺃﻭ ﻃﺒﻘﺎ ﹰ ﻟﻠﻘﻮﺍﻧﲔ ﺍﳌﺘﱠﺒﻌﺔ‪ ،‬ﻳﺤﻖﹼ‬ ‫ﻟﻠﻤﺤﻜﻤﺔ ﺍﻟﺘﺪﺧﻞ ﻟﺘﻤﺪﻳﺪ ﻣﺪﺓ ﺇﺻﺪﺍﺭ ﻗﺮﺍﺭ ﺍﻟﺘﺤﻜﻴﻢ ﺃﻭ ﺗﺴﻮﻳﺔ‬ ‫ﺍﻟﻨﺰﺍﻉ ﺃﻭ ﺗﻌﻴﲔ ﻫﻴﺌﺔ ﲢﻜﻴﻢ ﺃﺧﺮﻯ‪.‬‬ ‫■ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﻨﻔﻴﺬ ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‪ ،‬ﺗﻨﺺ ﺍﳌﺎﺩﺓ )‪(204‬‬ ‫ﻋﻠﻰ ﻣﺎ ﻳﻠﻲ‪:‬‬ ‫”ﻻ ﻳﻜﻮﻥ ﺣﻜﻢ ﺍﶈﻜﻤﲔ ﻗﺎﺑﻼﹰ ﻟﻠﺘﻨﻔﻴﺬ‪ ،‬ﺇﻻ ﺑﺄﻣﺮ ﻳﺼﺪﺭﻩ ﻗﺎﺿﻲ ﺍﶈﻜﻤﺔ‬ ‫ﺍﻟﺘﻲ ﺃﻭﺩﻉ ﺃﺻﻞ ﺍﳊﻜﻢ ﻗﻠﻢ ﻛﺘﺎﺑﻬﺎ‪ ،‬ﺑﻨﺎﺀ ﻋﻠﻰ ﻃﻠﺐ ﺃﻱ ﻣﻦ ﺫﻭﻱ ﺍﻟﺸﺄﻥ‪.‬‬


Mismanagement of print costs businesses between 1-3% of revenue annually If companies printed in duplex, their paper costs could be reduced by 30%

Take control of your spiralling print costs. Print is often the forgotten business cost, yet solutions are readily available to ensure businesses have maximum visibility and control of their print output. In its latest White Paper, SMB Buying Considerations for Smarter Business Printing, IDC sounds a note of caution that when printer usage is left unchecked there is potential for costs to spiral out of control. Print smart, print OKI. To download the IDC White Paper scan the QR code or visit www.okime.ae/corporate/thought-leadership


‫أﺧﺒﺎر إﻗﻠﻴﻤ ّﻴﺔ‬

‫ﺗﻮﻗﻌﺎت اﻟﻨﻤﻮ اﻻﻗﺘﺼﺎدي ﻓﻲ اﻟﻤﻨﻄﻘﺔ‬ ‫ﺃﻛﺪﺕ ﲢﻠﻴﻼﺕ ﻣﺠﻤﻮﻋﺔ ‪ QNB‬ﺃﻥ‬ ‫ﻣﺴﺘﻘﺒﻞ ﺍﻷﺩﺍﺀ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﻣﻨﻄﻘﺔ‬ ‫ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﻻ ﻳﺰﺍﻝ‬ ‫ﺍﻳﺠﺎﺑﻴﺎ ﹰ‪ .‬ﻭﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺍﻟﺘﺤﺪﻳﺎﺕ ﺍﻟﻨﺎﲡﺔ‬ ‫ﻋﻦ ﺃﺩﺍﺀ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻌﺎﳌﻲ ﻭﺣﺎﻟﺔ ﻋﺪﻡ‬ ‫ﺍﻟﻴﻘﲔ ﺍﻟﺘﻲ ﺗﻜﺘﻨﻒ ﺍﻟﻮﺿﻊ ﺍﻟﺴﻴﺎﺳﻲ‬ ‫ﻓﻲ ﻋﺪﺩ ﻣﻦ ﺩﻭﻝ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ‬ ‫ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ‪ ،‬ﺗﻈﻞ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻨﻤﻮ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺍﳌﻨﻄﻘﺔ ﺗﺘﺮﺍﻭﺡ ﺑﲔ ‪%3.5‬‬ ‫ﻭ‪ %4‬ﺧﻼﻝ ﺍﻟﻌﺎﻡ ﺍﳉﺎﺭﻱ ﻭﺗﺘﺮﺍﻭﺡ ﺑﲔ ‪%4.5‬‬ ‫ﻭ‪ %5‬ﻟﻌﺎﻡ ‪ .2014‬ﻛﻤﺎ ﺃﻥ ﺩﻭﻝ ﻣﺠﻠﺲ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ ﺗﻮﺍﺻﻞ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﺎ‬ ‫ﺍﻟﻘﻮﻳﺔ ﻓﻲ ﺗﻄﻮﻳﺮ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‬ ‫ﻭﺗﻨﻮﻳﻊ ﺍﻷﺩﺍﺀ ﺍﻻﻗﺘﺼﺎﺩﻱ‪ ،‬ﳑﺎ ﺳﻴﺆﺩﻱ ﺇﻟﻰ‬ ‫ﺗﻌﺰﻳﺰ ﳕﻮ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﻟﻠﻘﻄﺎﻉ‬ ‫ﻏﻴﺮ ﺍﻟﻨﻔﻄﻲ‪ .‬ﻭﺳﺘﻮﺍﺻﻞ ﺃﻏﻠﺐ ﺍﻟﺪﻭﻝ‬ ‫ﺍﳌﺴﺘﻮﺭﺩﺓ ﻟﻠﻨﻔﻂ ﻓﻲ ﺍﳌﻨﻄﻘﺔ ﺍﻟﺘﻌﺎﻓﻲ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﻋﻠﻰ ﺍﻟﺮﻏﻢ ﻣﻦ ﺃﻧﻬﺎ ﺗﻮﺍﺟﻪ‬ ‫ﻣﺨﺎﻃﺮ ﻣﺮﺗﺒﻄﺔ ﺑﺎﻋﺘﻤﺎﺩﻫﺎ ﻋﻠﻰ ﺍﻟﻄﻠﺐ‬ ‫ﺍﻟﻌﺎﳌﻲ ﻭﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﻴﻘﲔ ﺍﻟﺴﻴﺎﺳﻲ ﻋﻠﻰ‬ ‫ﺍﻟﺴﺎﺣﺔ ﺍﻟﺪﺍﺧﻠﻴﺔ ﻓﻴﻬﺎ‪ .‬ﻭﺑﺸﻜﻞ ﻋﺎﻡ‪،‬‬ ‫ﺳﺘﻈﻞ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ‬ ‫ﺃﻓﺮﻳﻘﻴﺎ ﻣﻦ ﺑﲔ ﺍﳌﻨﺎﻃﻖ ﺍﻟﺘﻲ ﺳﺘﺴﺎﻫﻢ‬ ‫ﻓﻲ ﺗﻌﺰﻳﺰ ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻌﺎﳌﻲ ﻭﺍﻟﺬﻱ‬ ‫ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﺘﺮﺍﻭﺡ ﺑﲔ ‪ %2.5‬ﻭ‪ %3‬ﺧﻼﻝ‬ ‫ﺍﻟﻌﺎﻡ ﺍﳊﺎﻟﻲ ﻭﻳﺼﻞ ﺇﻟﻰ ﻣﺎ ﺑﲔ ‪%3.5‬‬ ‫ﻭ‪ %4‬ﻓﻲ ﻋﺎﻡ ‪.2014‬‬ ‫ﳕﻮ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﺑﺎﻷﺳﻌﺎﺭ‬ ‫ﺍﻟﺜﺎﺑﺘﺔ ﻓﻲ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ‬

‫ﲢﺮﻙ ﺍﻷﺩﺍﺀ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﻣﻨﻄﻘﺔ‬ ‫ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﺧﻼﻝ ﻋﺎﻡ‬ ‫‪ 2012‬ﻓﻲ ﻣﺴﺎﺭﻳﻦ‪ ،‬ﺣﻴﺚ ﺗﺸﻴﺮ ﺗﻘﺪﻳﺮﺍﺕ‬ ‫ﺻﻨﺪﻭﻕ ﺍﻟﻨﻘﺪ ﺍﻟﺪﻭﻟﻲ ﺇﻟﻰ ﺃﻥ ﺩﻭﻝ ﻣﺠﻠﺲ‬ ‫ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ ﺣﻘﻘﺖ ﻣﻌﺪﻻﺕ ﳕﻮ‬ ‫ﻣﺮﺗﻔﻌﺔ )ﻳﹸ ﹶﻘ ﹶﺪﺭ ﳕﻮ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ‬ ‫ﺑﺎﻷﺳﻌﺎﺭ ﺍﻟﺜﺎﺑﺘﺔ ﻋﻨﺪ ‪ (%6‬ﺑﻘﻴﺎﺩﺓ ﺩﻭﻟﺔ‬ ‫ﻗﻄﺮ ﻭﺍﳌﻤﻠﻜﺔ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﻓﻲ‬ ‫ﺣﲔ ﺃﻥ ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺑﻘﻴﺔ ﺩﻭﻝ‬ ‫ﺍﳌﻨﻄﻘﺔ ﻛﺎﻥ ﺃﻗﻞ ﻣﻦ ﺫﻟﻚ ﺑﻜﺜﻴﺮ )ﻳﹸ ﹶﻘ ﹶﺪﺭ‬ ‫ﳕﻮ ﺍﻟﻨﺎﰋ ﺍﶈﻠﻲ ﺍﻹﺟﻤﺎﻟﻲ ﺑﺎﻷﺳﻌﺎﺭ‬ ‫ﺍﻟﺜﺎﺑﺘﺔ ﻋﻨﺪ ‪ ،(%1.9‬ﺍﻷﻣﺮ ﺍﻟﺬﻱ ﻳﻌﻜﺲ‬ ‫ﺍﻧﺨﻔﺎﺽ ﺍﻟﻄﻠﺐ ﺍﻟﻌﺎﳌﻲ ﻋﻠﻰ ﺻﺎﺩﺭﺍﺗﻬﺎ‬ ‫ﻭﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﻴﻘﲔ ﺍﻟﺴﻴﺎﺳﻲ‪ .‬ﻛﻤﺎ ﺃﻥ‬ ‫ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ ﺷﻬﺪﺕ‬ ‫ﻣﻌﺪﻻﺕ ﺗﻀﺨﻢ ﻣﻨﺨﻔﻀﺔ ﻋﻨﺪ ‪،%2.4‬‬ ‫ﺑﻴﻨﻤﺎ ﻭﺍﺟﻬﺖ ﺑﻘﻴﺔ ﺩﻭﻝ ﺍﳌﻨﻄﻘﺔ ﻣﻌﺪﻻﺕ‬ ‫ﺗﻀﺨﻢ ﻣﺮﺗﻔﻌﺔ ﺑﻠﻐﺖ ‪ .%8.9‬ﻋﻼﻭﺓ ﻋﻠﻰ‬ ‫ﺫﻟﻚ‪ ،‬ﺍﺳﺘﻤﺮﺕ ﺍﳌﻮﺍﺯﻧﺎﺕ ﺍﻟﻌﺎﻣﺔ ﻭﺍﳊﺴﺎﺑﺎﺕ‬ ‫ﺍﳉﺎﺭﻳﺔ ﻓﻲ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﳋﻠﻴﺠﻲ‬ ‫ﻓﻲ ﺗﺴﺠﻴﻞ ﻓﻮﺍﺋﺾ ﻛﺒﻴﺮﺓ ﺑﻔﻀﻞ ﺍﺭﺗﻔﺎﻉ‬ ‫ﺃﺳﻌﺎﺭ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ‪ .‬ﻭﻣﻦ ﺟﺎﻧﺐ ﺁﺧﺮ‪،‬‬ ‫ﻭﺍﺻﻠﺖ ﺍﻟﺪﻭﻝ ﺍﳌﺴﺘﻮﺭﺩﺓ ﻟﻠﻨﻔﻂ ﻓﻲ‬ ‫ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ‬ ‫ﻓﻲ ﺗﺨﻔﻴﻒ ﺳﻴﺎﺳﺎﺗﻬﺎ ﺍﳌﺎﻟﻴﺔ ﳑﺎ ﺃﺩﻯ ﺇﻟﻰ‬ ‫ﺇﺿﻌﺎﻑ ﻭﺿﻊ ﻣﻴﺰﺍﻥ ﺍﳌﺪﻓﻮﻋﺎﺕ ﺑﻬﺎ ﻭﺯﻳﺎﺩﺓ‬ ‫ﺗﻌﺮﺿﻬﺎ ﺨﻤﻟﺎﻃﺮ ﺍﺭﺗﻔﺎﻉ ﺍﻟﺪﻳﻦ ﺍﻟﻌﺎﻡ‪.‬‬ ‫ﻟﻜﻦ ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﺗﺘﻘﻠﺺ ﻫﺬﻩ‬ ‫ﺍﻟﻔﺠﻮﺓ ﺑﲔ ﺍﻟﺪﻭﻝ ﺍﳌﺼﺪﺭﺓ ﻟﻠﻨﻔﻂ ﻭﺍﻟﺪﻭﻝ‬

‫ﺍﳌﺼﺪﺭ‪ :‬ﺗﻘﺪﻳﺮﺍﺕ ﺻﻨﺪﻭﻕ ﺍﻟﻨﻘﺪ ﺍﻟﺪﻭﻟﻲ ﻭﺗﻮﻗﻌﺎﺕ ﻣﺠﻤﻮﻋﺔ ‪QNB‬‬

‫ﺍﳌﺴﺘﻮﺭﺩﺓ ﻟﻠﻨﻔﻂ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﺧﻼﻝ ﻋﺎﻣﻲ‬ ‫‪ 2013‬ﻭ‪ .2014‬ﻭﺗﺮﻯ ﻣﺠﻤﻮﻋﺔ ‪QNB‬‬ ‫ﺃﻥ ﺍﻧﺨﻔﺎﺽ ﺃﺳﻌﺎﺭ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﻣﻊ‬ ‫ﺍﺳﺘﻘﺮﺍﺭ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻹﻧﺘﺎﺝ ﺳﺘﺆﺩﻱ ﺇﻟﻰ‬ ‫ﺗﻘﻠﻴﺺ ﻣﺴﺎﻫﻤﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻨﻔﻄﻲ ﻓﻲ‬ ‫ﺍﻟﻨﻤﻮ ﺍﻻﻗﺘﺼﺎﺩﻱ ﻓﻲ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ‬ ‫ﺍﳋﻠﻴﺠﻲ‪ ،‬ﻓﻲ ﺣﲔ ﺃﻥ ﺍﻟﻘﻄﺎﻉ ﻏﻴﺮ ﺍﻟﻨﻔﻄﻲ‬ ‫ﺳﻴﻮﺍﺻﻞ ﻣﻌﺪﻻﺕ ﺍﻟﻨﻤﻮ ﺍﳌﺮﺗﻔﻌﺔ ﺑﻔﻀﻞ‬ ‫ﺍﻟﻄﻠﺐ ﺍﻟﻘﻮﻱ ﻣﻦ ﺍﻟﻘﻄﺎﻉ ﺍﳋﺎﺹ ﻭﺯﻳﺎﺩﺓ‬ ‫ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﳊﻜﻮﻣﻴﺔ‪ .‬ﻭﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻳﻀﺎ ﹰ‬ ‫ﺃﻥ ﺗﻌﺰﺯ ﺑﻘﻴﺔ ﺩﻭﻝ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ‬ ‫ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﻣﻦ ﳕﻮﻫﺎ ﺍﻻﻗﺘﺼﺎﺩﻱ ﺧﻼﻝ‬ ‫ﺍﻟﻌﺎﻣﲔ ﺍﻟﻘﺎﺩﻣﲔ ﺑﻔﻀﻞ ﺍﻟﻨﻤﻮ ﺍﻟﺘﺪﺭﻳﺠﻲ‬

