OP Q22 Brochure Eng

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QATAR 2022STRATEGIC PLAN

2012-2015


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Contents

Foreword : H.E. Sheikh Mohammed Bin Hamad Al Thani

Foreword : Hassan Al Thawadi

Executive Summary

Introduction and Background

Strategic Planning Approach

Qatar 2022 Vision, Mission and Values

Current State Assessment: Strategic Considerations

Future State Vision: Delivering a Lasting Legacy for Qatar

Qatar 2022 Strategic Goals, Objectives and Key Measures of Success

Cross-Cutting Themes

The Way Forward

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3

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12

16

18

20

24

40

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ForewordsAfter an intense 21-month period of hard work and innovation, delivering our message to

the world, and outlining how we transformed perceived challenges into unique assets, FIFAs

President pulled Qatars name from the envelope in Zurich on 2nd December 2010 and awardedthe hosting rights for the FIFA World Cup to the Middle East for the first time. FIFA and the

international football community placed their trust in Qatar and provided our country and region

with a unique opportunity.

It is now the Qatar 2022 Supreme Committees mission to deliver on the promises we made.

Not merely to stage a truly amazing World Cup, but to ensure that the event acts as a catalyst

for driving national growth and development in line with the Qatar National Vision 2030 and the

National Development Strategy 2011-2016, thus leaving a lasting legacy for Qatar, the Middle

East, and beyond.

While our journey to 2022 may still be in the early stages, it is of the utmost importance that

the right foundations are in place for the ten years ahead. The three-year strategy (2012-2015)

outlined here will function as a roadmap for our Committee in this vital period, ensuring that all

departments and all initiatives are cohesive, share common goals, and are united and striving

towards the same vision.

The determination, drive and spirit that led us to success in the bidding process has been

harnessed, retained and taken to the next level while developing our three-year strategy, which

places the foundations needed for the journey ahead, to achieve our goals and to make history.

The complexity and ambition behind our vision requires collaboration, a sense of shared

responsibility and commitment across multiple stakeholders locally and regionally, and I am very

optimistic that we will come together seamlessly to drive and deliver a World Cup that will be a

landmark event for the entire region and the world.

H.E. Sheikh Mohammed Bin Hamad Al Thani

Managing Director

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Amid the euphoria and celebrations on 2nd December 2010, when Qatar was historically awarded the right

to host the 2022 FIFA World Cup, my instant reaction was focused on the task that lay ahead of us. Our

successful bid required a monumental effort from our team and immeasurable support from the entire nation.

The journey to 2022 would require our efforts to be elevated and our nation to be mobilized, with everyone

working together to realize Qatars ambitions.

Since the formation of the Qatar 2022 Supreme Committee by Amiri Decree in April 2011, we have been working

diligently on the important initial steps and to ensure that a solid foundation is established to help carry us to

2022 and beyond.

We have spent considerable time debating and designing a strategy to achieve the high aims we set for

ourselves during the bidding process, and that strategy is set out in this document. Following an extensive

strategic planning exercise, which involved collaboration with key stakeholders, we identified six strategic goals

and twenty objectives for the next three years and developed a focused one-year operational plan to deliver on

these ambitions. The basis of our goals and objectives was our mission and vision, the directives set out in the

Qatar National Vision 2030 and the National Development Strategy 2011-2016, and our commitments to FIFA.

Our goals were articulated to encompass concepts essential to successful delivery of a

FIFA World Cup event, as well as key elements embedded within the Committees values. We committed to

creating a healthy workforce, sustainable development, economic growth and diversification, innovation, and

high-quality outputs, and our goals and objectives will ensure that we deliver on this. From successful delivery of

the World Cup programme to enhanced environmental awareness within the Qatari community, the journey we

are embarking on will touch on every aspect of Qatars wider plans.

In executing this strategy, the Committee will be guided by a series of key cross-cutting themes of which

legacy, sustainability and local and regional engagement and collaboration are essential pillars. I believe that the

work that we, as a Committee and as a nation, are undertaking now in accordance with our aim of delivering a

successful World Cup, will leave a lasting impact socially, economically, and environmentally on Qatar and

the Middle East.

Our mission is undoubtedly ambitious. We told the world to Expect Amazing during the bid and it is now our

duty to Deliver Amazing. The full support of our leadership, our stakeholders and our nation, combined with the

enthusiasm and talent of our team, leaves me confident that everything is in place for us to fulfill and exceed the

goals we have set out to achieve.

Hassan Abdulla Al Thawadi

Secretary General

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EXECUTIVESUMMARY

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TheQatar 2022 Supreme Committee (the Committee) has developed a robust 3-Year Strategic Plan (2012 2015)aimed at the successful delivery of the Qatar 2022 FIFA World Cup programme, and achieving its vision:

Successful delivery of a historic FIFA World Cupin alignment with

national plans and with a lasting impact on the country and the world.

The 3-Year Strategic Plan represents a significant milestone in the establishment and delivery of the overall FIFA World Cup

programme. Developed in consultation with key stakeholders and global industry experts, the Plan provides a strategic framework

to guide the Committee in establishing its initial priorities, and provides a platform to coordinate its activities both internally and

with local, national and international stakeholders.

The 3-Year Strategic goals and objectives were developed in order to realise the Committees Vision and Mission, deliver

on its commitments to FIFA, and with the objective of maximising the potential of the 2022 FIFA World Cup Qatar as a

catalyst for the delivery of the Qatar National Vision 2030 (QNV 2030) and the National Development Strategy 2011-2016

(NDS). Central to the development of these goals and objectives is the alignment with the priorities and pillars of the

QNV 2030 and the NDS.

Strategic FrameworkThe strategic framework presented in the 3-Year Plan contains six broad strategic goals, supported by 20 focused

objectives, articulating the Committees priorities over the next three years.

Strategic

Framework

Drive and

Deliver an

Outstanding

World Cup

ProgrammeBuild High Quality

Talent and

Establish a Centre

of Excellence

Deliver anExceptional

National and

International

ExperienceSupport Economic

Diversification and

Business Environment

Development Through

Qatar 2022

Promote Footballand Healthy

Lifestyles

Through

Qatar 2022

Improve Environmental

Sustainability for

Delivery and

Qatar Through

Qatar 2022

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4

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Figure 1 : Alignment of Goals with National Pillars

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Cross-Cutting Themes

In addition to the strategic goals and objectives developed, a number of key cross-cutting themes were identified as

vital to the ultimate success of the programme. These themes are embedded within all aspects of delivery and include:

The 3-Year Strategic Plan establishes the immediate vision,

framework and priorities necessary for the development of

the FIFA World Cup programme. The activities and projects

required to deliver this plan will be translated into a detailed

operational plan for the first year of implementation.

Cross-CuttingThemes

Delivering

a lasting

legacySupporting and

leveraging the

potential of the

region

Delivering

environmental

sustainability and

innovation

Ensuring a safe

and secure

programme

Continually driving

quality outcomes

and outstanding

performance

Engaging

stakeholders in a

collaborative and

sustainable

manner

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INTRODUCTION

AND BACKGROUND8


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InDecember 2010, Qatar was awarded the honour of hosting the 2022FIFA World Cup, becoming the first country in the Middle East to win

the right to stage this historic event. The FIFA World Cup represents

one of the largest and most anticipated events in the sporting world.

The one-month event mobilizes billions of people from all continents and

cultures to support teams competing from around the world.

For Qatar, the 2022 FIFA World Cup represents a tremendousopportunity to host an historic event and, in a broader sense, to act

as a catalyst for driving national growth and development strategies.

Moreover, it offers Qatar and the region a unique opportunity to showcase

capabilities, passion and culture, not only as hosts but also as people. It is

an opportunity to demonstrate capability through delivering an amazing

FIFA World Cup and national development programme, to highlight the

regions passion for sport and self-improvement, and to share a culture

that is rich in history and belief.

Since FIFAs decision, the Committee has been laying the foundations for

this monumental and complex endeavour. And whilst there are ten years

until the actual event, there are significant tasks that require immediateaction in order to achieve a lasting legacy for Qatar and the region, and to

deliver a truly amazing FIFA World Cup.

The Qatar 2022 Supreme Committee

The Committee was established by His Highness Sheikh Hamad Bin Khalifa Al Thani, Amir of the State of Qatar, through

Amiri Decree No. 27 to organize and implement the 2022 FIFA World Cup in a manner that would foster the

comprehensive development plan in the State on all fields; and lead to a legacy that would extend beyond the World

Cup event.

Overseeing the Committee is a Board of Directors led by the Heir Apparent of the State of Qatar, His Highness Sheikh

Tamim Bin Hamad Al Thani as Chairman and the Special Envoy of the Amir, His Highness Sheikh Jassim Bin Hamad

Al Thani as Vice Chairman. The esteemed members of the Board include:

Prime Minister and Minister of Foreign Affairs, His Excellency Sheikh Hamad Bin Jassim Bin Jabr Al Thani

Minister of Interior Affairs, His Excellency Sheikh Abdullah Bin Nasser Al Thani

Minister of Economy and Finance, His Excellency Youssef Hussain Kamal

Minister of Municipality and Urban Planning, His Excellency Sheikh Abdul Rahman Bin Khalifa Al Thani

President of the Qatar Statistics Authority, His Excellency Sheikh Hamad Bin Jabor Bin Jassim Al Thani

Managing Director of the Qatar 2022 Supreme Committee, His Excellency Sheikh Mohammed Bin Hamad Al Thani

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The Managing Director of the Committee, His Excellency Sheikh Mohammed Bin Hamad Al Thani, and the Secretary

General, Mr. Hassan Abdulla Al Thawadi, oversee and supervise the delivery of the overall World Cup programme,

within the framework of the strategic policy approved by the Board.

Under the leadership and guidance of the Board, the Committee has developed an ambitious vision for the

2022 FIFA World Cup Qatar, as articulated in the 3-Year Strategic Plan. The Strategic Plan contains six goals,

supported by 20 objectives:

Goal 1: Drive and Deliver an Outstanding World Cup Programme

1.1 Develop and establish Programme Management for Qatar 2022

1.2 Establish an effective stakeholder management framework

1.3 Develop and deliver FIFA milestones

1.4 Deliver competition venues in line with the World Cup Programme

1.5 Coordinate and monitor infrastructure and non-competition venues in line with World Cup

programme and national objectives and nation objectives

Goal 2: Build High Quality Talent and Establish a Centre of Excellence

2.1 Attract quality talent required to deliver an outstanding Programme

2.2 Train and develop quality talent

2.3 Retain quality talent

2.4 Develop a framework for Centre of Excellence

Goal 3: Deliver an Exceptional National and International Experience

3.1 Define and deliver the national experience through local engagement

3.2 Define and deliver the Qatar 2022 experience to the global audience

3.3 Deliver an effective communications and promotion strategy for Qatar 2022

Goal 4: Support Economic Diversification and Business Environment

Development Through Qatar 2022

4.1 Develop a private sector and SME Plan for Qatar 2022 in consultation with stakeholders

4.2 Develop mechanisms to support private sector development

4.3 Develop a framework to overcome current legal and regulatory barriers in consultation with stakeholders

Goal 5: Promote Football and Healthy Lifestyles Through Qatar 2022

5.1 Improve football participation and competitiveness in Qatar in consultation with key stakeholders

5.2 Promote football participation through CSR commitments regionally and globally with stakeholders

5.3 Promote health and active lifestyles through football in consultation with stakeholders

Goal 6: Improve Environmental Sustainability for Delivery and

Qatar Through Qatar 2022

6.1 Deliver new standards of environmental sustainability for the programme and beyond

6.2 Improve environmental awareness and positive behaviour in Qatar through Qatar 2022


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STRATEGICPLANNING

APPROACH

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Figure 2 : Strategic Planning Approach

The strategic planning process is a key component in ensuring that the Committees mandate translates intooperational success. The approach is driven by key considerations and aims for:

Realising the Committees vision, mission and mandate;

Delivering on bid commitments and FIFA requirements;

Maximising the potential to support the National Development agenda;

Taking account of the current internal and external environment and key stakeholders;

Leveraging lessons learned from best practice for mega sporting events around the world; and Delivering a lasting legacy from the outset and throughout the programme.

The overall strategic and operational planning approach consisted of five key phases, with the focus of this document

being the articulation of the strategic goals and objectives developed as part of stage 3 : Strategic Goals and Objectives.

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Mission and Vision

Qatar 2022


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Phase 1: Current State Analysis

The current state analysis was conducted to provide a baseline for planning and to guide strategic decisions. The

Committee focused on analysing the current operating environment, opportunities, issues and challenges related

to delivering the event and in contributing to the delivery of the QNV 2030 and the NDS. It included a detailed

assessment of internal strengths and weaknesses, opportunities and potential threats, and external political,economic, sociocultural, technological, environmental and legal environments.

Phase 2: Future State Vision

Defining the future state vision involved setting out the long-term aspirations of the Committee for the 2022 FIFA

World Cup Qatar programme and beyond. It represents the desired scope and impact that the event will have

and ensures that the outcomes are aligned with the QNV 2030 and the NDS, FIFA requirements, the Qatar 2022

Bid Book and other key priorities identified by the Board, the Managing Director, the Secretary General and other

key stakeholders.