‫اﻟﺴﻌﻮدﻳﺔ ا™وﻟﻰ ﻋﺮﺑﻴ ًﺎ ﻛﺄﻛﺒﺮ دوﻟﺔ ﻣﻀﻴﻔﺔ ﻟﻼﺳﺘﺜﻤﺎرات‬ ‫ﺫﻛﺮ ﺗﻘﺮﻳﺮ ﺻﺎﺩﺭ ﻋﻦ ﺍﳌﺆﺳﺴﺔ ﺍﻟﻌﺮﺑﻴﺔ ﻟﻀﻤﺎﻥ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻭﺍﺋﺘﻤﺎﻥ ﺍﻟﺼﺎﺩﺭﺍﺕ )ﺿﻤﺎﻥ( ﺃﻥ ﺍﻟﺴﻌﻮﺩﻳﺔ ﺣﻠﺖ ﻓﻲ ﺍﳌﺮﺗﺒﺔ‬ ‫ﺍﻷﻭﻟﻰ ﻋﺮﺑﻴﺎ ﹰ ﻛﺄﻛﺒﺮ ﺩﻭﻟﺔ ﻣﻀﻴﻔﺔ ﻟﻼﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻷﺟﻨﺒﻴﺔ‬ ‫ﺍﳌﺒﺎﺷﺮﺓ ﺑﺘﺪﻓﻘﺎﺕ ﺑﻠﻐﺖ ‪ 12182‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ﺑﻠﻐﺖ‬ ‫‪ 25.8%‬ﻣﻦ ﺍﻹﺟﻤﺎﻟﻲ‪ ،‬ﺗﻠﺘﻬﺎ ﺍﻹﻣﺎﺭﺍﺕ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﺜﺎﻧﻴﺔ‬ ‫ﺑﻘﻴﻤﺔ ‪ 9608‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،20.4%‬ﺛﻢ ﻟﺒﻨﺎﻥ ﻓﻲ‬ ‫ﺍﳌﺮﺗﺒﺔ ﺍﻟﺜﺎﻟﺜﺔ ﺑﻘﻴﻤﺔ ‪ 3678‬ﻣﻼﻳﲔ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ 7.8‬ﻓﻲ‬ ‫ﺍﳌﺌﺔ‪ ،‬ﺍﳉﺰﺍﺋﺮ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﺮﺍﺑﻌﺔ ﺑﻘﻴﻤﺔ ‪ 2900‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ‬ ‫ﻭﺑﺤﺼﺔ ‪ ،6.2%‬ﺛﻢ ﺍﳌﻐﺮﺏ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﳋﺎﻣﺴﺔ ﺑﻘﻴﻤﺔ‬ ‫‪ 2887‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،6.1%‬ﺛﻢ ﻣﺼﺮ ﻓﻲ ﺍﳌﺮﺗﺒﺔ‬ ‫ﺍﻟﺴﺎﺩﺳﺔ ﺑﻘﻴﻤﺔ ‪ 2798‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪.5.9%‬‬ ‫ﻓﻲ ﺍﳌﻘﺎﺑﻞ‪ ،‬ﺣﻠﺖ ﺍﻟﺴﻮﺩﺍﻥ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﺴﺎﺑﻌﺔ ﻋﺮﺑﻴﺎ ﹰ ﻣﻦ‬ ‫ﺣﻴﺚ ﺣﺠﻢ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻷﺟﻨﺒﻴﺔ ﺍﳌﺒﺎﺷﺮﺓ ﺍﻟﻮﺍﺭﺩﺓ ﺑﻘﻴﻤﺔ‬ ‫‪ 2488‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ 5.3%‬ﺛﻢ ﺗﻮﻧﺲ ﻓﻲ ﺍﳌﺮﺗﺒﺔ‬ ‫ﺍﻟﺜﺎﻣﻨﺔ ﺑﻘﻴﻤﺔ ‪ 1944‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،4.1%‬ﻓﻲ ﺣﲔ‬ ‫‪12‬‬

‫ﺣﻠﺖ ﺳﻠﻄﻨﺔ ﻋﻤﺎﻥ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟﻌﺎﺷﺮﺓ ﺑﻘﻴﻤﺔ ‪ 1484‬ﻣﻠﻴﻮﻥ‬ ‫ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،3.1%‬ﺛﻢ ﺍﻷﺭﺩﻥ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟـ‪ 11‬ﺑﻘﻴﻤﺔ ‪1405‬‬ ‫ﻣﻼﻳﲔ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ 3%‬ﻣﻦ ﺍﻹﺟﻤﺎﻟﻲ ﺍﻟﻌﺮﺑﻲ‪.‬‬ ‫ﻣﻦ ﺟﻬﺔ ﺃﺧﺮﻯ‪ ،‬ﺃﻭﺿﺢ ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﺗﺪﻓﻘﺎﺕ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺍﻷﺟﻨﺒﻲ ﺍﳌﺒﺎﺷﺮ ﺍﻟﻮﺍﺭﺩﺓ ﺇﻟﻰ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ‪ ،‬ﺍﺭﺗﻔﻌﺖ ﲟﻌﺪﻝ‬ ‫‪ 9.8%‬ﺇﻟﻰ ‪ 47‬ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﻋﺎﻡ ‪ ،2012‬ﻣﻘﺎﺭﻧﺔ ﺑـ ‪42.9‬‬ ‫ﻣﻠﻴﺎﺭ ﺩﻭﻻﺭ ﻋﺎﻡ ‪.2011‬‬ ‫ﻭﺑﲔ ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﻫﺬﺍ ﺍﻻﺭﺗﻔﺎﻉ ﺟﺎﺀ ﻛﻤﺤﺼﻠﺔ ﻟﻠﻌﺪﻳﺪ ﻣﻦ‬ ‫ﹼ‬ ‫ﺍﻟﻌﻮﺍﻣﻞ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻭﺍﻟﺴﻠﺒﻴﺔ ﺍﳌﺆﺛﺮﺓ ﻋﻠﻰ ﻣﻨﺎﺥ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻓﻲ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ‪ .‬ﻛﻤﺎ ﺃﺷﺎﺭ ﺇﻟﻰ ﺗﺒﺎﻳﻦ ﺃﺩﺍﺀ ﺍﻟﺪﻭﻝ ﺍﻟﻌﺮﺑﻴﺔ‬ ‫ﺣﻴﺚ ﺍﺭﺗﻔﻌﺖ ﺗﺪﻓﻘﺎﺕ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ ﺍﻷﺟﻨﺒﻴﺔ ﺍﳌﺒﺎﺷﺮﺓ‬ ‫ﺍﻟﻮﺍﺭﺩﺓ ﺇﻟﻰ ‪ 14‬ﺩﻭﻝ ﻋﺮﺑﻴﺔ‪ :‬ﻫﻲ ﺍﻹﻣﺎﺭﺍﺕ‪ ،‬ﺍﳉﺰﺍﺋﺮ‪ ،‬ﺍﳌﻐﺮﺏ‪،‬‬ ‫ﻣﺼﺮ‪ ،‬ﺗﻮﻧﺲ‪ ،‬ﺍﻟﻜﻮﻳﺖ‪ ،‬ﺳﻠﻄﻨﺔ ﻋﻤﺎﻥ‪ ،‬ﺍﻟﺒﺤﺮﻳﻦ‪ ،‬ﻟﻴﺒﻴﺎ‪،‬‬ ‫ﻗﻄﺮ‪ ،‬ﻓﻠﺴﻄﲔ‪ ،‬ﻣﻮﺭﻳﺘﺎﻧﻴﺎ‪ ،‬ﺟﻴﺒﻮﺗﻲ‪ ،‬ﺍﻟﻴﻤﻦ‪ ،‬ﻓﻲ ﺣﲔ‬ ‫ﺗﺮﺍﺟﻌﺖ ﺍﻟﺘﺪﻓﻘﺎﺕ ﺇﻟﻰ ‪ 5‬ﺩﻭﻝ‪ :‬ﺍﻟﺴﻌﻮﺩﻳﺔ‪ ،‬ﺍﻟﺴﻮﺩﺍﻥ‪ ،‬ﺍﻷﺭﺩﻥ‪،‬‬

‫ﻓﻲ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻌﺎﳌﻲ ﻭﺯﻳﺎﺩﺓ ﺍﻻﺳﺘﺜﻤﺎﺭﺍﺕ‬ ‫ﻭﺗﻌﺎﻓﻲ ﺍﻟﻄﻠﺐ ﺍﶈﻠﻲ‪ .‬ﻟﻜﻦ ﻫﻨﺎﻙ ﻣﺨﺎﻃﺮ‬ ‫ﻣﻬﻤﺔ ﺗﻮﺍﺟﻪ ﺗﻮﻗﻌﺎﺕ ﺍﻟﻨﻤﻮ ﻫﺬﻩ ﻭﺍﻟﺘﻲ‬ ‫ﺗﻨﺠﻢ ﻋﻦ ﺍﺣﺘﻤﺎﻻﺕ ﺍﻟﺘﺮﺍﺟﻊ ﻓﻲ ﺃﺩﺍﺀ‬ ‫ﺍﻻﻗﺘﺼﺎﺩ ﺍﻟﻌﺎﳌﻲ ﻭﺣﺎﻟﺔ ﻋﺪﻡ ﺍﻟﻴﻘﲔ ﺑﺸﺄﻥ‬ ‫ﺍﻟﻮﺿﻊ ﺍﻟﺴﻴﺎﺳﻲ ﺍﻟﺪﺍﺧﻠﻲ‪.‬‬ ‫ﻣﻦ ﺍﳌﺘﻮﻗﻊ ﺃﻥ ﻳﺘﺰﺍﻣﻦ ﻫﺬﺍ ﺍﻟﻨﻤﻮ‬ ‫ﺍﻻﻗﺘﺼﺎﺩﻱ ﺍﻟﻘﻮﻱ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ‬ ‫ﺍﻷﻭﺳﻂ ﻭﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ ﻣﻊ ﺗﺮﺍﺟﻊ‬ ‫ﻣﻌﺪﻻﺕ ﺍﻟﺘﻀﺨﻢ ﻭﲢﺴﻦ ﺍﻷﻭﺿﺎﻉ ﺍﳌﺎﻟﻴﺔ‬ ‫ﻓﻲ ﺍﻟﺪﻭﻝ ﺍﳌﺴﺘﻮﺭﺩﺓ ﻟﻠﻨﻔﻂ‪ .‬ﻛﻤﺎ ﺃﻥ‬ ‫ﺗﺮﺍﺟﻊ ﺃﺳﻌﺎﺭ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ﺳﺘﺆﺩﻱ ﺃﻳﻀﺎ ﹰ‬ ‫ﺇﻟﻰ ﻣﻌﺎﳉﺔ ﺍﻻﺧﺘﻼﻝ ﻓﻲ ﻣﻴﺰﺍﻥ ﺍﳌﺪﻓﻮﻋﺎﺕ‬ ‫ﻓﻲ ﺍﳌﻨﻄﻘﺔ‪.‬‬

‫ﺍﻟﻌﺮﺍﻕ‪ ،‬ﻟﺒﻨﺎﻥ ﻛﻤﺎ ﺍﺳﺘﻘﺮﺕ ﺍﻟﺘﺪﻓﻘﺎﺕ ﻓﻲ ﺍﻟﺼﻮﻣﺎﻝ ﻋﻨﺪ‬ ‫ﻧﻔﺲ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﻌﺎﻡ ﺍﳌﺎﺿﻲ‪.‬‬ ‫ﻭﺫﻛﺮ ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﺍﻟﻌﺮﺍﻕ ﹼ‬ ‫ﺣﻞ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟـ‪ 12‬ﻋﺮﺑﻴﺎ ﹰ‬ ‫ﺑﻘﻴﻤﺔ ‪ 1275‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،2.7%‬ﺛﻢ ﺍﻟﺒﺤﺮﻳﻦ ﻓﻲ‬ ‫ﺍﳌﺮﺗﺒﺔ ﺍﻟـ‪ 13‬ﺑﻘﻴﻤﺔ ‪ 891‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،1.9%‬ﺛﻢ‬ ‫ﻟﻴﺒﻴﺎ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟـ‪ 14‬ﺑﻘﻴﻤﺔ ‪ 720‬ﻣﻠﻴﻮﻥ ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ‬ ‫‪ ،1.5%‬ﺛﻢ ﻗﻄﺮ ﻓﻲ ﺍﳌﺮﺗﺒﺔ ﺍﻟـ ‪ 15‬ﺑﻘﻴﻤﺔ ‪ 327‬ﻣﻠﻴﻮﻥ‬ ‫ﺩﻭﻻﺭ ﻭﺑﺤﺼﺔ ‪ ،0.7%‬ﻭﺃﺧﻴﺮﺍ ﹰ ﺟﺎﺀﺕ ﻓﻠﺴﻄﲔ ﻭﻣﻮﺭﻳﺘﺎﻧﻴﺎ‬ ‫ﻭﺟﻴﺒﻮﺗﻲ ﻭﺍﻟﺼﻮﻣﺎﻝ ﻭﺍﻟﻴﻤﻦ ﻋﻠﻰ ﺍﻟﺘﻮﺍﻟﻲ‪.‬‬ ‫ﺍﳌﺆﺷﺮ ﺍﻟﻌﺎﻡ ﳉﺎﺫﺑﻴﺔ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﺃﻣﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻷﺩﺍﺀ ﻣﺆﺷﺮ ﺿﻤﺎﻥ ﳉﺎﺫﺑﻴﺔ ﺍﻟﺪﻭﻝ ﻟﻼﺳﺘﺜﻤﺎﺭ‪،‬‬ ‫ﻛﺸﻒ ﺗﻘﺮﻳﺮ ﻣﻨﺎﺥ ﺍﻻﺳﺘﺜﻤﺎﺭ ﻭﺍﻟﺬﻱ ﺍﺳﺘﻌﺮﺽ ﺃﺩﺍﺀ‬ ‫‪ 110‬ﺩﻭﻝ ﻣﻦ ﺑﻴﻨﻬﺎ ‪ 17‬ﻋﺮﺑﻴﺔ ﻓﻲ ”ﻣﺆﺷﺮ ﺿﻤﺎﻥ‬ ‫ﳉﺎﺫﺑﻴﺔ ﺍﻻﺳﺘﺜﻤﺎﺭ“ ﻟﻌﺎﻡ ‪ 2013‬ﻋﻦ ﺗﺼﺪﺭ ﺩﻭﻝ ﺍﳋﻠﻴﺞ‬ ‫ﻭﻫﻲ‪ :‬ﺍﻹﻣﺎﺭﺍﺕ‪ ،‬ﺍﻟﻜﻮﻳﺖ‪ ،‬ﺍﻟﺒﺤﺮﻳﻦ‪ ،‬ﻗﻄﺮ‪ ،‬ﺳﻠﻄﻨﺔ ﻋﻤﺎﻥ‪،‬‬ ‫ﻭﺍﻟﺴﻌﻮﺩﻳﺔ ﻋﻠﻰ ﺍﻟﺘﻮﺍﻟﻲ ﺍﻷﺩﺍﺀ ﺍﻟﻌﺮﺑﻲ ﻓﻲ ﺍﳌﺆﺷﺮ ﺣﻴﺚ‬ ‫ﺍﺣﺘﻠﺖ ﺍﳌﺮﺍﺗﺐ ﺍﻟﺴﺖ ﺍﻷﻭﻟﻰ‪.‬‬


‫اﻧﺘﻌﺎش ﻣﻨﺘﻈﺮ ﻓﻲ اﻟﻘﻄﺎع اﻟﻌﻘﺎري‬ ‫ﺃﺷﺎﺭ ﺗﻘﺮﻳﺮ ﺍﻷﺻﻤﺦ ﻟﻠﻤﺸﺎﺭﻳﻊ ﺍﻟﻌﻘﺎﺭﻳﺔ ﺇﻟﻰ ﺃﻥ ﺍﻟﻘﻄﺎﻉ‬ ‫ﺍﻟﻌﻘﺎﺭﻱ ﻓﻲ ﻗﻄﺮ ﺳﻴﺸﻬﺪ ﳕﻮﺍ ﹰ ﻛﺒﻴﺮﺍ ﹰ ﺧﻼﻝ ﺍﻟﻌﺎﻡ ‪. 2013‬‬ ‫ﻛﻤﺎ ﺳﺘﺸﻬﺪ ﺣﺮﻛﺔ ﺍﻟﺘﺪﺍﻭﻻﺕ ﺑﺎﻟﻘﻄﺎﻉ ﺍﻟﻌﻘﺎﺭﻱ ﺍﻧﺘﻌﺎﺷﺔ‬ ‫ﻣﺪﻋﻮﻣﺔ ﺑﺎﺳﺘﻜﻤﺎﻝ ﻃﺮﺡ ﺍﳌﺸﺮﻭﻋﺎﺕ ﺍﻟﻜﺒﺮﻯ ﺍﳌﺮﺗﺒﻄﺔ‬ ‫ﺑﺎﳋﻄﺔ ﺍﻟﺘﻨﻤﻮﻳﺔ ﻭﺭﺅﻳﺔ ﻗﻄﺮ ‪ 2030‬ﻭﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ‪.‬‬ ‫ﻭﺃﺿﺎﻑ ﺍﻟﺘﻘﺮﻳﺮ‪ ” :‬ﺳﻴﺸﻬﺪ ﺍﻟﻌﺎﻡ ‪ 2013‬ﻣﺰﻳﺪﺍ ﹰ ﻣﻦ‬ ‫ﺧﺎﺻﺔ ﻓﻲ ﻣﺸﺮﻭﻉ ﻣﺪﻳﻨﺔ ﻟﻮﺳﻴﻞ ﻛﻮﻧﻪ‬ ‫ﺍﳌﺸﺮﻭﻋﺎﺕ ﺍﻟﻌﻘﺎﺭﻳﺔ ﹼ‬ ‫ﺷﻬﺪ ﺗﻮﺯﻳﻊ ﺃﺭﺍﺽ ﻟﻠﻤﻮﺍﻃﻨﲔ ﻭﺍﻟﺘﻲ ﺗﺒﻠﻎ ﻣﺴﺎﺣﺘﻬﺎ ﻧﺤﻮ ‪1.8‬‬ ‫ﻣﻠﻴﻮﻥ ﻣﺘﺮ ﻣﺮﺑﻊ ﻣﻘﺴﻤﺔ ﻋﻠﻰ ‪ 895‬ﻗﻄﻌﺔ ﺃﺭﺽ ﺑﻌﺪﻣﺎ ﰎﹼ‬ ‫ﺇﳒﺎﺯ ﺃﻋﻤﺎﻝ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻠﻤﺸﺮﻭﻉ‪.‬‬ ‫ﻭﺃﻭﺿﺢ ﺃﻥ ﻗﺮﺍﺭ ﺍﺳﺘﻤﻼﻙ ﺍﻷﺭﺍﺿﻲ ﻟﺼﺎﻟﺢ ﺍﳌﺸﺎﺭﻳﻊ‬ ‫ﺍﻟﺘﻨﻤﻮﻳﺔ ﺍﻟﻜﺒﺮﻯ ﻣﺜﻞ ﺍﻟﺮﻳﻞ ﺳﻴﻨﻌﺶ ﺍﻟﻘﻄﺎﻉ ﺍﻟﻌﻘﺎﺭﻱ ﻋﻠﻰ‬ ‫ﻭﺑﲔ ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﻣﻴﺰﺍﻧﻴﺔ ﺍﻻﺳﺘﻤﻼﻛﺎﺕ ﺍﳋﺎﺻﺔ‬ ‫ﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ‪ ،‬ﹼ‬ ‫ﺍﺨﻤﻟﺼﺼﺔ ﻟﻠﺠﺰﺀ ﺍﻷﻭﻝ ﺳﺘﺼﻞ ﺇﻟﻰ ﻗﺮﺍﺑﺔ ‪4‬‬ ‫ﲟﺸﺮﻭﻉ ﺍﻟﺮﻳﻞ‬ ‫ﹼ‬ ‫ﻣﻠﻴﺎﺭﺍﺕ ﺭﻳﺎﻝ‪ ،‬ﻭﻓﻘﺎ ﹰ ﻟﺘﺼﺮﻳﺤﺎﺕ ﻣﻦ ﺇﺩﺍﺭﺓ ﻧﺰﻉ ﺍﳌﻠﻜﻴﺔ ﻓﻲ ﻭﺯﺍﺭﺓ‬ ‫ﺍﻟﺒﻠﺪﻳﺔ ﻭﺍﻟﺘﺨﻄﻴﻂ ﺍﻟﻌﻤﺮﺍﻧﻲ‪.‬‬ ‫ﻭﺃﺷﺎﺭ ﺇﻟﻰ ﺃﻧﻪ ﺳﺘﻜﻮﻥ ﻫﻨﺎﻙ ﻣﻨﺎﻃﻖ ﺟﺪﻳﺪﺓ ﻓﻲ ﺍﻟﻮﻛﺮﺓ‬ ‫ﺳﻴﻠﺤﻘﻬﺎ ﺍﻟﺘﻄﻮﻳﺮ ﺑﻌﺪ ﻧﺰﻉ ﺍﳌﻠﻜﻴﺔ ﻹﻧﺸﺎﺀ ﻣﺪﻳﻨﺔ ﺣﺪﻳﺜﺔ‬ ‫ﻓﻴﻬﺎ‪ ،‬ﻣﺎ ﺳ ﹸﻴﻨﺸﻂ ﺍﳊﺮﻛﺔ ﺍﻟﻌﻘﺎﺭﻳﺔ ﻓﻲ ﻫﺬﻩ ﺍﳌﻨﻄﻘﺔ ﻋﻠﻰ‬ ‫ﺍﳌﺪﻯ ﺍﻟﺒﻌﻴﺪ‪ ،‬ﻣﻮﺿﺤﺎ ﹰ ﺃﻥ ﻫﺬﺍ ﺍﻟﻮﺍﻗﻊ ﺍﳌﺆﺩﻱ ﺇﻟﻰ ﺍﻧﺘﻌﺎﺵ ﻋﻘﺎﺭﻱ‬ ‫ﺗﻮﺟﻪ ﺍﳌﻄ ﹼﻮﺭﻳﻦ‬ ‫ﻛﺒﻴﺮ ﻭﻣﺴﺘﻤﺮ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﳌﻘﺒﻠﺔ ﺗﺰﺍﻣﻦ ﻣﻊ ﹼ‬ ‫ﺍﻟﺘﻮﺳﻊ ﻓﻲ ﺍﺳﺘﺜﻤﺎﺭﺍﺗﻬﻢ ﺍﻟﻌﻘﺎﺭﻳﺔ‬ ‫ﻭﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﺍﻟﻌﻘﺎﺭﻳﲔ ﺇﻟﻰ‬ ‫ﹼ‬ ‫ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﳌﻘﺒﻠﺔ ﺣﻴﺚ ﻳﺘﻀﺢ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺍﻹﻗﺒﺎﻝ‬ ‫ﺍﻟﻜﺒﻴﺮ ﻋﻠﻰ ﺷﺮﺍﺀ ﺍﻷﺭﺍﺿﻲ ﺍﻟﻔﻀﺎﺀ ﺍﻟﺬﻱ ﺑﺪﺃﺕ ﻭﺗﻴﺮﺗﻪ ﺗﺘﺴﺎﺭﻉ‬ ‫ﻣﻨﺬ ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﺍﻟﻌﺎﻡ ﺍﳌﺎﺿﻲ ‪ ،2012‬ﻣﻨ ﹼﻮﻫﺎ ﹰ ﺑﺄﻥ ﺍﻟﺴﻮﻕ‬ ‫ﺍﻟﻘﻄﺮﻱ ﺍﺳﺘﻘﺒﻞ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻷﺟﻨﺒﻴﺔ ﺍﻟﺘﻲ ﺑﺪﺃﺕ‬ ‫ﺗﺒﺤﺚ ﻋﻦ ﻓﺮﺹ ﺍﳌﺸﺎﺭﻛﺔ ﻓﻲ ﺍﳌﺸﺎﺭﻳﻊ ﺍﻟﺘﻨﻤﻮﻳﺔ ﻓﻲ ﻗﻄﺮ‪.‬‬

‫ﻭﻋﻠﻰ ﺻﻌﻴﺪ ﲤ ﹼﻠﻚ ﺍﻟﻌﻘﺎﺭﺍﺕ ﻓﻲ ﻣﻨﺎﻃﻖ ﺣﻖ ﺍﻻﻧﺘﻔﺎﻉ‬ ‫ﻗﺎﻝ ﺗﻘﺮﻳﺮ ﺍﻷﺻﻤﺦ ﻟﻠﻤﺸﺎﺭﻳﻊ ﺍﻟﻌﻘﺎﺭﻳﺔ‪ :‬ﺇﻥ ﻋﺪﺩ ﺍﻟﺸﻘﻖ‬ ‫ﺍﻟﺴﻜﻨﻴﺔ ﺍﻟﺘﻲ ﰎﹼ ﺗﺴﺠﻴﻞ ﺣﻖ ﺍﻧﺘﻔﺎﻉ ﻓﻴﻬﺎ ﻟﻠﻤﻨﺘﻔﻌﲔ‬ ‫ﻏﻴﺮ ﺍﻟﻘﻄﺮﻳﲔ ﺣﻘﻖ ﺯﻳﺎﺩﺓ ﻓﻲ ﻣﺒﻴﻌﺎﺗﻬﺎ ﺍﻻﺷﻬﺮ ﺍﳋﻤﺴﺔ‬ ‫ﺍﻷﻭﻟﻰ ﻣﻦ ﺍﻟﻌﺎﻡ ﺍﳊﺎﻟﻲ ‪ ، 2013‬ﻭﺗﻮﻗﻊ ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﻳﺤﺪﺙ‬ ‫ﹰ‬ ‫ﻧﺸﺎﻃﺎ ﻛﺒﻴﺮﺍ ﹰ ﻓﻲ ﺍﻹﻗﺒﺎﻝ ﻋﻠﻰ ﺍﻻﻧﺘﻔﺎﻉ ﻣﻦ ﺍﻟﺸﻘﻖ‬ ‫ﺍﻟﺴﻜﻨﻴﺔ ﻓﻲ ﺍﳌﻨﺎﻃﻖ ﺍﻟـ‪ 18‬ﺍﳌﺴﻤﻮﺡ ﺍﻻﻧﺘﻔﺎﻉ ﺑﻬﺎ ﺧﻼﻝ‬ ‫ﺍﻟﻨﺼﻒ ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﺍﻟﻌﺎﻡ ‪ ،2013‬ﻣﺮﺟﻌﺎ ﹰ ﺫﻟﻚ ﻟﻠﺨﻄﺔ‬ ‫ﺍﻟﺘﻨﻤﻮﻳﺔ ﺍﻟﻜﺒﻴﺮﺓ ﺍﳌﻘﺒﻠﺔ ﻋﻠﻰ ﺗﻨﻔﻴﺬﻫﺎ ﺍﻟﺪﻭﻟﺔ ﺍﻟﺘﻲ‬ ‫ﺳﺘﺴﺘﻘﻄﺐ ﺍﺳﺘﺜﻤﺎﺭﺍﺕ ﺃﺟﻨﺒﻴﺔ ﻛﺒﻴﺮﺓ‪.‬‬

‫ﺍﻟﺼﻔﻘﺎﺕ ﻭﺃﺳﻌﺎﺭ ﺍﻻﺭﺍﺿﻲ‬

‫ﻭﺃﺷﺎﺭ ﺗﻘﺮﻳﺮ ﺷﺮﻛﺔ ﺍﻷﺻﻤﺦ ﻟﻠﻤﺸﺎﺭﻳﻊ ﺍﻟﻌﻘﺎﺭﻳﺔ ﺇﻟﻰ ﺃﻥ ﺣﺠﻢ‬ ‫ﺍﻟﺼﻔﻘﺎﺕ ﺍﻟﻌﻘﺎﺭﻳﺔ ﺷﻬﺪ ﳕ ﹼﻮﺍ ﹰ ﻛﺒﻴﺮﺍ ﹰ ﻓﻲ ﺍﻟﺘﻌﺎﻣﻼﺕ ﺍﻟﻌﻘﺎﺭﻳﺔ‬ ‫ﺍﻟﺘﻲ ﲤﹼﺖ ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﺍﻷﻭﻝ ﻣﻦ ﻳﻮﻧﻴﻮ ‪ 2013‬ﻭﻓﻖ ﺑﻴﺎﻧﺎﺕ ﺁﺧﺮ‬ ‫ﻧﺸﺮﺓ ﺻﺎﺩﺭﺓ ﻣﻦ ﺇﺩﺍﺭﺓ ﺍﻟﺘﺴﺠﻴﻞ ﺍﻟﻌﻘﺎﺭﻱ ﻓﻲ ﻭﺯﺍﺭﺓ ﺍﻟﻌﺪﻝ‬ ‫ﻟﻸﺳﺒﻮﻉ ﺍﳌﻤﺘﺪ ﻣﻦ ‪ 2‬ﺍﻟﻰ ‪ 6‬ﻳﻮﻧﻴﻮ ﺍﳊﺎﻟﻲ‪ ،‬ﺣﻴﺚ ﺳﺠﻠﺖ ﻋﺪﺩ‬ ‫ﺍﻟﺼﻔﻘﺎﺕ ﺍﻟﻌﻘﺎﺭﻳﺔ ‪ 275‬ﺻﻔﻘﺔ‪ ،‬ﻭﻟﻔﺖ ﺍﻟﺘﻘﺮﻳﺮ ﺇﻟﻰ ﺃﻥ ﻗﻴﻢ‬ ‫ﻋﻤﻠﻴﺎﺕ ﺍﻟﺒﻴﻊ ﻭﺍﻟﺮﻫﻦ ﻭﺻﻠﺖ ﺇﻟﻰ ‪ 1.91‬ﻣﻠﻴﺎﺭ ﺭﻳﺎﻝ ‪.‬‬ ‫ﻭﻋﻠﻰ ﺻﻌﻴﺪ ﺃﺳﻌﺎﺭ ﺍﻟﻘﺪﻡ ﺍﳌﺮﺑﻊ ﻟﻸﺭﺍﺿﻲ ﻭﺍﻟﺘﻲ ﻧﻔﺬﺕ‬ ‫ﺑﲔ ﺍﳌﺆﺷﺮ‬ ‫ﻋﻠﻴﻬﺎ ﺻﻔﻘﺎﺕ ﺧﻼﻝ ﺍﻻﺳﺒﻮﻉ ﺍﻟﺜﺎﻧﻲ ﻣﻦ ﻳﻮﻧﻴﻮ‪ ،‬ﹼ‬ ‫ﺍﻟﻌﻘﺎﺭﻱ ﻟﺸﺮﻛﺔ ﺍﻷﺻﻤﺦ ﺃﻧﻬﺎ ﺷﻬﺪﺕ ﺯﻳﺎﺩﺓ ﻃﻔﻴﻔﺔ ﻓﻲ‬ ‫ﺍﻷﺳﻌﺎﺭ‪ ،‬ﻭﺃﻭﺿﺢ ﺃﻥ ﻣﺘﻮﺳﻂ ﺃﺳﻌﺎﺭ ﺍﻟﻌﺮﺽ ﻟﻠﻘﺪﻡ ﺍﳌﺮﺑﻊ‬ ‫ﺍﻟﻮﺍﺣﺪ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﳌﻨﺼﻮﺭﺓ ﻭﺑﻦ ﺩﺭﻫﻢ ﺑﻠﻎ ‪ 1660‬ﺭﻳﺎﻻﹰ‪،‬‬ ‫ﻭﺳﺠﻞ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﻨﺠﻤﺔ ﺍﺭﺗﻔﺎﻋﺎ ﹰ ﺑﻠﻎ ‪ 1450‬ﺭﻳﺎﻻ ﹰ ﻟﻠﻘﺪﻡ‬ ‫ﺍﳌﺮﺑﻊ ﺍﻟﻮﺍﺣﺪ‪ ،‬ﻭﺍﺭﺗﻔﻊ ﻣﺘﻮﺳﻂ ﺳﻌﺮ ﺍﻟﻘﺪﻡ ﺍﳌﺮﺑﻊ ﻓﻲ ﻣﻨﻄﻘﺔ‬ ‫ﺍﳌﻌﻤﻮﺭﺓ ﺇﻟﻰ ‪ 400‬ﺭﻳﺎﻝ‪ ،‬ﻭﺍﺭﺗﻔﻊ ﻣﺘﻮﺳﻂ ﺳﻌﺮ ﺍﻟﻘﺪﻡ ﻓﻲ‬ ‫ﻣﻨﻄﻘﺔ ﺍﳌﻄﺎﺭ ﺍﻟﻌﺘﻴﻖ ﺇﻟﻰ ‪ 900‬ﺭﻳﺎﻝ ﻟﻠﻌﻤﺎﺭﺍﺕ‪.‬‬