Phase 3: Strategic Goals & Objectives

Based on the outcomes of the first two phases, the Committees leadership developed a 3-year Strategic Plan,

which translated the desired outcomes into specific and tangible goals, objectives, metrics and strategies for

implementation and execution.

Phase 4: Operational Plan & Strategic Initiatives

The 1-year operational plan defines the tactical projects and associated activities necessary for meeting the goals

and objectives set out in the Strategic Plan, within the parameters of the future state vision and meeting Legacy

expectations. Organisational priorities and key resource requirements are set out, in addition to sound criteria for

measuring success and progress.

Phase 5: Linkages, Monitoring & Implementation

The Committee will ensure on going communication of the strategy internally and externally, monitor and

measure progress, and demonstrate results. To best monitor and manage effectively, the Committee will focus

on targeted communication and strategy execution. The linkages, monitoring and implementation plan helps

improve programme performance and effectively communicate programme impacts.

The strategic and operational plans will be revisited and refreshed regularly, to ensure that prevailing influencing

factors are reflected and that plans are on track to achieve the future state vision. The strategic planning cycle

facilitates consistency in this process, allowing for early planning and alignment of stakeholders, thus ensuring

that strategic decisions are evidence-based and transparent and that operational delivery is effective and efficient.

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VISION

MISSION

Thevision, mission and values were developed in line with the mandate set out by His Highness the Amir of Qatar,upon establishing the Committee. Based on our values and beliefs, they represent the essence of the Committees

guiding philosophy and culture while providing a clear and compelling indication of what the future will look like.

Successful delivery of a historic FIFA World Cup in alignment with national plans and with a lasting impact on

the country and the world.

To utilise the power of the World Cup to drive the successful execution of Qatars long-term goals and initiatives,

while ensuring that a lasting human, social and economic legacy is built for 2022 and beyond. By acting asa hub for innovation and incubation of ideas and talent in all sectors of Qatari industry and society, we will

create a unique model for best practice, best operational excellence, best strategic execution, and best learning

and career development platform. Guided by self-belief, a commitment to excellence and a deep sense of

responsibility, we will stay true to our values and promises.

WeCOMMITto creating a dynamic and healthy working environment grounded in team spirit, trust, self-belief,loyalty and commitment to our values and goals.

WeCOMMITto our obligation towards sustainable development by striving for improvement in livelihoods,conservation of the environment, and economic growth in our activities.

WeCOMMITto utilizing the power of the FIFA World Cup to create a lasting local and global legacy offootball development and human, social and economic growth.

WeCOMMITto breaking free of conventional boundaries and obstacles to deliver positive industrial andsocietal enhancements through innovation, creativity and boundless imagination.

WeCOMMIT to our responsibility of producing high-quality deliverables efficiently, in-line with nationalinitiatives and stakeholder goals and interests.

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VALUES


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Thecurrent state assessment was the first stage in the strategic planning process. The Committee conducted anassessment that consisted of four key components:

Analysis of stakeholders and client groups;

Review of the internal organisation, through a SWOT framework (strengths, weaknesses, opportunities and threats);

Assessment of the external environment, through the lens of a PESTEL framework (political,

economic, social-cultural, technology, environment and legislation), which included an in-depthevaluation of the business enabling environment; and

Identification of strategic issues.

The delivery of a FIFA World Cup represents a significant opportunity for Qatar to deliver a high-profile sporting event

on the world stage, whilst helping to deliver on a variety of broader national development objectives and reforms.

Successful delivery of a complex event that delivers on the Committees vision and mission, is aligned with the NDS

and meets FIFA requirements and commitments requires the Committee to intimately understand the current state of

the organisation, its operating environment and its key strategic issues.

Given the scale and challenges of delivering a FIFA World Cup, it is expected that multiple key stakeholders will have

an important role to play. The Committee identified approximately 100 different entities (local, regional and international)as integral to success. Determining what is required from each party within the next 3-year period, either as a decision-

maker, delivery agent or interested party was an essential early step in the strategic planning process. The stakeholder

analysis enabled the initial prioritisation and categorisation of the role each entity will play, and established the foundation

for the scope of the Committees Strategic Plan.

The SWOT analysis identified a range of strengths upon which to build, along with key areas for further development. Equally,

the PESTEL framework revealed a number of important factors that can impact delivery of the FIFA World Cup event.

The stakeholder identification, SWOT and PESTEL provided a context to identify strategic issues and considerations.

The analysis of the internal and external influencing factors and the stakeholder environment informed the identification of

strategic issues for the Committee, defining priority areas for attention during the Strategic Planning process:

Economic Prosperity - How the Committee will support improvements in the business environment tostrengthen trade and competitiveness and drive economic diversification and enterprise creation, linked to

Qatar 2022;

Environment and Sustainability - How the Committee will deliver on environmental and sustainabilityaspirations, in particular with regards to carbon neutrality and cooling technology, and how it will promote

environmental awareness in the region;

Capability - How capability and expertise will be both developed and retained for the FIFA World Cup and Qatar;

Event Delivery -How to build and monitor the delivery of infrastructure, Bid commitments and FIFA requirementsto deliver an event that exceeds expectations for all clients; and

Experience and Culture -How a cultural balance will be struck between international, regional and nationalattributes, while delivering an exceptional event experience and creating a positive global perception.

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The Committee used the findings from the current state assessment to define the future state vision and support the

articulation and prioritisation of strategic goals and objectives.


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FUTURE STATE VISION:DELIVERING A LASTING

LEGACY FOR QATAR20


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For the Committee, future state visioning and legacy planning commenced at the outset of the process and willreceive sustained focus over the course of event preparation, delivery and post-event operations. Rather than being

considered necessary for a standalone event, the required investments and projects delivered for the 2022 FIFA World

Cup Qatar are closely aligned to the QNV 2030 and relevant NDS priorities.

The QNV 2030 provides a clear and ambitious vision to transform Qatar into an advanced country by 2030, capable

of sustaining its development and providing for a high standard of living for all of its people for generations to come.

The NDS, in turn, defines the targets required to guide and measure progress towards the QNV 2030 over 5-yearplanning periods, commencing with the NDS 2011-2016. As articulated in the Qatar 2022 vision and mission, defining

the future state and Legacy aspirations is integral to our vision, mission, goals and objectives, which form the foundation

of the Committees Strategic Plan.

The Committee has undertaken a detailed analysis of previous mega-events, including previous FIFA World Cups

and the Olympic Games to inform how it both conceptualises and realises the long-term potential benefits of hosting

the FIFA World Cup. This includes viewing event legacy in much broader terms than simply infrastructure and what

happens to stadia and infrastructure post-tournament, through the lens of the powerful transformative potential of such

events as a catalyst for changing perceptions, improving standards and driving innovation and achievement throughout

the host nation. Given the number of stakeholders involved in delivering the 2022 FIFA World Cup Qatar, buy-in, unity,

shared responsibility and commitment across organisational boundaries will be fundamental to success.

Figure 3 : Qatar 2022 Strategic Plan and Legacy

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Alignment between the QNV 2030, NDS 2011-2016

and Qatar 2022 3-Year Strategic Plan

The Committees 3-Year Strategic Plan is a key component in enabling the achievement of the QNV 2030, and the

NDS, as well as the delivery of an outstanding FIFA World Cup. It is one of a number of different strategies created by

various ministries and agencies, with whom collective responsibility lies for delivery of the NDS objectives in the short-

term and achievement of the QNV 2030 in the longer-term. The necessary overlap in many of these strategies means

that successful implementation of the Committees 3-Year Strategic Plan will rely heavily upon support and coordination

with these government entities, as well as cooperation of the private sector and other relevant stakeholders.

Formulated in the context of the QNV 2030 and NDS, the Committees strategic goals are deliberately and closely aligned

with the four development pillars of the QNV 2030 (human, social, economic and environment) and the 5-year priorities of

the NDS. The matrix in Figure 5 maps the goals and objectives of Qatar 2022 to the QNV 2030 pillars and NDS priorities,

highlighting the direct linkage between them. The exact nature of these relationships is expected to change over time as

the Committee evolves through different organisational phases and the NDS itself is revisited and updated.

Figure 4: Qatar 2022 Strategic Plan and National plans and priorities

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The specific requirements and high profile associated with delivering a FIFA World Cup mean that the

Committee will be able to make very significant contributions to a number of key NDS priorities, including:

Promoting an active and sporting society (social development). The investment in sporting facilities,awareness and expertise described in Goals 1, 2, 3 and 5 build on the power of football to catalyse social changeand promote healthy behaviour and active lifestyles.

Building a diversified economy (economic development). The 2022 FIFA World Cup Qatar presents aunique opportunity for the nation to support economic diversification and all of the Committees goals are aligned

to this NDS priority area. For example, the Committees objectives include development of the private sector,

with specific reference to facilitating the growth of Small and Medium Enterprise (SMEs) within Qatar in sectors

related to the FIFA World Cup, and ensuring that their growth is sustainable beyond 2022.

Building knowledge and skills (human development). The establishment of the Centre of Excellencedescribed in Goal 2 will enable Qatar to foster the high-quality talent required in specific economic sectors to

help build a diversified and sustainable knowledge-based economy in Qatar.

Improving environmental awareness (environmental development). Environmental awareness campaignsassociated with the FIFA World Cup programme will raise the profile and understanding of sustainable

development within Qatar and stimulate behavioural change in key areas such as energy and water efficiency

and use of public transport.

Figure 5 : Qatar 2022 Goals and National Pillars

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QATAR 2022

STRATEGICGOALS, OBJECTIVESAND KEY MEASURESOF SUCCESS

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Followingan extensive analysis carried out through current state assessment and future state visioning, theCommittee embarked on an engaging and collaborative process led by its leadership team, in consultation with

key Committee staff and external stakeholders, to identify the priority goals and objectives that would make up

the Committees strategy for the coming three years.

The six goals and twenty objectives identified reflect the current operating environment and the Committees

long-term desired outcomes, in alignment with national plans and vision. The Committees 2012 2015 goals

and objectives are outlined in the following pages:

Goal 1: Drive and Deliver an Outstanding World Cup Programme

Goal 2: Build High Quality Talent and Establish a Centre of Excellence

Goal 3: Deliver an Exceptional National and International Experience

Goal 4: Support Economic Diversification and Business Environment Development Through Qatar 2022

Goal 5: Promote Football and Healthy Lifestyles Through Qatar 2022

Goal 6:Improve Environmental Sustainability for Delivery and Qatar Through Qatar 2022

Figure 6 : Qatar 2022 Goals and Objectives

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The first ever FIFA World Cup in the Middle East provides Qatar with the opportunity to showcase operationalexcellence in delivery and programme management. With clear standards, requirements and management capabilities

in place to guide the key delivery principles, Qatar can achieve this complex and multifaceted task. A key priority for the

Committee is the development of the necessary programme management capabilities and frameworks to ensure that

all elements of the 2022 FIFA World Cup Qatar Programme produce high quality deliverables efficiently, and in line

with national initiatives. In order to achieve these aspirations, a major output of this goal will be a Master Programme

Schedule including all Committee projects, which will ensure a unified and trackable approach to delivery.

Supporting Objectives for Goal 1

1.1: Develop and establish Programme Management for Qatar 2022

This objective delivers an effective, robust and seamless Programme

Management capability to ensure operational excellence in the delivery

of the 2022 FIFA World Cup Qatar programme. This capability will

establish standards, requirements and performance management

processes to guide the programmatic initiatives and activities of

the organisation. Activities will include the development of detailed

and effective plans for the Master Programme Plan, Programme

Management Framework, Risk and Issues Management, and Quality

Assurance. The objective also defines strategies for internal functions

including procurement processes, communications, business support

services and a financial platform, in addition to a dynamic stakeholder

approach, all of which will assist in developing the most efficient delivery

process across all projects.

Goal 1:Drive and Deliver an Outstanding World Cup Programme

Key measures of success

Programme Management Maturity

assessment scores

Independent validation of delivery

costs and dates

QNV Pillar NDS priority

Human

Social

Economic

Building knowledge and skills

Fostering a capable and motivated workforce

Enhancing public safety and security

Enhancing efficiency (technical, economic and market)

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1.2: Establish an effective stakeholder management framework

A fundamental pillar of effective programme management is ensuring

that there is a clear stakeholder governance plan that sets out who is

accountable for which elements of the programme and the scope and

specifications aligned with those responsibilities. This objective defines the

main elements of the extensive stakeholder contribution expected in the

delivery of the 2022 FIFA World Cup Qatar programme.

Comprehensive and adoptable standards, specifications and requirements

will set the parameters and structures for stakeholder interaction and

management. Commencing with identification and categorisation of the

stakeholders vital to delivery across the Programme, the objective defines

roles, responsibilities, governance and interactions. Essential to the success

of this management framework is the clear communication of standards

and requirements, clearly outlined Memoranda of Understanding (MOUs),

and governance processes that minimize duplication, identify and manage

dependencies and ensure a mutually beneficial delivery.

1.3: Develop and deliver FIFA milestones

This objective focuses on the requirements and milestones established by

FIFA, which comprise a large component of the 2022 FIFA World Cup Qatar

programme. The Committee will work alongside FIFA to refine and finalise

these requirements to ensure delivery of an operationally excellent event,

which exceeds expectations and optimizes benefits for Qatar, its people and the

region. This will require a clear and consistent channel of communication with

FIFA, clearly defined roles and responsibilities aligned with the key milestones,

and compliance in achieving them efficiently and in a timely manner. The delivery

of FIFA milestones will be aligned with the overall Master Programme Plan to

ensure activities and dependencies are coordinated.