‫ﻭﺑﺎﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺃﺳﻌﺎﺭ ﺍﻟﻔﻠﻞ ﻭﺍﻟﺸﻘﻖ ﺍﻟﺴﻜﻨﻴﺔ ﺃﻭﺿﺢ‬ ‫ﲢﺴﻨﺎ ﹰ ﻣﻦ‬ ‫ﺍﻟﺘﻘﺮﻳﺮ ﺃﻥ ﺳﻮﻕ ﺑﻴﻊ ﺍﻟﻌﻘﺎﺭﺍﺕ ﺍﻟﺴﻜﻨﻴﺔ ﺷﻬﺪ ﹼ‬ ‫ﺣﻴﺚ ﺣﺮﻛﺔ ﺍﻻﺳﺘﻔﺴﺎﺭﺍﺕ ﻋﻦ ﺍﻟﻮﺣﺪﺍﺕ ﻓﻲ ﻣﻨﺎﻃﻖ ﺣﻖ‬ ‫ﺍﻻﻧﺘﻔﺎﻉ ﺍﻟـ‪ 18‬ﻭﻣﻨﺎﻃﻖ ﺣﻖ ﺍﻟﺘﻤﻠﻚ ﺍﳊﺮ ﻻ ﺳ ﹼﻴﻤﺎ ﻣﻦ ﻗﺒﻞ‬ ‫ﺍﳌﺴﺘﺜﻤﺮﻳﻦ ﺍﶈﻠﻴﲔ‪.‬‬ ‫ﻭﻗﺎﻝ ﺍﻟﺘﻘﺮﻳﺮ‪ :‬ﺇﻥ ﻣﺘﻮﺳﻂ ﺃﺳﻌﺎﺭ ﺍﻟﺸﻘﻖ ﺍﻟﺴﻜﻨﻴﺔ ﻓﻲ‬ ‫ﻣﻨﺎﻃﻖ ﺣﻖ ﺍﻻﻧﺘﻔﺎﻉ ﺗﺒﻠﻎ ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﻟﻠﺸﻘﺔ ﺍﳌﻜ ﹼﻮﻧﺔ ﻣﻦ‬ ‫ﻏﺮﻓﺔ ﻧﻮﻡ ﻭﺍﺣﺪﺓ ‪ ،‬ﻭ‪ 1.2‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﻟﻠﺸﻘﺔ ﺍﳌﻜ ﹼﻮﻧﺔ ﻣﻦ‬ ‫ﻏﺮﻓﺘﲔ ﻧﻮﻡ ‪ ،‬ﻭ‪ 1.3‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﻟﻠﺸﻘﺔ ﺍﳌﻜﻮﻧﺔ ﻣﻦ ﺛﻼﺙ ﻏﺮﻑ‬ ‫ﻧﻮﻡ‪ ،‬ﻭﺃﺷﺎﺭ ﺍﻟﺘﻘﺮﻳﺮ ﺇﻟﻰ ﺃﻥ ﺍﻻﺳﻌﺎﺭ ﺗﺨﺘﻠﻒ ﺣﺴﺐ ﺍﳌﻨﻄﻘﺔ‬ ‫ﻭﺍﳌﺴﺎﺣﺔ ﻭﻣﻮﻗﻊ ﺍﻟﺸﻘﺔ ﻓﻲ ﺍﻟﻌﻤﺎﺭﺓ ﺍﻟﺴﻜﻨﻴﺔ‪.‬‬ ‫ﻭﺃﺿﺎﻑ‪ :‬ﺇﻥ ﺃﺳﻌﺎﺭ ﺍﳌﺘﺮ ﺍﳌﺮﺑﻊ ﻟﻠﺸﻘﻖ ﺍﻟﺴﻜﻨﻴﺔ ﻓﻲ ﻫﺬﻩ‬ ‫ﺍﳌﻨﺎﻃﻖ ﺗﺘﺮﺍﻭﺡ ﻣﺎ ﺑﲔ ‪ 10‬ﺇﻟﻰ ‪ 11‬ﺃﻟﻒ ﺭﻳﺎﻝ‪ ،‬ﻣﻨ ﹼﻮﻫﺎ ﹰ ﺃﻥ ﻫﺬﻩ‬ ‫ﺍﻷﺳﻌﺎﺭ ﻓﻲ ﺍﻟﻌﻤﺎﺭﺍﺕ ﺍﻟﺴﻜﻨﻴﺔ ﺍﻟﺘﻲ ﰎ ﻓﻴﻬﺎ ﻓﺮﺯ ﻟﻠﺸﻘﻖ‬ ‫ﻣﻦ ﻗﺒﻞ ﺍﳌﻼﻙ ﻭﺍﳌﻄﻮﺭﻳﻦ ﺍﻟﻌﻘﺎﺭﻳﲔ ‪ ،‬ﻣﺸﻴﺮﺍ ﹰ ﺇﻟﻰ ﺃﻥ ﺳﻌﺮ ﺍﳌﺘﺮ‬ ‫ﺍﳌﺮﺑﻊ ﻓﻲ ﺍﻟﺸﻘﻖ ﺍﻟﻜﺎﺋﻨﺔ ﻓﻲ ﺍﳋﻠﻴﺞ ﺍﻟﻐﺮﺑﻲ ﺑﺎﻷﺑﺮﺍﺝ ﺍﳌﺘﻌﺮﺟﺔ‬ ‫ﻳﺘﺮﺍﻭﺡ ﻣﺎ ﺑﲔ ”‪ 10‬ﺍﻟﻰ ‪ 12‬ﺃﻟﻒ ﺭﻳﺎﻝ ﻭﺫﻟﻚ ﺣﺴﺐ ﻣﻮﻗﻊ‬ ‫ﺍﻟﺸﻘﺔ ﻭﺍﻹﻃﻼﻟﺔ ﺩﺍﺧﻞ ﺍﻟﺒﺮﺟﲔ ‪.‬‬ ‫ﺑﲔ ﺗﻘﺮﻳﺮ”ﺍﻷﺻﻤﺦ“‬ ‫ﻭﻋﻠﻰ ﺻﻌﻴﺪ ﺃﺳﻌﺎﺭ ﺍﻟﻔﻠﻞ‪ ،‬ﹼ‬ ‫ﺃﻥ ﺃﺳﻌﺎﺭ ﺍﻟﻔﻠﻞ ﺗﺘﻔﺎﻭﺕ ﻣﻦ ﻣﻨﻄﻘﺔ ﺇﻟﻰ ﺃﺧﺮﻯ‪ ،‬ﻭﻗﺎﻝ‬ ‫ﺍﻟﺘﻘﺮﻳﺮ‪ :‬ﺇﻥ ﻣﺘﻮﺳﻂ ﺃﺳﻌﺎﺭ ﺍﻟﻔﻠﻞ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﺪﻭﺣﺔ‬ ‫ﻭﺍﻟﺜﻤﺎﻣﺔ ﻭﺭﻭﺿﺔ ﺍﳌﻄﺎﺭ ﻭﻋﲔ ﺧﺎﻟﺪ ﺗﺘﺮﺍﻭﺡ ﻣﺎﺑﲔ ‪ 3‬ﺇﻟﻰ‬ ‫‪ 4‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﳌﺴﺎﺣﺔ ﺗﻘﺪﺭ ﺑﲔ ‪ 400‬ﺍﻟﻰ ‪ 500‬ﻣﺘﺮ ﻣﺮﺑﻊ‬ ‫ﻟﻠﻔﻴﻼ ﺍﻟﻮﺍﺣﺪﺓ ‪.‬‬ ‫ﻭﺃﺿﺎﻑ‪ :‬ﺇﻥ ﺃﺳﻌﺎﺭ ﺍﻟﻔﻠﻞ ﺗﻨﺨﻔﺾ ﻛﻠﻤﺎ ﺍﲡﻬﻨﺎ ﺷﻤﺎﻻ ﹰ‬ ‫ﺣﻴﺚ ﻳﺒﻠﻎ ﺳﻌﺮ ﺍﻟﻔﻴﻼ ﺍﻟﻮﺍﺣﺪ ﳌﺴﺎﺣﺔ ﺗﻘﺪﺭ ﺑﲔ ‪ 400‬ﺍﻟﻰ‬ ‫‪ 500‬ﻣﺘﺮ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﻟﻐﺮﺍﻓﺔ ﻭﺍﻟﻠﻘﻄﺔ ﻭﺍﻟﺮﻳﺎﻥ ﻭﺃﻡ ﺻﻼﻝ‬ ‫ﻭﺯﻏﻮﻯ ﻣﺎ ﺑﲔ ‪ 2.5‬ﺍﻟﻰ ‪ 3.5‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ‪ ،‬ﺑﻴﻨﻤﺎ ﻳﺒﻠﻎ ﺳﻌﺮ ﺍﻟﻔﻴﻼ‬ ‫ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﳋﻮﺭ ﻭﺍﻟﺬﺧﻴﺮﺓ ﻭﻣﺎ ﺣﻮﻟﻬﺎ ﻟﻨﻔﺲ ﺍﳌﺴﺎﺣﺔ ﻣﺎ ﺑﲔ‬ ‫‪ 1.8‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ ﺇﻟﻰ ‪ 2.2‬ﻣﻠﻴﻮﻥ ﺭﻳﺎﻝ‪.‬‬

‫ﺳﺒﺘﻤﺒﺮ ‪ -‬أﻛﺘﻮﺑﺮ ‪2013‬‬

‫ﻓﻌﺎﻟﻴﺎت ﻗﻄﺮ‬ ‫اﻟﺘﺎرﻳﺦ‬

‫اﻟﻔﻌﺎﻟﻴﺔ‬

‫اﻟﻤﻜﺎن‬

‫‪ 4 – 2‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻌﺮﺽ ﻭﻣﺆﺗﻤﺮ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻟﻠﺼﺤﺔ‪ ،‬ﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺒﻴﺌﺔ ﻭﺍﻻﺳﺘﺪﺍﻣﺔ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 6 – 3‬ﺳﺒﺘﻤﺒﺮ‬

‫ﺃﺳﺒﻮﻉ ﺍﻟﺘﺮﻓﻴﻪ‬

‫ﻣﺮﻛﺰ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻤﻌﺎﺭﺽ‬

‫‪ 13 – 10‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻌﺮﺽ ﺍﻟﺼﻨﺎﻋﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 13 – 10‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻌﺮﺽ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻷﺑﺮﺍﺝ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 15 – 12‬ﺳﺒﺘﻤﺒﺮ‬

‫ﺻﻨﻊ ﻓﻲ ﺍﻟﺼﻴﻦ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 6‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻨﺘﺪﻯ ﻣﺠﻠﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ ﻗﻄﺮ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 17 – 16‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻨﺘﺪﻯ ﺃﻧﻈﻤﺔ ﺍﻟﻨﻘﻞ ﺍﻟﺬﻛﻴﺔ ﻭﺳﻼﻣﺔ ﺍﻟﻄﺮﻕ‬

‫ﻓﻨﺪﻕ ﺳﺎﻧﺖ ﺭﻳﺠﻴﺲ‬

‫‪ 18 – 16‬ﺳﺒﺘﻤﺒﺮ‬

‫ﺍﻟﻤﻨﺘﺪﻯ ﺍﻟﻌﺎﻟﻤﻲ ﻟﺘﻜﺮﻳﺮ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‬

‫ﻗﺮﻳﺔ ﻭﻣﻨﺘﺠﻊ ﺍﻟﺸﺮﻕ‬

‫‪ 19 – 17‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻨﺘﺪﻯ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺼﻐﻴﺮﺓ ﻭﺍﻟﻤﺘﻮﺳﻄﺔ ﻓﻲ ﺩﻭﻝ ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﺨﻠﻴﺠﻲ ﻭﺃﻭﺭﻭﺑﺎ���

‫ﻓﻨﺪﻕ ﺍﻟﺮﻳﺘﺰ ﻛﺎﺭﻟﺘﻮﻥ‬

‫‪ 25 – 22‬ﺳﺒﺘﻤﺒﺮ‬

‫ﺻﻨﻊ ﻓﻲ ﻓﻨﻠﻨﺪﺍ‬

‫ﻣﺮﻛﺰ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻤﻌﺎﺭﺽ‬

‫‪ 29‬ﺳﺒﺘﻤﺒﺮ‪ 1 -‬ﺃﻛﺘﻮﺑﺮ‬

‫ﻣﻨﺘﺪﻯ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻨﻘﻞ ﻭﺍﻟﺴﻜﻚ ﺍﻟﺤﺪﻳﺪﻳﺔ‬

‫ﻣﺮﻛﺰ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻤﻌﺎﺭﺽ‬

‫‪ 24 – 23‬ﺳﺒﺘﻤﺒﺮ‬

‫ﻣﻨﺘﺪﻯ ﻗﺎﺩﺓ ﺍﻟﺒﻨﺎﺀ – ﻗﻄﺮ‬

‫ﻓﻨﺪﻕ ﻫﻴﻠﺘﻮﻥ ﺍﻟﺪﻭﺣﺔ‬

‫‪ 9 – 7‬ﺃﻛﺘﻮﺑﺮ‬

‫ﺍﻟﻤﻌﺮﺽ ﺍﻟﺪﻭﻟﻲ ﻟﻠﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ ‪ -‬ﺍﻟﺪﻭﺣﺔ‬

‫ﻣﺮﻛﺰ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻤﻌﺎﺭﺽ‬

‫‪ 17 – 15‬ﺃﻛﺘﻮﺑﺮ‬

‫ﻣﻬﺎﺭﺍﺕ ﺍﻟﺘﻔﺎﻭﺽ ﻟﺼﻨﺎﻋﺔ ﺍﻟﻨﻔﻂ ﻭﺍﻟﻐﺎﺯ‬

‫ﺍﻟﺪﻭﺣﺔ‬

‫‪ 30 – 28‬ﺃﻛﺘﻮﺑﺮ‬

‫ﻣﻌﺮﺽ ﺍﻹﻳﻜﻮﻟﻮﺟﻴﺎ‬

‫ﻣﺮﻛﺰ ﺍﻟﺪﻭﺣﺔ ﻟﻠﻤﻌﺎﺭﺽ‬

‫ﻳﻮﻟﻴﻮ ‪2013‬‬

‫‪11‬‬


‫أﺧﺒﺎر ﻣﺤﻠ ّﻴﺔ‬

‫"ﺗﺼﺪﻳﺮ" ﺗﺪﻋﻢ اﻟﻤﺼﺪرﻳﻦ اﻟﻘﻄﺮﻳﻴﻦ ﻓﻲ "ﺑﻼﺳﺖ إﻛﺴﺒﻮ ‪"2013‬‬

‫ﻭﺍﺻﻠﺖ ﻭﻛﺎﻟﺔ ﻗﻄﺮ ﻟﺘﻨﻤﻴﺔ ﺍﻟﺼﺎﺩﺭﺍﺕ ”ﺗﺼﺪﻳﺮ“‪،‬‬ ‫ﺍﻟﺘﺎﺑﻌﺔ ﻟـ“ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ“‪ ،‬ﺑﺬﻝ ﺍﳉﻬﻮﺩ ﺍﳊﺜﻴﺜﺔ‬ ‫ﻟﻠﺘﺮﻭﻳﺞ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﺼﺪﺭﺓ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻏﻴﺮ‬ ‫ﺍﻟﻨﻔﻄﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﻋﺒﺮ ﲤﻬﻴﺪ ﺍﻟﻄﺮﻳﻖ ﺃﻣﺎﻡ ‪ 12‬ﺷﺮﻛﺔ‬ ‫ﻣﺤﻠﻴﺔ ﻣﺼﺪﺭﺓ ﻻﺳﺘﻌﺮﺍﺽ ﻣﻨﺘﺠﺎﺗﻬﺎ ﻭﺧﺪﻣﺎﺗﻬﺎ ﺍﳌﻤ ﹼﻴﺰﺓ‬ ‫ﺿﻤﻦ ﺇﻃﺎﺭ ﻓﻌﺎﻟﻴﺎﺕ ﺃﻛﺒﺮ ﻣﻌﺎﺭﺽ ﺍﳌﻮﺍﺩ ﺍﻟﺒﻼﺳﺘﻴﻜﻴﺔ‬ ‫ﻓﻲ ﻣﻨﻄﻘﺔ ﺷﻤﺎﻝ ﺃﻓﺮﻳﻘﻴﺎ؛ ”ﺑﻼﺳﺖ ﺇﻛﺴﺒﻮ ‪ “2013‬ﻓﻲ‬ ‫ﺍﳌﻐﺮﺏ‪ ،‬ﻭﺍﻟﺬﻱ ﻳﺴﺘﻘﻄﺐ ﺃﻛﺜﺮ ﻣﻦ ‪ 2,800‬ﻣﻮﻓﺪ ﻭ‪150‬‬ ‫ﺷﺮﻛﺔ ﻋﺎﺭﺿﺔ‪.‬‬

‫ﻭﺗﺴﺘﻀﻴﻒ ﺩﻭﻟﺔ ﻗﻄﺮ ﺑﺤﻀﻮﺭﻫﺎ ﺍﳌﺘﻤ ﹼﻴﺰ ﺃﺛﻨﺎﺀ ﺩﻭﺭﺓ‬ ‫ﺍﻟﻌﺎﻡ ﺍﳊﺎﻟﻲ ﻣﻦ ﺍﳌﻌﺮﺽ ﺍﻟﺰﻭﺍﺭ ﺍﻟﺘﺠﺎﺭﻳﲔ ﻭﺍﳌﺼﺪﺭﻳﻦ‬ ‫ﺍﻟﺪﻭﻟﻴﲔ ﻓﻲ ﺟﻨﺎﺣﻬﺎ ﺍﻟﻮﻃﻨﻲ ﺍﳊﺼﺮﻱ ﻭﺍﳌﻤﺘﺪ ﻋﻠﻰ‬ ‫ﻣﺴﺎﺣﺔ ‪ 144‬ﻣﺘﺮ ﻣﺮﺑﻊ‪ ،‬ﻭﺍﻟﺬﻱ ﺗﺸﺎﺭﻙ ﻓﻴﻪ ﻛﻞ ﻣﻦ‪:‬‬ ‫”ﺍﻟﺒﻴﺎﺩﺭ ﻟﻠﺘﻐﻠﻴﻒ ﻗﻄﺮ“‪ ،‬ﻭ“ﻫﺎﻳﺎ ﻟﻠﺒﻼﺳﺘﻴﻚ“‪ ،‬ﻭ“ﻣﺼﻨﻊ‬ ‫ﺍﻟﻌﺎﺻﻤﺔ ﻟﻠﺒﻼﺳﺘﻴﻚ“‪ ،‬ﻭ“ﺍﻟﺪﻭﺣﺔ ﻟﻠﺒﻼﺳﺘﻴﻚ“‪ ،‬ﻭ“ﻣﺼﻨﻊ‬ ‫ﺍﳋﻠﻴﺞ ﻟﻠﺒﻼﺳﺘﻴﻚ“‪ ،‬ﻭ“ﻫﻴﺒﻮﺭﺙ ﺑﻲ ﺃﻡ ﺇﻱ ﻗﻄﺮ“‪ ،‬ﻭ“ﺍﻟﺸﺮﻛﺔ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ ﺍﻷﳌﺎﻧﻴﺔ ﻟﻠﻤﺴﺘﻠﺰﻣﺎﺕ ﺍﻟﻄﺒﻴﺔ“‪ ،‬ﻭ“ﻗﻄﺮ ﺑﻮﻟﻴﻤﺮ‬ ‫ﺍﻟﺼﻨﺎﻋﻴﺔ“‪ ،‬ﻭ“ﻣﺼﻨﻊ ﺣﺎﻭﻳﺎﺕ ﺍﻟﺸﺮﻕ ﻟﻠﺒﻼﺳﺘﻴﻚ“‪ ،‬ﻭ‬