Clear and consistent communication

and engagement across Qatar 2022

and with stakeholders

Established stakeholder plans,

MOUs, specications,

processes and governance


Achievement of FIFA milestones

on time and at a high quality

standard

Consistent and positive

feedback from FIFA

QNV Pillar

QNV Pillar

NDS priority

NDS priority

Human

Economic

Environment

Social

Social

Economic




Promoting environmentally aware population


Promoting an active and sporting society


Enhancing efciency (technical, economic and market)


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1.5: Coordinate and monitor infrastructure and non-competition venues

in line with World Cup programme and national objectives

This objective focuses on the infrastructure and non-competition

venues required for the delivery of the 2022 FIFA World Cup Qatar

programme, which will not be directly delivered by the Committee butwill require extensive oversight, monitoring and stakeholder interaction

and coordination. Through the Programme Management capability,

all stakeholders will be aligned to achieve the required projects,

including on-boarding the right resources, building to specifications and

standards, and ensuring that projects leave a lasting societal impact and

infrastructure legacy in line with national development objectives.

1.4: Deliver competition venues in line with the World Cup Programme

Delivery of the 2022 FIFA World Cup Qatar programme places directresponsibility on the Committee for building and delivering the competitionvenues. Supported by the programme management capability, this objectivewill develop strategies and plans for the successful and timely constructionof the stadia, including on-boarding the necessary resources to deliver

on the technical specifications and requirements. A vital component ofthis objective, which must be factored in from the onset, is the need forextensive interaction with stakeholders to ensure a lasting infrastructurelegacy is clearly established in line with national objectives.


Established project scopes,

schedules, budgets, standards

and plans

Independent validation of

timely delivery of project scopes,

schedules, budgets,standards and plans


Established project scopes,


and plans

Independent validation of timely

delivery of project scopes,


and plans

QNV Pillar

QNV Pillar

NDS priority

NDS priority

Social

Economic

Environment

Social

Economic

Environment


Enhancing public safety and security (e.g. construction safety)

Expanding the productive base

Enhancing economic stability


Building a diversified economy

Promoting cleaner water and sustainable use

Promoting cleaner air

Improving waste management

Promoting sustainably managed nature/natural heritage

Promoting healthier urban living environment

Enhancing public safety and security (e.g. construction safety)


Enhancing economic stability Enhancing efficiency (technical, economic and market)







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Goal 1 denes and delivers the full scope of services required for the World Cup event including

the building of competition venues, non-competition venues and associated infrastructure, to

ensure an outstanding event. Additionally, it establishes a programme management capabilityfor the Committee that meets FIFAs milestones and manages stakeholder interaction in

line with the programme requirements. An outstanding FIFA World Cup will be delivered

through clearly dened roles and responsibilities, a shared sense of accountability and risk

management, and effective communication amongst all stakeholders.

GOAL 1EXPECTED

OUTCOMES


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2.1: Attract quality talent required to deliver an outstanding Programme

Delivering an outstanding Programme requires the capability to attract the most

qualified local, regional and international resources. To facilitate achieving this, a

comprehensive workforce plan will be produced that identifies human capital needs

in the short, medium and long terms, including defining the skills and competencies

required to support delivery in the first three years.

A recruitment strategy to attract the best global talent will be designed to include a

framework for identifying, assessing and recruiting talent at the required scale and

calibre, and developing competitive rewards packages that incentivize prospective

candidates to relocate to Qatar and join the Committee. The strategy will also consider

programmes to attract Qataris studying in Doha. The organisation will be instituted in a

flexible and scalable manner in order to support multiple and changing project priorities

while consistently maintaining high-quality multifaceted resources.


Workforce plan and recruitment

strategy articulated, with hiring

achieved to plan

HR policies that establish organisational

standards and cultivate the desired

culture of Qatar 2022

Organisational structure designed

and implemented to support

Qatar 2022 mandate, mission,

vision and goals


Human

Social

Economic







Delivering the 2022 FIFA World Cup Qatar will require technical acumen, leadership capabilities and the interpersonal skills

necessary to successfully collaborate with a diverse set of public, private, local and international stakeholders.To drive anddeliver the programme and realize the aspirations for the 2022 FIFA World Cup Qatar and the associated legacy, it is

essential that capable, passionate and committed resources are identified. Therefore, a key priority for the Committee will be

to identify, recruit, develop and retain high quality talent, as well as to build capabilities in Qatar and the region.

A key enabler will be the development of a world class Centre of Excellence for sports management, event delivery and

supporting the development of sectors including hospitality, sports tourism and others. In the long term, the Centre

is envisioned as an internationally acclaimed provider of training, research and development, innovation and consultancy

services. This goal ensures that a social legacy aligned with the strategic interests of the nation is realised.

Goal 2:Build High Quality Talent and Establish a Centre of Excellence

2.2: Train and develop quality talent

The Committee will undertake a detailed assessment to identify the competency gaps between existing staff capabilities and

desired levels. This will help define the key competencies that need to be built, both for individuals and across the organisation.

The Committee will establish talent development programmes in order to fill the competency gaps. It is envisioned that talent

development will include: defined career paths, training programmes, observation programmes, educational and internship

programmes and mentorship/apprenticeship programmes.

To support each individuals professional growth and promote a performance-

driven culture, the Committee will establish a framework for assessing individual performance

in relation to their contribution to the successful execution of the departmental strategy and to

the overall success of the Committee. The evaluation process will be transparent, participatory

and aligned with job descriptions, competencies, training programmes and individually

articulated professional goals. Aligned with the performance evaluation process, the Committeewill conduct succession planning to ensure exceptional individuals are identified, developed

and prepared to assume key leadership roles over the course of their careers.

As part of developing the workforce, the Committee will strive to cultivate shared corporate

values and a positive performance-driven culture.


Independent validation of

improved skills and capabilities

across the organisation

Best in-class talent development programmes

Increased employee satisfaction

and morale


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2.3: Retain quality talent

The ten-year lead time until the 2022 FIFA World Cup Qatar creates a unique challenge

for the Committee in retaining its developed talent. There is a limited cohort of mega-event

experts and qualified personnel globally and most migrate from event to event, and with

many other global mega-events before Qatar 2022, competition for talent in this market is

high. To address this critical challenge, the Committee will develop and implement a long-

term retention strategy which will include plans for existing, priority staff, such as long-

term service incentives, competitive total rewards packages (that include considerations

for relocating families, improving access to schools and competitive salaries) a progressive

approach to career development, and incentives aligned to high performance. Attrition will

be tracked closely, with forecasts, risk and interventions reviewed regularly.


Human

Social

Economic




2.4: Develop framework for Centre of Excellence

A lasting legacy of the 2022 FIFA World Cup Qatar programme will be the establishmentof a Centre of Excellence that serves Qatar and the region in developing capabilities relatedto sports and event management. The Centre will bring together a large team of eventspecialists, athletes, researchers and experts and consultants drawn from industry andacademia, and will focus on the delivery of leading edge training and education as well as

research and development and innovation in sport and event management.

The development of the Centre will require significant investment and contributions fromstakeholders and interested parties within and outside of Qatar, to allow for the concept,design and planning processes to be highly collaborative. The Centre is envisioned tobecome a leading provider of sports and event management, capable of providing knowledgemanagement, research and development, innovation, training and consultancy services.The development of a globally recognised brand will be a key mark of success.


Centre of Excellence is established

Capabilities in knowledge

management, R&D,education, skill

development and consultancy are

initiated


Human

Social

Economic

Environment

Nurturing a healthy population



Safeguarding social protection


Preserving and leveraging Qatars heritage and culture




Improving regulation and efficiency



Promoting a healthier urban living environment

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The outcome of Goal 2 for Qatar 2022 is the development of a strong technical and

management capability in order to meet and deliver the demands of the complex,dynamic, programme-led environment. A lasting legacy for Qatar and the region is the

establishment of a world class Centre of Excellence that attracts global expertise and

serves as an incubator for developing future leaders and innovators and becomes a

globally recognized provider of sports and events expertise and management.

GOAL 2EXPECTEDOUTCOMES








Human

Social

Economic


Attrition rates are in line

with targets

Retention programmes in place

to retain priority, high quality

talent (existing and future)

Knowledge transfer


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Increased awareness of benets

and expectation for

2022 FIFA World Cup Qatar

Positive feedback from the local

population, media, key stakeholders,

and 2022 FIFA World Cup Qatar

participants

The experience of the local community and international visitors, before, during and after the event largely defines the

success of any major sporting event. A key priority for Qatar and the Committee is developing a clearly defined strategy

detailing what the national and international experience will be and the optimal way to deliver it, in the lead-up to and

during the event. The main intent of this strategy is to ensure an outstanding experience for all FIFA World Cup client

segments, including the local population, officials, the media, international spectators and athletes. A key success

factor is striking a balance between the expectations of the local population and those of the international community, a

complex task necessitating a range of pro-active and re-active campaigns to assuage concerns and change perceptions.

The Committee can leverage Qatars unique heritage and culture to organise a festive 2022 FIFA World Cup Qatar

showcasing the rich culture, heritage and progress of the region.


3.1: Define and deliver the national experience through local engagement

This objective focuses on the experience of the Qatari population during

the first ever FIFA World Cup in the Middle East, in addition to enhancing

and promoting local customs and traditions. The Committee will solicit input

and participation from the population, define a strategy and engagement

plan to accomplish national expectations, establish feedback mechanisms

to maintain communication, and obtain stakeholder buy-in to deliver a

programme in line with national objectives.

The local experience and engagement plan will have multiple objectives,including informing and preparing the local community for the event and the

lead-up to it, building local excitement and engagement around the event,

equipping Qataris to act as advocates for the event and its values both

locally and internationally, and promoting sport, health and environmental

awareness. This will be an exciting way to create a link between Qatars

unique heritage and culture and the FIFA World Cup experience.


Human

Social

Enviroment

Nurturing a healthy population Building knowledge and skills

Strengthening family cohesion



Promoting an environmentally aware population

3.2: Define and deliver the Qatar 2022 experience to the global audience

This objective manages international expectations and develops the international visitor experience. The strategywill be built around a clear approach towards the experience that Qatar would like event visitors to have, in

alignment with what these visitors are interested in and are expecting to experience. The ambition is to deliver

a unique experience, demonstrating the inherent values of Qatari and regional society, welcoming guests from

all over the world, delivering a level of service that exceeds expectations and embracing the inclusive nature of

international football.

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Goal 3:Develop an Exceptional National and International Experience


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The Committee will accomplish this objective by identifying key local and

international stakeholders for the creation of a Working Group that will

receive advice and input on balancing the multitude of varying expectations

from diverse groups. A client experience mapping exercise will help to define

the desired experience throughout the customer journey and will ensure

that delivering an exceptional event remains at the heart of the Committees

endeavour. Key components of this experience strategy are its flexibility and

its alignment with existing national plans and visions and with Qatars nationalidentity. The objective will also focus on attracting international investment

and support during the build-up to the event, using the ten year lead time as

an opportunity to forge long-lasting relationships across the globe.

3.3: Deliver an effective communications and promotion

strategy for Qatar 2022

The successful accomplishment of this objective will include the delivery

of strategies and plans that will create a long-term positive brand image for

Qatar and the region, and the 2022 FIFA World Cup Qatar. The Committee

will engage and align with key stakeholders to create a Brand Qatar strategy in

line with national plans, as well as a regional engagement strategy. Promotion

and communication plans will deliver targeted Public Relations campaignsto raise awareness, address concerns and build positive perceptions of

Qatar and the region as a whole. The Committees brand development,

delivery planning, tourism strategy and marketing channel strategy will form

component parts of this broader national brand effort.

The power of the FIFA World Cup brand creates a unique platform for

the promotion of social, economic and environmental causes locally and

internationally. The Committees strategy will focus on using this platform to

proactively promote Qatar as a place to live, work, invest and enjoy as well

as to raise local awareness to further national objectives with regards social,

human, economic and environmental development.


Increased awareness of expectations

for the 2022 FIFA World Cup Qatar

Increased positive feedback from

media, stakeholders and key client

segments


Increased awareness of expectations

for the 2022 FIFA World Cup Qatar

Positive feedback from media,

stakeholders and 2022 FIFA World

Cup Qatar client groups

QNV Pillar

QNV Pillar

NDS priority

NDS priority

Social

Economic

Enviroment

Social

Economic




Building a diversified economy Promoting an environmentally aware population




33

The outcome of this goal and associated objectives is an exceptional experience for

all athletes, spectators and stakeholders of the 2022 FIFA World Cup Qatar. The

Committee will accomplish this through segmenting target client groups, tailoringpromotional and engagement efforts, increasing national awareness and advocacy, and

promoting the event. These promotional efforts will look wider than marketing the event

itself, to raising awareness and promoting positive perceptions of Qatar and the wider

region as an ideal place to live, work and visit.