‫‪ Qnbn‬ﺗﻨﻮي ﺗﻤﺪﻳﺪ ﺷﺒﻜﺔ اﻟﺒﻨﻴﺔ‬ ‫اﻟﺘﺤﺘﻴﺔ ﻟˆﻟﻴﺎف اﻟﻀﻮﺋﻴﺔ‬ ‫ﺗﻮﺍﺻﻞ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻟﺸﺒﻜﺔ ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ ﺗﻨﻔﻴﺬ ﺧﻄﻄﻬﺎ ﻟﺘﻤﺪﻳﺪ ﺷﺒﻜﺔ‬ ‫ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﻸﻟﻴﺎﻑ ﺍﻟﻀﻮﺋﻴﺔ‪ ،‬ﺣﻴﺚ ﻗﺎﻣﺖ ﻣﺆﺧﺮﺍ ﹰ ﺑﺘﻮﻓﻴﺮ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﳌﺮﻛﺰ‬ ‫”ﺍﻟﺼﻔﻮﺓ“ ﺍﻟﺘﺎﺑﻊ ﻟﺸﺮﻛﺔ ”ﻓﻮﺍﺩﻓﻮﻥ ﻗﻄﺮ“ ﻭﺍﻟﻜﺎﺋﻦ ﻓﻲ ﻣﻨﻄﻘﺔ ﺍﳋﻠﻴﺞ ﺍﻟﻐﺮﺑﻲ ﺑﺎﻟﺪﻭﺣﺔ‪،‬‬ ‫ﻭﲢﺪﻳﺪﺍ ﹰ ﻓﻲ ”ﺃﺑﺮﺍﺝ ﺍﻟﻔﺮﺩﺍﻥ“‪ .‬ﻭﻳﺆﻛﺪ ﻫﺬﺍ ﺍﻹﳒﺎﺯ ﺍﳉﻬﻮﺩ ﺍﳊﺜﻴﺜﺔ ﺍﻟﺘﻲ ﺗﺒﺬﻟﻬﺎ ﺍﻟﺸﺮﻛﺔ ﻓﻲ‬ ‫ﺗﻘﺪﱘ ﺃﻓﻀﻞ ﺷﺒﻜﺔ ﻣﻦ ﺍﻷﻟﻴﺎﻑ ﺍﻟﻀﻮﺋﻴﺔ ﺫﺍﺕ ﺍﻟﻨﻄﺎﻕ ﺍﻟﻌﺮﻳﺾ ﻓﻲ ﺟﻤﻴﻊ ﺃﺭﺟﺎﺀ ﺍﻟﺪﻭﻟﺔ‪،‬‬ ‫ﳑﺎ ﻳﺠﻌﻞ ﻗﻄﺮ ﻓﻲ ﻣﻘﺪﻣﺔ ﺍﻟﺪﻭﻝ ﺍﳌﺘﺮﺍﺑﻄﺔ ﺷﺒﻜﻴﺎ ﹰ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻌﺎﻟﻢ‪.‬‬ ‫ﻭﺑﻬﺬﻩ ﺍﳌﻨﺎﺳﺒﺔ ﻗﺎﻝ ﺍﻟﺴﻴﺪ ﻣﺤﻤﺪ ﺍﳌﻨﺎﻋﻲ‪ ،‬ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﻠﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ‬ ‫ﺍﻟﺘﻘﺪﻡ ﺍﻟﺬﻱ ﺃﺣﺮﺯﻧﺎﻩ ﻳﻈﻬﺮ ﺑﻮﺿﻮﺡ ﻋﻠﻰ ﺃﺭﺽ ﺍﻟﻮﺍﻗﻊ‪،‬‬ ‫ﻟﺸﺒﻜﺔ ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ‪” :‬ﻟﻘﺪ ﺑﺪﺃ‬ ‫ﹼ‬ ‫ﳑﺎ ﻳﺆﻛﺪ ﻋﻤﻖ ﺍﻟﺘﺰﺍﻣﻨﺎ ﺑﺘﻮﻓﻴﺮ ﺍﳌﺰﻳﺪ ﻣﻦ ﺍﻻﻣﻜﺎﻧﺎﺕ ﻓﻲ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﻭﻳﺸﻜﻞ ﺍﻣﺘﺪﺍﺩﺍ ﹰ ﻟﻺﳒﺎﺯﺍﺕ‬ ‫ﻭﺍﻟﻨﺠﺎﺣﺎﺕ ﺍﻟﺘﻲ ﺣﻘﻘﻨﺎﻫﺎ ﺧﻼﻝ ﺍﻟﻔﺘﺮﺓ ﺍﳌﺎﺿﻴﺔ‪ ،‬ﲟﺎ ﻓﻲ ﺫﻟﻚ ﲤﺪﻳﺪ ﺷﺒﻜﺔ ﺍﻻﻟﻴﺎﻑ ﺍﻟﻀﻮﺋﻴﺔ‬ ‫ﲟﺸﺎﺭﻳﻊ ﺷﺮﻛﺔ ”ﺑﺮﻭﺓ“‪ ،‬ﻭﲤﺪﻳﺪﻫﺎ ﻛﺬﻟﻚ ﻋﻠﻰ ﻃﻮﻝ ﻃﺮﻳﻘﻲ ﺍﻟﺸﻤﺎﻝ ﻭﺍﳉﻨﻮﺏ‪ .‬ﻭﻻ ﺷﻚ ﺃﻥ‬ ‫‪10‬‬

‫”ﺷﺮﻛﺔ ﺍﳋﻠﻴﺞ ﻟﻠﺒﻼﺳﺘﻴﻚ“ﻭ ”ﻳﻮﻧﻴﺒﻼﺳﺖ“‪ ،‬ﻭ“ﻳﻮﻧﻴﻔﺮﺳﺎﻝ‬ ‫ﻟﺼﻨﺎﻋﺔ ﻣﻮﺍﺩ ﺍﻟﺘﻌﺒﺌﺔ ﻭﺍﻟﺘﻐﻠﻴﻒ“‪.‬‬ ‫ﻭﻓﻲ ﺩﻭﺭﺓ ﻋﺎﻡ ‪ 2013‬ﻣﻦ ﺍﳌﻌﺮﺽ‪ ،‬ﺳﻴﻘﻮﻡ ﺍﳌﺮﻛﺰ‬ ‫ﺍﳌﻐﺮﺑﻲ ﻹﻧﻌﺎﺵ ﺍﻟﺼﺎﺩﺭﺍﺕ )ﺍﳌﻐﺮﺏ ﻟﻠﺘﺼﺪﻳﺮ( ﺑﺈﻃﻼﻕ‬ ‫ﺑﺮﻧﺎﻣﺞ ﻻﺳﺘﻀﺎﻓﺔ ﺍﳌﺸﺘﺮﻳﻦ‪ ،‬ﻭﺍﻟﺬﻱ ﺳﻴﺴﻬﻢ ﻓﻲ ﲢﻔﻴﺰ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﻭﺍﳊﻮﺍﺭ ﺑﲔ ﻛﺒﺎﺭ ﺍﻟﺰﻭﺍﺭ ﺍﻟﺘﺠﺎﺭﻳﲔ ﻣﻦ‬ ‫ﺍﳉﺰﺍﺋﺮ ﻭﻣﺼﺮ ﻭﺍﳉﺎﺑﻮﻥ ﻭﺳﺎﺣﻞ ﺍﻟﻌﺎﺝ ﻭﺍﻷﺭﺩﻥ ﻭﻣﺎﻟﻲ‬ ‫ﻭﻣﻮﺭﻳﺘﺎﻧﻴﺎ ﻭﺍﻟﺴﻨﻐﺎﻝ ﻭﺗﻮﻧﺲ‪ ،‬ﳑﺎ ﻳﺘﻴﺢ ﻟﻠﺸﺮﻛﺎﺕ‬ ‫ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﺼﺪﺭﺓ ﺍﳌﺸﺎﺭﻛﺔ ﺁﻓﺎﻗﺎ ﹰ ﻭﺍﺳﻌﺔ ﻹﻧﺸﺎﺀ‬ ‫ﺍﻟﻌﻼﻗﺎﺕ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺍﻟﺒﻨﺎﺀﺓ ﻭﺇﺑﺮﺍﻡ ﺍﻟﺼﻔﻘﺎﺕ ﺍﻟﻨﺎﺟﺤﺔ‪.‬‬ ‫ﻭﺑﻬﺬﺍ ﺍﻟﺴﻴﺎﻕ ﻗﺎﻝ ﺍﻟﺴﻴﺪ ﻣﻨﺼﻮﺭ ﺑﻦ ﺇﺑﺮﺍﻫﻴﻢ ﺁﻝ‬ ‫ﻣﺤﻤﻮﺩ‪ ،‬ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟـ“ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ“‪:‬‬ ‫”ﻟﻘﺪ ﺿﺎﻋﻔﻨﺎ ﺟﻬﻮﺩﻧﺎ ﻫﺬﺍ ﺍﻟﻌﺎﻡ ﻓﻲ ﺗﻘﺪﱘ ﻣﻨﺘﺠﺎﺗﻨﺎ‬ ‫ﻭﺧﺪﻣﺎﺗﻨﺎ ﻭﺑﺮﺍﻣﺠﻨﺎ ﺍﻻﺳﺘﺸﺎﺭﻳﺔ ﻭﺩﻋﻤﻨﺎ ﻟﻠﻘﻄﺎﻉ ﺍﳋﺎﺹ‬ ‫ﺍﻟﻮﻃﻨﻲ‪ ،‬ﻭﺑﺨﺎﺻ ﹴﺔ ﺍﻟﺸﺮﻛﺎﺕ ﺍﳌﺼﺪﺭﺓ ﻟﻠﻤﻨﺘﺠﺎﺕ ﻏﻴﺮ‬ ‫ﺍﻟﻨﻔﻄﻴﺔ‪ ،‬ﻭﺫﻟﻚ ﻧﻈﺮﺍ ﹰ ﻟﻠﺪﻭﺭ ﺍﻟﻬﺎﻡ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﻓﻲ ﺗﻌﺰﻳﺰ‬ ‫ﻗﺪﺭﺍﺕ ﺍﻟﺪﻭﻟﺔ ﺿﻤﻦ ﻗﻄﺎﻉ ﺍﻟﺘﺼﺪﻳﺮ ﻭﺇﻟﻘﺎﺀ ﺍﻟﻀﻮﺀ ﻋﻠﻰ‬ ‫ﻣﻌﺎﻳﻴﺮ ﺍﳉﻮﺩﺓ ﻭﺍﳌﻤﺎﺭﺳﺎﺕ ﺍﻟﻌﺎﳌﻴﺔ ﺍﻟﻄﺮﺍﺯ ﺍﻟﺘﻲ ﻧﻌﺘﻤﺪﻫﺎ‪.‬‬ ‫ﻭﺗﻌﺘﺒﺮ ﻣﺸﺎﺭﻛﺘﻨﺎ ﻓﻲ ‘ﺑﻼﺳﺖ ﺇﻛﺴﺒﻮ’‪ ،‬ﻭﺳﻮﺍﻩ ﻣﻦ‬ ‫ﺍﳌﺒﺎﺩﺭﺍﺕ ﺍﻟﺮﺍﺋﺪﺓ‪ ،‬ﻣﺤﻔﺰﺍ ﹰ ﺭﺋﻴﺴﻴﺎ ﹰ ﻟﻨﻤﻮ ﺍﻟﺸﺮﻛﺎﺕ ﺍﶈﻠﻴﺔ‬ ‫ﺍﳌﺼﺪﺭﺓ ﻣﻦ ﺣﻴﺚ ﻗﻴﻤﺔ ﺍﻷﻋﻤﺎﻝ ﻭﺍﳊﻀﻮﺭ ﺍﻟﻌﺎﳌﻲ ﺍﻟﻠﺬﻳﻦ‬ ‫ﺗﻘﺪﻣﻬﻤﺎ ﻣﺜﻞ ﻫﺬﻩ ﺍﳌﻨﺼﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ ﻟﻠﻤﺸﺎﺭﻛﲔ“‪.‬‬ ‫ﻭﺑﺪﻭﺭﻩ ﻗﺎﻝ ﺣﺴﻦ ﺧﻠﻴﻔﺔ ﺍﳌﻨﺼﻮﺭﻱ‪ ،‬ﺍﳌﺪﻳﺮ ﺍﻟﺘﻨﻔﻴﺬﻱ‬ ‫ﻟﻮﻛﺎﻟﺔ ﻗﻄﺮ ﻟﺘﻨﻤﻴﺔ ﺍﻟﺼﺎﺩﺭﺍﺕ ”ﺗﺼﺪﻳﺮ“‪” :‬ﻟﻘﺪ ﺣﻘﻘﻨﺎ‬ ‫ﳒﺎﺣﺎ ﹰ ﺑﺎﻫﺮﺍ ﹰ ﺧﻼﻝ ﺍﻟﻴﻮﻡ ﺍﻷﻭﻝ ﻣﻦ ‘ﺑﻼﺳﺖ ﺇﻛﺴﺒﻮ’‪ ،‬ﺣﻴﺚ‬ ‫ﺗﻮﺍﻓﺪ ﺍﳌﺌﺎﺕ ﻣﻦ ﺍﻟﺰﻭﺍﺭ ﺍﻟﺘﺠﺎﺭﻳﲔ ﺇﻟﻰ ﺍﳉﻨﺎﺡ ﺍﻟﻮﻃﻨﻲ ﻟﻠﻘﺎﺀ‬ ‫ﺍﳌﺼﺪﺭﻳﻦ ﺍﻟﻘﻄﺮﻳﲔ ﻭﺍﻟﺘﺒﺎﺣﺚ ﻣﻌﻬﻢ ﻓﻲ ﻓﺮﺹ ﺍﻟﺘﻌﺎﻭﻥ‬ ‫ﺍﳌﺴﺘﻘﺒﻠﻲ‪ .‬ﻭﻗﺪ ﻛﺎﻥ ﺍﻟﻌﺎﻡ ‪ 2013‬ﻋﺎﻣﺎ ﹰ ﺣﺎﻓﻼﹰ ﺣﺘﻰ‬ ‫ﺍﻟﻴﻮﻡ‪ ،‬ﻭﻗﺪ ﻋﻘﺪﻧﺎ ﺍﻟﻌﺰﻡ ﻋﻠﻰ ﻣﻮﺍﺻﻠﺔ ﺍﻟﻌﻤﻞ ﻭﺑﺬﻝ ﺍﳉﻬﻮﺩ‬ ‫ﻟﺘﺤﻘﻴﻖ ﻣﺰﻳ ﹴﺪ ﻣﻦ ﺍﻻﺯﺩﻫﺎﺭ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻘﻄﺮﻳﺔ ﺍﳌﺼﺪﺭﺓ“‪.‬‬