GOAL 3EXPECTED

OUTCOMES


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Increased understanding of current

operating environment

Opportunities dened in consultation

with stakeholders


Human

Economic





Major events provide unique opportunities to positively transform a society and stimulate the economy.The 2022 FIFA World Cup Qatar is expected to have a direct and indirect impact on many industries and present

opportunities to companies of all sizes. Qatars productive base can be expanded through focused construction spending

that boosts industry and creates jobs; procurement opportunities for Qatari start-up businesses; infrastructure spending

that improves the business environment; and supply chain development that can catapult Qatar into a world leader

in hosting events. In order to maximize the potential benefits, the Committee will work in close collaboration with

key stakeholders to identify and overcome the potential barriers to the successful development of the private sector,

specifically a vibrant and sustainable Small and Medium Enterprise (SME) market, and recommend practical mechanisms

that will serve as key enablers for growth. The end goal will be the creation of a vibrant, connected economy that

continuously innovates, renews and leads markets.


4.1: Develop private sector and SME Plan for Qatar 2022

in consultation with stakeholders

By developing a detailed, baseline understanding of the current private

sector operating environment, the Committee and its stakeholders will

define the potential opportunities for the private sector in relation to the

event, and identify ways that the broader economy can be developed and

supported. Working with key stakeholders, this objective further identifies

priority segments and industries that can contribute to and benefit from

the event, whilst also leaving a lasting impact on Qatars economy.

Particular emphasis will be placed on the development of SMEs as acritical segment with a unique opportunity to participate in a number of

World Cup-specific planning projects and contribute to overall economic

competitiveness and diversification, ensuring that they grow in a sustainable

manner after the event.

4.2: Develop mechanisms to support private sector development

Informed by the opportunities and challenges identified, this objective

focuses on defining and delivering the policy and implementation

mechanisms that will enable the Committee to support the development

of the private sector, including SMEs, public-private partnerships (PPPs)

and foreign direct investment (FDI).

Important considerations could include the establishment of a cluster

in which a specialized regulatory environment and incentive packagecan be put in place, as well as programmes for investment promotion,

training and mentoring, and access to funding in order to increase the

number, diversity and sophistication of SMEs in Qatar. These and other

potential mechanisms will inform the Committees efforts in supporting

skills development, knowledge transfer and new business creation.


Increased understanding of

Qatar 2022 mechanisms that

support private sector development

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Goal 4:Support Economic Diversification and Business Environment Development Through Qatar 2022


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4.3: Develop a strategy to overcome current legal and

regulatory barriers in consultation with stakeholders

This objective focuses on developing strategies that

support the creation of a friendly and effective businessenvironment that can serve as a platform for innovation

and commercial support. An analysis of the existing

business and regulatory environment will facilitate the

development of strategies to overcome any current

obstacles or barriers to participation in the World Cup

supply chain, ensuring a positive business-enabling

environment conducive to economic growth. This will

require extensive support and collaboration with key

stakeholders from both the public and private sector in

order to drive a concerted effort to identify and resolve

potential issues, and leave a lasting impact on the

economy of Qatar.


Increased understanding of business

enabling environment constraints

Aligned efforts with stakeholders to

overcome barriers to growth


Human

Economic




Enhancing efficiency (technical, economic, and market)



Human

Economic




Enhancing efficiency (technical, economic, and market)

Improving regulation and efficiency


35

This goal, the outputs of which the Committee will deliver in collaboration

with stakeholders, delivers a series of interventions focused on developing

the private sector and improving the business environment to maximise the

opportunity presented by the 2022 FIFA World Cup Qatar. This will require

facilitating a dialogue between key stakeholders in the public and private

sectors, developing an approach to overcome key legal and regulatory barriers,

identifying projects for SME participation and instituting programmes to

promote the transfer of knowledge from large firms to build local capacity. Many

efforts to develop the private sector and improve the business environment

exist but the event presents a unique opportunity to accelerate Qatars national

economic development, serving as a catalyst to spur development and help

drive national change.

GOAL 4EXPECTED

OUTCOMES


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Human

Social


Strengthening family cohesion



Major sporting events provide unique opportunities to increase focus, awareness and unity within society towards sports,and also towards pressing social issues that exist locally and regionally. In the lead-up to the 2022 FIFA World Cup Qatar,

the Committee will focus on utilizing opportunities to increase football participation and competitiveness, provide access

to football infrastructure and playing opportunities, and address social issues through the power of sport. On a local

level, improved governance and management structures within the elite game (e.g. Qatar Football Association and Qatar

Stars League) are a key priority, in parallel to building on existing initiatives to increase participation in non-elite segments

(e.g. womens, grassroots etc.). The Committee will also support the expansion of a series of innovative and far-reaching

projects designed to increase awareness of football and its reach and popularity both in Qatar and the region. At the

same time, the Committee will reinforce the link between football and social development, and work towards addressing

important social issues, while constantly endorsing footballs values of fair play, team spirit and tolerance.


5.1: Improve football participation and competitiveness in Qatar in

consultation with key stakeholders

In consultation with key stakeholders, the Committee will develop and

support strategies designed to increase interest and participation in

football within Qatar. In line with existing national efforts, focus will be

placed on both the elite game, in terms of improving skills and governance,

and among non-elite segments, by increasing interest and participation

specifically for women, special needs groups and at the grassroots level.

Specialised participation and skills development programmes will be

developed with the overarching objective of creating a national sense of

unity around the game. Ultimately, this objective will extend the reach of

football locally and improve the competitiveness of Qatars national teams

and clubs in preparation for the 2022 FIFA World Cup Qatar and beyond.


Increased football participation

and attendance

Improved performance of teams

5.2: Promote football participation through CSR commitments regionally

and globally with stakeholders

Qatar will use its privileged position as the host of the 2022 FIFA World Cup

to benefit the wider region through the game and have a positive impact

on football internationally. This objective promotes football regionally and

globally through a series of corporate social responsibility programmes.

In collaboration with key stakeholders this objective will support existing

international football initiatives, deliver and expand on social and footballdevelopment promises and activities from the Bid stage and develop new

opportunities for football participation throughout the region, in line with

FIFAs programmes and requirements.


Increased football participation

by all target groups in the region

and globally

Positive feedback from global media

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Goal 5:Promote Football and Healthy Lifestyles Through Qatar 2022


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5.3: Promote health and active lifestyles through football in

consultation with stakeholders

This objective builds on the power of football to catalyse social

change and promote healthy behaviour and active lifestyles.

In line with the objectives of the QNV 2030 and NDS, the

Committee will forge partnerships with organisations within

the health sector in Qatar to promote active lifestyles and

provide greater access to the supporting infrastructure.

Working alongside its counterparts, the Committee will

develop a series of initiatives and campaigns to raise

awareness on the importance of active lifestyles for improved

health. The Committee will facilitate and support national

efforts and programmes focused on health and encouraging

greater participation in sports, to drive positive behaviour

within the population and create lasting benefits for the

country and its people.