‫ﺟﻬﻮﺩﻧﺎ ﺍﳌﺘﻮﺍﺻﻠﺔ ﻓﻲ ﺍﺳﺘﻜﻤﺎﻝ ﲤﺪﻳﺪ ﺷﺒﻜﺎﺗﻨﺎ ﻓﻲ ﺍﳋﻠﻴﺞ ﺍﻟﻐﺮﺑﻲ ﺳﺘﺪﻋﻢ ﻣﻦ ﻋﻤﻠﻴﺎﺕ‬ ‫‘ﻓﻮﺩﺍﻓﻮﻥ’ ﻭﺍﻟﻌﺮﻭﺽ ﻭﺍﳋﺪﻣﺎﺕ ﺍﻟﺘﻲ ﺗﻮﻓﺮﻫﺎ ﻟﻠﻌﻤﻼﺀ‪ .‬ﻛﻤﺎ ﺗﻌﻜﺲ ﻫﺬﻩ ﺍﳋﻄﻮﺍﺕ ﺣﺮﺻﻨﺎ ﻋﻠﻰ‬ ‫ﺍﳌﺴﺎﻫﻤﺔ ﻓﻲ ﺩﻋﻢ ﺭﺅﻳﺔ ﻗﻄﺮ ﺍﻟﻮﻃﻨﻴﺔ ‪ ،2030‬ﻭﺃﺟﻨﺪﺓ ﺍﻟﺘﺤ ﹼﻮﻝ ﺍﻟﺮﻗﻤﻲ ﻓﻲ ﺍﻟﺪﻭﻟﺔ‪ ،‬ﺇﻟﻰ‬ ‫ﺟﺎﻧﺐ ﻫﺪﻓﻨﺎ ﺍﳌﺘﻤﺜﻞ ﻓﻲ ﲢﻘﻴﻖ ﻣﺴﺘﻮﻯ ﻣﻦ ﺍﻟﺘﻐﻄﻴﺔ ﻗﺎﺩﺭ ﻋﻠﻰ ﺇﺣﺪﺍﺙ ﲢﻮﻻﺕ ﺟﺬﺭﻳﺔ ﻣﻦ‬ ‫ﺧﻼﻝ ﺍﻟﺘﻘﻨﻴﺎﺕ ﺍﳊﺪﻳﺜﺔ“‪.‬‬ ‫ﻭﺳﺘﻤﻜﻦ ﺍﻟﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﺍﳌﺘﻜﺎﻣﻠﺔ ﺍﻟﺘﻲ ﺗﻘﻮﻡ ﺑﺘﻤﺪﻳﺪﻫﺎ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻟﺸﺒﻜﺔ‬ ‫ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ ﺷﺮﻛﺔ ﻓﻮﺩﺍﻓﻮﻥ ﻗﻄﺮ ﻣﻦ ﺗﻘﺪﱘ ﺳﺮﻋﺎﺕ ﻓﺎﺋﻘﺔ ﻟﻌﻤﻼﺋﻬﺎ ﻣﻦ ﺍﻟﺸﺮﻛﺎﺕ‪.‬‬ ‫ﻭﻣﻦ ﺟﺎﻧﺒﻪ ﻗﺎﻝ ﺍﻟﺴﻴﺪ ﺭﻳﺘﺸﺎﺭﺩ ﺩﺍﻟﻲ‪ ،‬ﺍﻟﺮﺋﻴﺲ ﺍﻟﺘﻨﻔﻴﺬﻱ ﻟﺸﺮﻛﺔ ”ﻓﻮﺩﺍﻓﻮﻥ ﻗﻄﺮ“‪:‬‬ ‫”ﺗﻌﺘﺒﺮ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻟﺸﺒﻜﺔ ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ ﺷﺮﻳﻜﺎ ﹰ ﻣﺜﺎﻟﻴﺎ ﹰ ﻟﻔﻮﺩﺍﻓﻮﻥ ﻗﻄﺮ ﻟﺘﻮﻓﻴﺮ‬ ‫ﺧﺪﻣﺎﺕ ﺍﻷﻟﻴﺎﻑ ﺍﻟﻀﻮﺋﻴﺔ ﺫﺍﺕ ﺍﻟﻨﻄﺎﻕ ﺍﻟﻌﺮﻳﺾ ﲟﻨﻬﺠﻴﺔ ﺗﻐﻠﺐ ﻋﻠﻴﻬﺎ ﺭﻭﺡ ﺍﻟﺘﻌﺎﻭﻥ‪.‬‬ ‫ﻭﻻ ﺷﻚ ﺑﺄﻥ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻘﻄﺮﻳﺔ ﻟﺸﺒﻜﺔ ﺍﳊﺰﻣﺔ ﺍﻟﻌﺮﻳﻀﺔ ﺗﻠﻌﺐ ﺩﻭﺭﺍ ﹰ ﻣﺤﻮﺭﻳﺎ ﹰ ﻓﻲ ﺭﺑﻂ‬ ‫ﻭﺗﻐﻄﻴﺔ ﻛﺎﻓﺔ ﺃﺭﺟﺎﺀ ﺍﻟﺪﻭﻟﺔ ﲟﺎ ﻳﺴﻬﻢ ﻓﻲ ﺇﺣﺪﺍﺙ ﲢﻮﻝ ﻓﻲ ﺍﳌﺸﻬﺪ ﺍﻟﺮﻗﻤﻲ ﺑﺎﻟﺪﻭﻟﺔ‪،‬‬ ‫ﻭﻫﺬﺍ ﻳﻨﺴﺠﻢ ﺑﺪﻭﺭﻩ ﻣﻊ ﺭﺅﻳﺔ ”ﻓﻮﺩﺍﻓﻮﻥ ﻗﻄﺮ“ ﺍﻟﺘﻲ ﻻ ﺗﺪﺧﺮ ﺟﻬﺪﺍ ﹰ ﻟﺘﺤﻘﻴﻖ ﻫﺬﻩ ﺍﻷﻫﺪﺍﻑ‪.‬‬ ‫ﻭﺳﻴﻜﻮﻥ ﻣﺮﻛﺰ ”ﺍﻟﺼﻔﻮﺓ“ ﺍﳉﺪﻳﺪ ﻣﻨﻄﻠﻘﺎ ﹰ ﻧﺮﺗﻜﺰ ﺇﻟﻴﻪ ﻓﻲ ﺍﳌﻀﻲ ﻗﺪﻣﺎ ﹰ ﻧﺤﻮ ﲢﻘﻴﻖ ﺭﺅﻳﺘﻨﺎ‬ ‫ﺍﻟﺮﺍﻣﻴﺔ ﻷﻥ ﺗﺼﺒﺢ ﺷﺮﻛﺘﻨﺎ ﺃﻓﻀﻞ ﻣﺰﻭﺩ ﳋﺪﻣﺎﺕ ﺍﻟﺸﺮﻛﺎﺕ ﻓﻲ ﺍﻟﺪﻭﻟﺔ“‪.‬‬


‫آﻣﺎل ﺑﻨﺖ ﻋﺒﺪاﻟﻠﻄﻴﻒ‬ ‫اﻟﻤﻨﺎﻋﻲ‬

‫ﻫﻴﺌﺔ اﻟﺘﺤﺮﻳﺮ اﻻﺳﺘﺸﺎرﻳﺔ‬

‫آﻣﺎل اﻟﻤﻨﺎﻋﻲ ﻫﻲ اﻟﻤﺪﻳﺮ‬ ‫اﻟﺘﻨﻔﻴﺬي ﻟﺪار ا®ﻧﻤﺎء اﻻﺟﺘﻤﺎﻋﻲ‬

‫ﺟﺎﻳﻞ ﺟﻮس‬

‫ﺣﻤﺪ ﻣﺤﻤﺪ اﻟﻜﻮاري‬

‫ﺟﺎﻳﻞ ﺟﻮس ﻫﻲ ﻋﻤﻴﺪ ﻛﻠﻴﺔ ا¡ﻋﻤﺎل‬

‫ﺣﻤﺪ ﻣﺤﻤﺪ اﻟﻜﻮاري ﻫﻮ‬

‫ﻓﻲ ﻛﻠﻴﺔ ﺷﻤﺎل ا¡ﻃﻠﻨﻄﻲ ﻓﻲ ﻗﻄﺮ‬

‫اﻟﻤﺪﻳﺮ ا®داري ﻟﻮاﺣﺔ اﻟﻌﻠﻮم‬ ‫واﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻓﻲ ﻗﻄﺮ‬

‫اﻟﺪﻛﺘﻮر ﻧﻈﺎم ﻣﺤﻤﺪ ﻫﻨﺪي‬

‫ﺑﺮوﻓﺴﻮر ﺟﻮرج م‪ .‬واﻳﺖ‬

‫اﻟﺪﻛﺘﻮر ﻧﻈﺎم ﻫﻮ ﻋﻤﻴﺪ ﻛﻠﻴﺔ‬

‫ﺟﻮرج واﻳﺖ ﻫﻮ أﺳﺘﺎذ ﻣﺴﺎﻋﺪ‬

‫اﻻدارة واﻻﻗﺘﺼﺎد ﻓﻲ ﺟﺎﻣﻌﺔ ﻗﻄﺮ‬

‫ﻟﺮﻳﺎدة ا¡ﻋﻤﺎل ﻓﻲ ﺟﺎﻣﻌﺔ‬ ‫ﻛﺎرﻧﻴﺠﻲ ﻣﻴﻠﻮن ﻓﻲ ﻗﻄﺮ‬

‫ﻋﺒﺪاﻟﻌﺰﻳﺰ آل ﺧﻠﻴﻔﺔ‬

‫ﻧﺎﺻﺮ اﻟﻤﻬﻨﺪي‬

‫ﻋﺒﺪاﻟﻌﺰﻳﺰ آل ﺧﻠﻴﻔﺔ ﻫﻮ اﻟﻤﺪﻳﺮ‬

‫ﻧﺎﺻﺮ اﻟﻤﻬﻨﺪي ﻫﻮ اﻟﻤﺪﻳﺮ‬

‫اﻟﺘﻨﻔﻴﺬي ﻟﻼﺳﺘﺮاﺗﺠﻴﺔ وﺗﻄﻮﻳﺮ‬

‫اﻟﺘﻨﻔﻴﺬي ﻟﻠﻌﻤﻠﻴّﺎت ﻓﻲ‬

‫اﻻﻋﻤﺎل ﻓﻲ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ‬

‫ﻗﻄﺮ ﻟﻠﻤﺸﺎرﻳﻊ‬

‫راﺋﺪ اﻟﻌﻤﺎدي ﻫﻮ اﻟﻤﺪﻳﺮ‬

‫راﺷﺪ ﻧﺎﺻﺮ ﺳﺮﻳﻊ‬ ‫اﻟﻜﻌﺒﻲ‬

‫راﺋﺪ اﻟﻌﻤﺎدي‬ ‫اﻟﺘﻨﻔﻴﺬي ﻟﻠﻌﻤﻠﻴﺎت ﻟﺪى‬

‫راﺷﺪ ﻧﺎﺻﺮ ﺳﺮﻳﻊ اﻟﻜﻌﺒﻲ ﻫﻮ‬

‫ﻣﺆﺳﺴﺔ ﺻﻠﺘﻚ‬

‫رﺋﻴﺲ ﻣﺠﻠﺲ ا®دارة ﻟﺸﺮﻛﺔ‬ ‫ﻣﺪﻳﻨﺔ اﻟﻄﺎﻗﺔ اﻟﻘﺎﺑﻀﺔ‬

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‫ﺍﻓﺘﺘﺎﺣﻴﺔ ﺍﻟﻌﺪﺩ‬ ‫اﻟﻨﺎﺷﺮ‬

‫ﺩﻭﻣﻴﻨﻴﻚ ﺩﻱ ﺳﻮﺯﺍ‬

‫ﺣﺪ ﺃﻧﺖ ﺍﺟﺘﻤﺎﻋﻲ؟‬ ‫ﺇﻟﻰ ﺃﻱ ﹼ‬

‫رﺋﻴﺲ اﻟﺘﻨﻔﻴﺬي ﻟﻠﻤﺠﻤﻮﻋﺔ‬

‫ﻓﻲ ﻟﻐﺔ ﺍﻟﻴﻮﻡ‪ ،‬ﻳﻌﻨﻲ ﻣﻔﻬﻮﻡ ﻛﻠﻤﺔ ”ﺍﺟﺘﻤﺎﻋﻲ“‪ ،‬ﺃﻥ ﺗﺘﻮﺍﺟﺪ ﻭﺗﺘﻔﺎﻋﻞ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ‪ .‬ﺗﺰﺩﻫﺮ‬ ‫ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﺑﺸﻜﻞ ﺳﺮﻳﻊ ﻭﻳﺒﺪﻭ ﺃﻧﻬﺎ ﺗﻤﺮ ﺑﺜﻮﺭﺓ ﻟﻮﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‪.‬‬ ‫ﻭﻓﻘ ﹰﺎ ﻟﻼﺣﺼﺎﺀﺍﺕ‪ ،‬ﺗﹸﻌﺘﺒﺮ ﻣﺼﺮ ﻓﻲ ﺍﻟﺼﺪﺍﺭﺓ ﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﻔﻴﺴﺒﻮﻙ ﻣﻊ ﺍﻧﻀﻤﺎﻡ ﺃﻛﺜﺮ‬ ‫ﻣﻦ ‪ 1.6‬ﻣﻠﻴﻮﻥ ﺷﺨﺺ ﺇﻟﻰ ﺍﻟﺸﺒﻜﺔ ﻣﻨﺬ ﻳﻨﺎﻳﺮ ‪ .2012‬ﻭﻣﻦ ﺣﻴﺚ ﺍﻻﺧﺘﺮﺍﻕ‪ ،‬ﻳﺘﻔﻮﹼ ﻕ ﻟﻴﻨﻜﺪﻳﻦ‬ ‫ﻋﻠﻰ ﺗﻮﻳﺘﺮ ﻓﻲ ﻋﺪﻳﺪ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ‪ ،‬ﺑﺸﻜﻞ ﺧﺎﺹ‪ ،‬ﻓﻲ ﺩﻭﻟﺔ ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟ���ﺮﺑﻴﺔ ﺍﻟﻤﺘﺤﺪﺓ ﺣﻴﺚ‬ ‫ﺗﻄﺎﻝ ﺍﻟﺸﺒﻜﺔ ﺍﻟﻤﺮﻛﺰﺓ ﻋﻠﻰ ﺍﻷﻋﻤﺎﻝ ﺃﻛﺜﺮ ﻣﻦ ‪ 12٪‬ﻣﻦ ﺍﻟﺴﻜﺎﻥ‪ .‬ﻓﻲ ﺍﻟﻮﺍﻗﻊ ﺗﻌﺮﹼﻓﺖ ﻋﻠﻰ ﺃﺣﺪ‬ ‫ﺍﻷﺷﺨﺎﺹ ﺍﻟﻌﺎﻣﻠﻴﻦ ﻓﻲ ﻟﻴﻨﻜﺪﻳﻦ ﻭﻗﺪ ﺫﻛﺮ ﺃﻥ ﻛﻞ ﺛﺎﻧﻴﺘﻴﻦ ﻳﻨﻀﻢ ﻋﻀﻮ ﺟﺪﻳﺪ ﺇﻟﻰ ﻟﻴﻨﻜﺪﻳﻦ‪.‬‬

‫ﻧﺪﻳﻢ ﻫﻮﺩ‬

‫اﻟﻌﻀﻮ اﻟﻤﻨﺘﺪب‬

‫ﺭﻳﺘﺸﺎﺭﺩ ﺟﺎﺩ‬ ‫‪richard.judd@cpimediagroup.com‬‬ ‫‪+971544409126‬‬

‫اﻟﺘﺤﺮﻳﺮ‬ ‫رﺋﻴﺴﺔ اﻟﺘﺤﺮﻳﺮ‬

‫ﺃﺑﺎﺭﻧﺎ ﺃﺭﻳﺎ‬ ‫‪aparna.arya@cpimediagroup.com‬‬ ‫‪+97144409133‬‬

‫ﻣﺤﺮر اﻟﻤﺠﻠﺔ ‪ -‬اﻟﻨﺴﺨﺔ اﻟﻌﺮﺑﻴﺔ‬

‫ﺟﻴﻨﻲ ﺍﻟﻘﺴﻴﺲ‬ ‫‪jenny.kassis@cpimediagroup.com‬‬ ‫‪+97144409116‬‬

‫ﻣﺤﺮر اﻟﻤﺠﻠﺔ ‪ -‬اﻟﻨﺴﺨﺔ ا®ﻧﺠﻠﻴﺰﻳﺔ‬

‫ﺗﺎﻣﺎﺭﺍ ﺑﻮﺑﻴﻚ‬ ‫‪tamara.pupic@cpimediagroup.com‬‬ ‫‪+97144409133‬‬

‫اﻋﻼن‬ ‫اﻟﻤﺪﻳﺮ اﻟﺘﺠﺎري‬

‫ﻛﺮﻳﺲ ﺳﺘﻴﻔﻨﺴﻮﻥ‬ ‫‪ CPI‬ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺍﻷﻋﻤﺎﻝ‬ ‫‪chris.stevenson@cpimediagroup.com‬‬ ‫‪+97144409138‬‬

‫اﻟﺘﻮزﻳﻊ‬ ‫ﻣﺪﻳﺮ ﻗﺎﻋﺪة اﻟﺒﻴﺎﻧﺎت واﻟﺘﻮزﻳﻊ‬

‫ﺭﺍﺟﻴﺶ ﻣﻴﻼﺙ‬ ‫‪rajeesh.nair@cpimediagroup.com‬‬ ‫‪+971544409147‬‬

‫ﺃﻳﻦ ﺗﺘﻮﺍﺟﺪ ﻗﻄﺮ ﻣﻦ ﻛﻞ ﺫﻟﻚ؟ ﻳﻤﻜﻨﻨﺎ ﺍﻟﻘﻮﻝ ﺇﻧﻬﺎ ﻟﻴﺴﺖ ﻓﻲ ﻣﻮﻗﻊ ﺑﻌﻴﺪ‪ .‬ﻋﻠﻰ ﺳﺒﻴﻞ‬ ‫ﺍﻟﻤﺜﺎﻝ‪ ،‬ﺃﻛﺜﺮ ﻣﻦ ‪ 80٪‬ﻣﻦ ﺍﻟﻘﻄﺮﻳﻴﻦ ﺍﻟﺬﻳﻦ ﺗﺘﺮﺍﻭﺡ ﺃﻋﻤﺎﺭﻫﻢ ﺑﻴﻦ ‪ 24 - 20‬ﻳﺴﺘﺨﺪﻣﻮﻥ‬ ‫ﺣﺴﺎﺑﺎﺗﻬﻢ ﻋﻠﻰ ﺍﻟﺸﺒﻜﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﺮﹼﺓ ﻭﺍﺣﺪﺓ ﻓﻲ ﺍﻟﻴﻮﻡ ﻋﻠﻰ ﺍﻷﻗﻞ‪ .‬ﺗﺘﻮﻗﻊ ﻗﻄﺮ ﻣﻌﺪﻝ‬ ‫ﻧﻤﻮ ﺳﻨﻮﻱ ﻗﺪﺭﻩ ‪ 11.2٪‬ﻟﻘﻄﺎﻉ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ‪ .‬ﻭﻣﻦ ﻣﻤﻴﹼﺰﺍﺕ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻫﻲ ﺃﻧﻬﺎ ﺗﺮﻓﻊ ﻣﺴﺘﻮﻯ ﺃﺩﺍﺀ‬ ‫ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻭﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪.‬‬ ‫ﺗﺴﺘﺨﺪﻡ ﺍﻟﺸﺮﻛﺎﺕ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ﻭﺳﺎﺋﻞ ﺍﻹﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻮﺍﺻﻞ ﻣﻊ ﻋﻤﻼﺋﻬﺎ‪ ،‬ﻭﻟﻜﻲ ﺗﻜﺴﺐ ﻣﺰﻳﺪﺍ ﹰ ﻣﻦ ﺍﻟﻮﻗﺖ‬ ‫ﻭﺗﻜﻮﻥ ﺗﻜﻠﻔﺘﻬﺎ ﻓﻌﹼ ﺎﻟﺔ‪ .‬ﺑﻜﻞ ﺻﺮﺍﺣﺔ‪ ،‬ﻳﹸﻌﺘﺒﺮ ﺗﻄﻮﺭ ﻣﺠﺎﻝ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺧﻼﻝ ﺍﻟﺴﻨﻮﺍﺕ ﺍﻷﺧﻴﺮﺓ ﻧﻌﻤﺔ ﻟﻠﺸﺮﻛﺎﺕ ﺍﻟﻨﺎﺷﺌﺔ ﻭﺭ ﹼﻭﺍﺩ‬ ‫ﺍﻷﻋﻤﺎﻝ‪ .‬ﻳﻤﻜﻨﻚ ﺍﺳﺘﺨﺪﺍﻡ ﻭﺳﺎﺋﻞ ﺍﻻﻋﻼﻡ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﺘﺴﻮﻳﻖ ﺍﻟﺨﺪﻣﺎﺕ ﻭﺍﻟﻤﻨﺘﺠﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﻚ‪ ،‬ﻛﻤﺎ ﻳﻤﻜﻦ ﺍﺳﺘﻌﻤﺎﻝ‬ ‫ﺍﻟﻤﻜﺎﺗﺐ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻋﻨﻮﺍﻥ ﻟﺸﺮﻛﺘﻚ ﻭﺑﻨﻴﺔ ﺃﺳﺎﺳﻴﺔ ﺑﺄﻗﻞ ﺍﻟﺘﻜﺎﻟﻴﻒ‪ ،‬ﻭﻣﻦ ﺛﻢ ﻳﻮﺟﺪ ﺑﺮﻧﺎﻣﺞ ﻟﺘﺒﺴﻴﻂ ﻋﻤﻠﻴﺎﺗﻚ‬ ‫ﺍﻟﻴﻮﻣﻴﺔ‪ ،‬ﻭﺍﻟﺤﺪ ﻣﻦ ﺗﻜﺎﻟﻴﻔﻚ‪.‬‬ ‫ﺑﻬﺪﻑ ﺍﻟﺘﺤﺪﺙ ﻋﻦ ﻫﺬﻩ ﺍﻷﻣﻮﺭ ﻭﻏﻴﺮﻫﺎ‪ ،‬ﻧﻈﻤﻨﺎ ﻣﻨﺘﺪﻯ ﺣﻮﻝ ﺍﻻﺑﺘﻜﺎﺭ ﻟﻸﻋﻤﺎﻝ ﺍﻟﺬﻱ ﺍﺳﺘﻌﺮﺽ ﺑﻌﺾ ﺍﻟﻌﺮﻭﺽ ﺍﻟﺘﻘﺪﻳﻤﻴﺔ ﺍﻟﻼﻓﺘﺔ‬ ‫ﻟﻼﻫﺘﻤﺎﻡ ﻭﺍﻟﻤﻨﺎﻗﺸﺔ‪ .‬ﻳﹸﺮﺟﻰ ﺍﻟﺘﻮﺟﻪ ﺇﻟﻰ ﺍﻟﺼﻔﺤﺔ ‪ 24‬ﻟﻘﺮﺍﺀﺓ ﻛﻞ ﺍﻟﺘﻔﺎﺻﻴﻞ‪.‬‬

‫اﻟﻌﻤﻠﻴﺎت واﻟﺘﺼﻤﻴﻢ‬ ‫ﻣﺪﻳﺮ ا®ﻧﺘﺎج‬

‫ﺟﻴﻤﺲ ﺛﺎﺭﻳﺎﻥ‬ ‫‪james.tharian@cpimediagroup.com‬‬ ‫‪+97144409146‬‬

‫اﻟﻤﺪﻳﺮ اﻟﻔﻨﻲ‬ ‫) اﻟﺘﺼﺎﻣﻴﻢ اﻟﻤﻄﺒﻮﻋﺔ واﻻﻟﻜﺘﺮوﻧﻴﺔ(‬

‫ﻳﹸﻠﻘﻲ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﺍﻟﻀﻮﺀ ﻋﻠﻰ ﺃﻫﻤﻴﺔ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ‪ ،‬ﻭﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺤﺎﺳﻤﺔ ﻹﺩﺍﺭﺓ ﺍﻟﻤﺸﺮﻭﻉ ﻭﻓﺮﺹ ﺍﻻﺳﺘﺜﻤﺎﺭ‬ ‫ﻓﻲ ﻓﺮﻧﺴﺎ‪ .‬ﻭﺍﻟﻘﺎﺋﻤﺔ ﻻ ﺗﻨﺘﻬﻲ ﻫﻨﺎ‪.‬‬

‫ﻓﻬﺪ ﺍﻟﺼﺒﺎﻍ‬ ‫‪fahed.sabbagh@cpimediagroup.com‬‬ ‫‪+97144409132‬‬

‫ﻓﻲ ﺣﻴﻦ ﺗﺘﻮﺟﻪ ﺃﻳﻬﺎ ﺍﻟﻘﺎﺭﺉ ﻟﻘﻀﺎﺀ ﻋﻄﻠﺘﻚ ﻫﺮﺑ ﹰﺎ ﻣﻦ ﺍﻟﻄﻘﺲ ﺍﻟﺤﺎﺭ‪ ،‬ﺑﺪﺃﻧﺎ ﺍﻟﻌﻤﻞ ﺑﺠﻬﺪ ﻋﻠﻰ ﻋﺪﺩﻧﺎ ﺍﻟﺘﺎﻟﻲ‪ .‬ﻭﻓﻴﻤﺎ ﺃﻧﺎ ﺃﻛﺘﺐ ﺍﻵﻥ‪،‬‬ ‫ﺗﺤﻀﺮ ﺗﻤﺎﺭﺍ ﻟﻠﻤﻘﺎﺑﻼﺕ ﺍﻟﺘﻲ ﺳﺘﺠﺮﻳﻬﺎ ﻓﻲ ﺍﻟﺪﻭﺣﺔ ﺧﻼﻝ ﺍﻷﺳﺎﺑﻴﻊ ﺍﻟﻘﺎﺩﻣﺔ‪ .‬ﻟﺬﻟﻚ ﻻ ﺗﻘﻠﻖ! ﺳﻨﺤﺎﻓﻆ ﻋﻠﻰ ﻋﻤﻠﻨﺎ ﺍﻟﺠﺎﺩ ﺑﻴﻨﻤﺎ ﺗﺄﺧﺬ‬ ‫ﺍﺳﺘﺮﺍﺣﺔ ﻭﺗﺘﺎﺑﻌﻨﺎ ﻟﻼﻃ ﹼ‬ ‫ﻼﻉ ﻋﻠﻰ ﻓﻌﺎﻟﻴﺘﻨﺎ ﺍﻟﻘﺎﺩﻣﺔ ‪ -‬ﺍﻟﻘﻤﺔ ﺍﻟﺴﻨﻮﻳﺔ ﻟﻤﺠﻠﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ ﺍﻟﺘﻲ ﺳ ﹸﺘﻌﻘﺪ ﻓﻲ ﺳﺒﺘﻤﺒﺮ‪.‬‬

‫ﺟﺎﻱ ﻛﻮﻟﻴﻨﺎ‬ ‫‪jay.colina@cpimediagroup.com‬‬ ‫‪+97144409137‬‬

‫ﻧﺘﻤﻨﻰ ﺷﻬﺮﺍ ﹰ ﻛﺮﻳﻤ ﹰﺎ ﻟﻜﻢ ﺟﻤﻴﻌ ﹰﺎ‪...‬‬

‫اﻟﻤﺼﻮر‬

‫اﻟﺨﺪﻣﺎت اﻻﻟﻜﺘﺮوﻧﻴﺔ‬

‫‪www.privatesectorqatar.com‬‬

‫ﻣﺪﻳﺮ اﻟﺨﺪﻣﺎت اﻻﻟﻜﺘﺮوﻧﻴﺔ‬ ‫ﺗﺮﻳﺴﺘﺎﻥ ﺗﺮﻭﻱ ﻣﺎﻏﻤﺎ‬

‫ﺗﺼﻤﻴﻢ اﻟﻤﻮاﻗﻊ اﻻﻟﻜﺘﺮوﻧﻴﺔ‬

‫ﺁﺑﻲ ﻣﺎﺳﻜﺮﻳﻦ‬ ‫ﺇﻳﺮﻳﻚ ﺑﺮﻳﻮﻧﺰ‬ ‫ﺟﻴﻔﺮﺳﻮﻥ ﺩﻱ ﺟﻮﻳﺎ‬ ‫ﻟﻮﻱ ﺃﻟﻤﺎ‬ ‫‪online@cpimediagroup.com‬‬ ‫‪+97144409100‬‬

‫ﺗﻢ اﻟﻨﺸﺮ ﺑﻮاﺳﻄﺔ‬

‫أﺑﺎرﻧﺎ أرﻳﺎ‬ ‫ﺭﺋﻴﺴﺔ ﺍﻟﺘﺤﺮﻳﺮ‬ ‫ﻣﺠﻠﺔ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪aparna.arya@cpimediagroup.com :‬‬ ‫ﻋﻠﻰ ﻓﻴﺴﺒﻮﻙ‪facebook.com/PrivateSectorQatar :‬‬ ‫ﻋﻠﻰ ﺗﻮﻳﺘﺮ‪twitter.com/PrivateSectorQA :‬‬ ‫‪www.PrivateSectorQatar.com‬‬

‫اﻟﻤﻜﺘﺐ اﻟﺮﺋﻴﺴﻲ‬ ‫ﺻﻨﺪﻭﻕ ﺑﺮﻳﺪ ‪13700‬‬ ‫ﺩﺑﻲ‪ ،‬ﺍﻹﻣﺎﺭﺍﺕ ﺍﻟﻌﺮﺑﻴﺔ ﺍﻟﻤﺘﺤﺪﺓ‬ ‫‪+971 4 440 9100‬‬ ‫‪+971 4 447 2409‬‬ ‫‪www.cpimediagroup.com‬‬

‫ﺗﻢ اﻟﻄﺒﻊ ﺑﻮاﺳﻄﺔ‬

‫ﻣﻄﺒﻌﺔ ﺍﻟﻮﺭﻕ‪ ،‬ﻗﻄﺮ‬

‫ﺗﻢ اﻟﺘﻮزﻳﻊ ﺑﻮاﺳﻄﺔ‬ ‫ﺩﺍﺭ ﺍﻟﺸﺮﻕ ﻟﻠﺘﻮﺯﻳﻊ‬

‫ﺟﻤﻴﻊ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﻭﺍﻟﻄﺒﻊ ﻣﺤﻔﻮﻇﺔ ‪CPI 2013‬‬ ‫ﻓﻲ ﺣﻴﻦ ﻳﺒﺬﻝ ﺍﻟﻨﺎﺷﺮ ﺍﻗﺼﻰ ﺟﻬﺪ ﻣﻤﻜﻦ ﻟﻀﻤﺎﻥ‬ ‫ﺩﻗﺔ ﺟﻤﻴﻊ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻓﻲ ﻫﺬﻩ ﺍﻟﻤﺠﻠﺔ‪ ،‬ﺇﻻ ﺍﻧﻪ ﻟﻦ‬ ‫ﻳﻜﻮﻥ ﻣﺴﺆﻭ ﹰﻻ ﻋﻦ ﺃﻳﺔ ﺃﺧﻄﺎﺀ ﻗﺪ ﺗﺮﺩ ﻓﻴﻬﺎ‪.‬‬

‫‪qatar.smetoolkit.org/qatar/ar‬‬


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‫إدارة‬

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‫ﺷﺨﺼﻴﺎت ﻗﻴﺎدﻳﺔ‬

‫راﺋﺪ أﻋﻤﺎل ﻣﺘﻔﺎﺋﻞ‬

‫ﺗﺸﺮﺡ ﻟﻨﺎ ﺟﺎﻧﻴﻦ ﺑﺎﻳﻠﻲ‪ ،‬ﺍﻟﻤﺪﻳﺮ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺗﺄﺳﻴﺲ‬

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‫”‪ ،“Empower People‬ﻋﻦ ﻛﻴﻔﻴﹼﺔ ﺍﻟﺘﺼﺪﻱ ﻟﻠﺘﺤﺪﻳﺎﺕ ﺍﻟﺘﻲ‬

‫ﺑﻬﺪﻑ ﺍﻟﺘﻌﺮﹼﻑ ﺃﻛﺜﺮ ﻋﻠﻰ ﺷﺮﻛﺔ ”ﻣﻼﺣﺔ“ ﺍﻟﺮﺍﺋﺪﺓ ﺗﺤﺪﺛﺖ‬

‫ﻳﻮﺍﺟﻬﻬﺎ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‪.‬‬

‫ﺃﺑﺎﺭﻧﺎ ﺷﻴﻔﺒﻮﺭﻱ ﺁﺭﻳﺎ ﺇﻟﻰ ﺳﻌﺎﺩﺓ ﺍﻟﺸﻴﺦ ﻋﻠﻲ ﺑﻦ ﺟﺎﺳﻢ ﺁﻝ‬

‫ﻗﻴﻤﺔ ﺛﻤﻴﻨﺔ‬

‫ﺛﺎﻧﻲ‪ ،‬ﺭﺋﻴﺲ ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻌﻀﻮ ﺍﻟﻤﻨﺘﺪﺏ ﻟﺸﺮﻛﺔ‬

‫‪ 40‬ﻗﺪوة ﻟﻠﻤﺴﺆوﻟﻴﺔ اﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻟﻠﺸﺮﻛﺎت‬

‫ﻣﻼﺣﺔ‪.‬‬

‫ﺗﺼﺪﻳﺮ‬

‫ﺑﺎﻟﺘﻮﺍﺯﻱ ﻣﻊ ﺍﻻﺑﺘﻜﺎﺭ ﻓﻲ ﻣﺠﺎﻝ ﺍﻟﻄﺎﻗﺔ ﻭﺍﻟﺒﺤﺚ ﻭﺍﻟﺘﻄﻮﻳﺮ‪،‬‬ ‫ﺗﻘﺪﻡ ﻟﻨﺎ ﺷﻞ ﻗﻄﺮ‪ ،‬ﺃﻛﺒﺮ ﻣﺴﺘﺜﻤﺮ ﺃﺟﻨﺒﻲ ﻓﻲ ﻗﻄﺮ‪،‬‬ ‫ﹼ‬ ‫ﻣﻨﻬﺠﻴﺔ ﺟﺪﻳﺪﺓ ﻟﻠﻤﺴﺆﻭﻟﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻟﻠﺸﺮﻛﺎﺕ‬

‫ﻃﻮر ﻗﺪراﺗﻚ اﻟﺘﺼﺪﻳﺮﻳﺔ‬ ‫‪ّ 52‬‬

‫ﻳﺤﻤﻞ ﻗﻄﺎﻉ ﺍﻟﺘﻐﺬﻳﺔ ﻓﻲ ﻗﻄﺮ ﻛﺜﻴﺮﺍ ﹰ ﻣﻦ ﺍﻟﻔﺮﺹ ﻟﻜﻞ‬

‫ﺗﺤﻮﹼ ﻝ ﺍﻟﺮﺅﻳﺔ ﺇﻟﻰ ﻧﺘﺎﺋﺞ ﻣﻠﻤﻮﺳﺔ‪.‬‬

‫ﺗﻘﺪﻡ ﻟﻜﻢ ”ﺗﺼﺪﻳﺮ“ ﺩﺭﺍﺳﺔ‬ ‫ﻣﻦ ﺍﻟﻤﺼﻨﻌﻴﻦ ﻭﺍﻟﻤﺼﺪﺭﻳﻦ‪ .‬ﹼ‬ ‫ﺣﻮﻝ ﻓﺮﺹ ﺗﺼﺪﻳﺮ ﺍﻟﻠﺤﻮﻡ ﺍﻟﻤﺠﻤﺪﺓ‪.‬‬

‫ﻧﺼﺎﺋﺢ ا¡ﻋﻤﺎل‬

‫‪ 54‬اﻟﻮﺟﻬﺔ‪ :‬ﻓﺮﻧﺴﺎ!‬

‫ﻳﻘﺪﻡ ﺳﺮﻳﻜﺎﻧﺚ ﻣﻮﺭﺛﻲ‪ ،‬ﺭﺋﻴﺲ ﻗﺴﻢ ﻣﻜﺘﺐ ﺇﺩﺍﺭﺓ‬

‫ﻣﺠﻠﺲ ﺍﻟﺘﻌﺎﻭﻥ ﺍﻟﺨﻠﻴﺠﻲ ﺍﻟﺘﻲ ﺗﺠﺬﺏ ﺍﻟﻤﺼﻨﻌﻴﻦ‬ ‫ﺍﻟﻘﻄﺮﻳﻴﻦ‪ ،‬ﹼ‬ ‫ﺗﺮﻛﺰ ”ﺗﺼﺪﻳﺮ“ ﻓﻲ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﻋﻠﻰ ﻓﺮﻧﺴﺎ‬ ‫ﺑﺎﻋﺘﺒﺎﺭﻫﺎ ﺳﻮﻗ ﹰﺎ ﻣﻬﻤ ﹰﺎ ﻟﻠﻤﻨﺘﺠﺎﺕ ﺍﻟﺮﺋﻴﺴﻴﺔ ﺍﻟﻘﻄﺮﻳﺔ‬

‫ﺳﻌﻴ ﹰﺎ ﻣﻨﻬﺎ ﺇﻟﻰ ﺍﺳﺘﻌﺮﺍﺽ ﺃﺳﻮﺍﻕ ﺍﻟﺘﺼﺪﻳﺮ ﺧﺎﺭﺝ ﺩﻭﻝ‬

‫‪ 44‬ﻋﺸﺮ ﺧﻄﻮات ﻟﻠﻨﺠﺎح‬ ‫ﺍﻟﻤﺸﺎﺭﻳﻊ ﻟﺪﻯ ﺑﻨﻚ ﻗﻄﺮ ﻟﻠﺘﻨﻤﻴﺔ ﻋﺸﺮﺓ ﺃﺳﺒﺎﺏ ﺣﺎﺳﻤﺔ‬ ‫ﺗﺴﺎﻫﻢ ﻓﻲ ﺇﻧﺠﺎﺡ ﻣﺸﺮﻭﻋﻚ‪.‬‬

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‫ﺍﻟﻤﻨﺸﺄ‪.‬‬

‫ﻳﻮﻟﻴﻮ ‪2013‬‬

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‫ﺍﻟﻤﺤﺘﻮﻳﺎﺕ‬ ‫ﻳﻮﻟﻴﻮ‬

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‫ر ّواد ا¡ﻋﻤﺎل‬

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‫اﺳﺘﻤﺘﻊ ﺑﺎﻟﻠﻐﺔ اﻟﻌﺮﺑﻴﺔ‬

‫ﺑﻌﺪ ﻓﻮﺯﻫﺎ ﺑﺠﺎﺋﺰﺗﻴﻦ ﻓﻲ ﻣﺴﺎﺑﻘﺔ ﺍﻟﻔﻜﺮﺓ ﻷﻓﻀﻞ ﺧﻄﺔ‬ ‫ﻋﻤﻞ ﻓﻲ ﻗﻄﺮ‪ ،‬ﺗﺤﺪﺛﺖ ﺩﻳﺎﻧﺎ ﺍﻟﺪﺟﺎﻧﻲ‪ ،‬ﻣﺆﺳﺴﺔ ﻣﻮﻗﻊ‬ ‫‪ eduTechnoz‬ﻣﻊ ﺗﻤﺎﺭﺍ ﺑﻮﺑﻴﻚ ﻋﻦ ﺗﻔﺎﺻﻴﻞ ﻣﺴﻴﺮﺗﻬﺎ‬ ‫ﺍﻟﻤﺬﻫﻠﺔ ﻓﻲ ﺭﻳﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ‪.‬‬

‫‪ 22‬اﺻﻨﻊ ﺣﻈﻚ‬ ‫ﺗﺤﺪﺛﺖ ﺟﻴﻨﻲ ﺍﻟﻘﺴﻴﺲ ﺇﻟﻰ ﻛﻴﺮﺑﻲ ﻛﻴﺮﻧﺰ‪ ،‬ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ‬ ‫ﻟﺸﺮﻛﺔ ﺍﻹﻧﺘﺎﺝ‪ Resolution Productions‬ﻭﺭﺋﻴﺲ‬ ‫ﹼ‬ ‫ﻟﻼﻃﻼﻉ ﻋﻠﻰ ﻣﺴﻴﺮﺗﻪ‬ ‫ﺍﻟﻤﻨﺘﺪﻯ ﻓﻲ ﻣﻨﻈﻤﺔ ﺭ ﹼﻭﺍﺩ ﺍﻷﻋﻤﺎﻝ‬ ‫ﺍﻟﻨﺎﺟﺤﺔ ﻓﻲ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ ﺇﻧﺘﺎﺝ ﻓﻲ ﻗﻄﺮ‪.‬‬

‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ ا¡ﻋﻤﺎل‬

‫ﻓﻌﺎﻟﺔ‬ ‫اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ :‬وﺳﻴﻠﺔ ّ‬

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‫ﺑﻬﺪﻑ ﻣﺴﺎﻋﺪﺗﻜﻢ ﻓﻲ ﺗﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻜﻢ ﺑﺸﻜﻞ ﺃﺳﻬﻞ‪ ،‬ﻧﻄﻠﻌﻜﻢ ﻋﻠﻰ ﺃﺑﺮﺯ‬ ‫ﺍﻟﻤﻨﺎﻗﺸﺎﺕ ﺍﻟﺘﻲ ﺩﺍﺭﺕ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ ﺣﻮﻝ ﺃﻫﻤﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺸﺮﻛﺎﺕ‪.‬‬

‫ﺗﻄﻮﻳﺮ ا¡ﻋﻤﺎل‬

‫ﻋﹸ ﻘﺪ ﻣﻨﺘﺪﻯ ﺍﻻﺑﺘﻜﺎﺭ ﻟﻸﻋﻤﺎﻝ‪ :‬ﺃﻫﻤﻴﺔ ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬ ‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻻﺗﺼﺎﻻﺕ ﻓﻲ ‪ 10‬ﻳﻮﻧﻴﻮ ‪ 2013‬ﻓﻲ ﻓﻨﺪﻕ‬ ‫ﺍﻟﺮﻳﻨﻴﺴﺎﻧﺲ‪ ،‬ﺍﻟﺪﻭﺣﺔ ﺑﻬﺪﻑ ﺗﻘﺪﻳﻢ ﻓﺮﺻﺔ ﻟﻤﻨﺎﻗﺸﺔ‬ ‫ﺍﻟﺪﻭﺭ ﺍﻟﺬﻱ ﺗﻠﻌﺒﻪ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻘﻄﺎﻉ ﺍﻟﺨﺎﺹ‪.‬‬ ‫ﻧﻘﺪﻡ ﻟﻜﻢ ﺗﻐﻄﻴﺔ ﻣﻔﺼﻠﺔ ﻟﻬﺬﻩ ﺍﻟﻔﻌﺎﻟﻴﺔ‪.‬‬

‫أﺧﺒﺎر‬

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‫أﺧﺒﺎر‬

‫ﺗﻐﻄﻴﺔ ﻷﻫﻢ ﺍﻷﺣﺪﺍﺙ ﻭﺍﻟﻔﻌﺎﻟﻴﺎﺕ ﻓﻲ ﺍﻟﻤﻨﻄﻘﺔ‪.‬‬

‫اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ‪ :‬وﺳﻴﻠﺔ ﻓﻌّ ﺎﻟﺔ‬

‫ﺑﻬﺪﻑ ﻣﺴﺎﻋﺪﺗﻜﻢ ﻓﻲ ﺗﺤﻘﻴﻖ ﺃﻫﺪﺍﻓﻜﻢ ﺑﺸﻜﻞ ﺃﺳﻬﻞ‪،‬‬ ‫ﻧﻄﻠﻌﻜﻢ ﻋﻠﻰ ﺃﺑﺮﺯ ﺍﻟﻤﻨﺎﻗﺸﺎﺕ ﺍﻟﺘﻲ ﺩﺍﺭﺕ ﻓﻲ ﺍﻟﻤﻨﺘﺪﻯ‬

‫ﻗﺎﻧﻮن‬

‫ﺣﻮﻝ ﺃﻫﻤﻴﺔ ﺍﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﻟﻠﺸﺮﻛﺎﺕ‪.‬‬

‫ﺗﻘﺪﻡ ﻟﻮﺭﺍ ﻭﺍﺭﻳﻦ‪ ،‬ﺷﺮﻳﻜﺔ ﻓﻲ ﻗﺴﻢ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻭﺍﻟﺒﻨﺎﺀ ﻟﺪﻯ‬

‫‪ 34‬ﻟﻘﻄﺎت‬

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‫اﻟﻘﺮار ﺑﻴﻦ ﻳﺪﻳﻚ‬

‫ﻛﻼﻳﺪ ﺁﻧﺪ ﻛﻮ ﻓﻲ ﻣﻜﺘﺐ ﺍﻟﺪﻭﺣﺔ‪ ،‬ﺑﻌﺾ ﺃﺣﻜﺎﻡ ﺍﻟﻘﺎﻧﻮﻥ‬

‫ﻧﻘﺪﻡ ﻟﻜﻢ ﻟﻘﻄﺎﺕ ﻣﻦ ﺍﻟﻤﻨﺘﺪﻯ ﺍﻟﺬﻱ ﻋﻘﺪ ﻓﻲ ﻓﻨﺪﻕ‬

‫ﺍﻟﻤﺜﻴﺮﺓ ﻟﻼﻫﺘﻤﺎﻡ ﻭﺗﺘﻨﺎﻭﻝ ﺍﻟﺨﻴﺎﺭﺍﺕ ﺍﻟﻤﺘﺎﺣﺔ ﻟﻠﻄﻌﻦ ﻓﻲ‬

‫ﺭﻳﻨﻴﺴﺎﻧﺲ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‪.‬‬

‫ﻗﺮﺍﺭﺍﺕ ﺍﻟﺘﺤﻜﻴﻢ‪.‬‬

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‫اﺳﺘﺜﻤﺎر‬

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‫ﻗﻄﺮ ﺟﻴﻨﻲ ﺍﻟﻘﺴﻴﺲ ﻛﻴﻒ ﺗﺴﺎﻋﺪ ﻫﺬﻩ ﺍﻟﺸﺮﻛﺔ ﺍﻟﻮﺍﻓﺪﻳﻦ‬ ‫ﻭﺗﺴﻬﻞ ﺇﺟﺮﺍﺀﺍﺗﻬﻢ ﻹﻗﺎﻣﺔ ﻣﺸﺎﺭﻳﻊ ﺗﺠﺎﺭﻳﺔ ﻓﻲ ﺍﻟﺪﻭﺣﺔ‪.‬‬

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‫ﺍﻟﺘﻘﺖ ﺃﺑﺎﺭﻧﺎ ﺷﻴﻔﺒﻮﺭﻱ ﺁﺭﻳﺎ‪ ،‬ﺭﺍﻏﺎﻓﺎﻥ ﻣﺎﻧﻮﻫﺎﺭ‪ ،‬ﺍﻟﻤﺴﺆﻭﻝ‬

‫ﺣﺪد ﻫﺪﻓﻚ‬

‫ﺃﺧﺒﺮ ﻭﻳﻦ ﻣﻴﺮﻳﻚ‪ ،‬ﺍﻟﻤﺪﻳﺮ ﺍﻟﻌﺎﻡ‪ ،‬ﻟﺸﺮﻛﺔ ”ﻟﻴﻨﻜﺲ ﺟﺮﻭﺏ“ ﻓﻲ‬

‫ﺗﺮﻛﻴﺰ ﻋﻠﻰ اﻻﺑﺘﻜﺎر‬

‫ﻋﻦ ﻣﻨﻄﻘﺔ ﺍﻟﺸﺮﻕ ﺍﻷﻭﺳﻂ ﻭﺃﻓﺮﻳﻘﻴﺎ ﻟﺪﻯ ﺷﺮﻛﺔ ‪3M‬‬

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‫ﺍﻟﺨﻠﻴﺞ ﺍﻟﻤﺤﺪﻭﺩﺓ‪ ،‬ﺍﻟﺬﻱ ﺃﺧﺒﺮﻫﺎ ﻋﻦ ﺧﻄﻄﻬﻢ ﺍﻟﻄﻤﻮﺣﺔ‬ ‫ﺍﻟﺘﻲ ﺗﻢ ﻭﺿﻌﻬﺎ ﺑﻌﺪ ﺗﺄﺳﻴﺲ ﻣﻜﺘﺐ ﻟﻠﺸﺮﻛﺔ ﻓﻲ‬ ‫ﺍﻟﺪﻭﺣﺔ‪.‬‬


‫اﺳﺘﺜﻤﺎر‬ ‫ﺗﻌ ّﺮف ﻋﻠﻰ ﻛﻴﻔﻴﺔ‬ ‫ﺗﺄﺳﻴﺲ ﺷﺮﻛﺔ‬ ‫ﻓﻲ ﻗﻄﺮ‬

‫إدارة‬

‫إﻗﺮأ ﻛﻴﻒ ﻳﻤﻜﻨﻚ‬ ‫أن ﺗﻜﻮن راﺋﺪ أﻋﻤﺎل‬ ‫ﻣﺘﻔﺎﺋﻞ وﻣﻘﺎل‬ ‫ﺣﻮل اﻟﻤﺴﺆوﻟﻴﺔ‬ ‫اﻻﺟﺘﻤﺎﻋﻴﺔ‬ ‫ﻟﻠﺸﺮﻛﺎت‬

‫‪PUBLICATION LICENSED BY IMPZ‬‬

‫ﺍﻟﻌﺪﺩ ‪ 22‬ﻳﻮﻟﻴﻮ ‪2013‬‬ ‫‪WWW.PRIVATESECTORQATAR.COM‬‬

‫ﺍﻟﺸﺮﻳﻚ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻲ ﺍﻟﺮﺋﻴﺴﻲ‬

‫ﺷﺨﺼﻴﺎت‬ ‫ﻗﻴﺎدﻳﺔ‬

‫ﻧﻘﺪم ﻟﻜﻢ ﻗﺼﺔ‬ ‫»ﻣﻼﺣﺔ« ﺑﺎﻋﺘﺒﺎرﻫﺎ‬ ‫واﺣﺪة ﻣﻦ أﻗﺪم‬ ‫اﻟﺸﺮﻛﺎت ﻓﻲ ﻗﻄﺮ‬

‫ﺗﺼﺪﻳﺮ‬

‫ّ‬ ‫اﻃﻠﻊ ﻋﻠﻰ ﻓﺮص‬ ‫اﻻﺳﺘﺜﻤﺎر ﻓﻲ‬ ‫ﻓﺮﻧﺴﺎ‬

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Private Sector Qatar Arabic | July 2013