Increased participation in healthy

living programmes

Increased awareness of healthy living issues


Human

Social







Human

Economic




37

Goal 5 aligns with Qatar and FIFAs humanitarian and football development objectives

and demonstrates a commitment to leveraging the power of football to promote

health and sports awareness and participation. It delivers a range of interventions and

programmes aimed at increasing participation in and competitiveness of football locallyand regionally, promoting active lifestyles, and creating a sound social structure based

on love for the game. The Committee can build on Qatars longstanding history of

philanthropy and social and human development to improve the lives of its people, the

region and the wider world with which it is united.

Talent identification and development programmes will be developed to enhance the game at the grassroots level, and

football infrastructure will be provided to disadvantaged communities within the region to increase participation. Social

issues will be tackled through programmes combining football and social development that are designed to address

issues relevant to the target populations.

GOAL 5EXPECTED

OUTCOMES


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Environmental sustainability is a central component of the Committees plans, and the 2022 FIFA World Cup Qatar isseen as an opportunity to balance the requirements and needs of a growing country with that of its natural environment.

Through this goal, the Committee will recommend and set new environmental standards for the preparation and delivery

of the event, and for creating an environmental legacy that will inspire future generations to live in a manner that is

mindful of environmental impact. In alignment with the policies and regulations established by the State of Qatar to

protect and preserve the environment, and in order to meet FIFAs Green Goal expectations and deliver on promises

made during the Bid stage, the Committee will develop a series of environmental management plans that will guarantee

a low-impact event. At the same time, the Committee will utilise the power of football to raise public awareness and

promote positive environmental behaviour within the community, leading to sustainable decisions and lifestyles.


6.1: Deliver new standards of environmental sustainability for the

programme and beyond

The overarching aims of this objective are to meet and exceed the global

expectations for an environmentally sustainable 2022 FIFA World Cup

Qatar programme and to deliver on Bid promises, by aligning with

and driving existing initiatives in Qatar. The Committee will establish

an Environmental Advisory Committee and draft an environmental

protection plan early in the planning phase, in order that the standards and

interventions identified trickle down to all other aspects of the programme,

ensuring sustainability throughout.

The objective will define plans for all Committee projects, with the intent

of driving them towards new standards of environmental protection,

from procurement processes to infrastructure development. Sound

measurement frameworks will be created and communicated to all

relevant internal and external stakeholders.


Establishment of the Environmental

Advisory Committee

Environmentally sustainable

programme delivery


Social

Economic

Environment










Promoting environmentally aware population

38

Goal 6:Improve Environmental Sustainability for Delivery and Qatar Through Qatar 2022


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Human

Social

Environment







Promoting a healthier urban living environment

Promoting an environmentally aware population

6.2: Improve environmental awareness and positive behaviour in Qatar through Qatar 2022

Striving towards the development of a more environmentally aware

population and sustainable community behaviours is an important

aspect of the Committees programme. Working with key stakeholders,

the Committee will organise and support educational and engagement

programmes to raise public awareness and encourage local buy-in to

greater environmental sustainability. A comprehensive environmental

plan will inform and facilitate options and interventions for more positive

public behaviour. In line with national plans, this objective will also support

the delivery of green spaces for recreation and create a healthy and

inspirational living environment.


Increased awareness of

environmental issues

Participation in programmes

and campaigns

Increased environmentally

sustainable behaviour

Goal 6 aims to achieve more than the signicant task of delivering the rst

carbon-neutral FIFA World Cup. The Committee is dedicated to promoting

environmental awareness and positive social behaviour in Qatar that will last longafter the event has been successfully delivered. The successful achievement

of the goal will deliver a range of environmentally-friendly interventions and

programmes, new standards for environmental sustainability and sound

environmental management structures. Exploiting energy-efcient mechanisms,

renewable energy resources and comprehensive waste management plans will

allow the Committee to deliver on its environmental promises both before,

during and after the 2022 FIFA World Cup Qatar.

39

GOAL 6EXPECTED

OUTCOMES


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CROSS-CUTTINGTHEMES

40


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To maximise legacy impacts, the Committee and its stakeholders must use the FIFA World Cup as a unique chance to

set and achieve standards, develop new methods of coordinating efficiently across organisations, implement innovative

delivery mechanisms and use the profile of the event to catalyze behavioural enhancement and change perceptions

of Qatar. Specific legacy themes, through which the FIFA World Cup will contribute towards Qatars social, human,

environmental and economic development, in alignment with the pillars of the QNV 2030, are summarised in Figure 8.

By identifying these legacy themes at the outset of Qatar 2022s programme, the Committee is creating a thematic

framework for working in partnership with its stakeholders. These themes will provide the Committee with a basis to

deliver or support a broad range of initiatives that will have legacy impacts, effectively contributing to the Committees

strategic goals and objectives. Strategic choices made now, such as the scope of Qatar 2022s initiatives and how they

will be implemented, will significantly affect the scale of legacy impacts for generations to come.

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Region:The 2022 FIFA World Cup Qatar is the first ever in the Middle East and thus presents a historic and unique

opportunity for regional unification and collaboration. By leveraging strong existing relationships throughout the region,

the Committee will maximize the benefits that the event and associated global spotlight offer. A central focus of the

Committees goals and objectives is ensuring regional collaboration and interest. In particular, the focus will be on

increasing participation and competitiveness in football, bringing attention to social and environmental issues, and

attracting international investment. In turn, the Committee will highlight regional strengths and positive attributes to theglobal community, leveraging Qatars central geographic location to facilitate international access to the regions leisure,

cultural and business opportunities.

Sustainability and Innovation:Sustainability and an organizational culture of innovation are embedded within the Committees mission and vision, and

will play a vital role in the delivery of its goals and objectives. Built around two main pillars, this theme encourages a

shared responsibility for environmental, social, human and economic sustainability through the delivery of the event and

in promoting these principles more widely in Qatari society.

The challenge of delivering an event of this scale and with such ambition in a country of Qatars size demands a cutting

edge approach and the application of leading technologies. The Committee is committed to developing and applyinginnovations to help achieve its goals, and aspires to the creation of a hub for innovation and incubation of ideas and

talent in all sectors of Qatari industry and society. The legacy aspiration is to catalyze new ways of thinking in Qatar

to ensure that the needs of this developing society are balanced with sustainable economic growth with the aim of

promoting regional economic growth and industry creation.

Safety and Security:A fundamental success factor for the 2022 FIFA World Cup Qatar programme is the delivery of a safe and secure

event. Beginning with establishing internal standards and guidelines for the Committee, the safety and security strategy

will then extend across Qatar as a whole, ensuring successful delivery of the event. The Committee will safeguard Qatar

and its national interests by setting policies and procedures that mitigate safety and security risks and issues leading

up to, during, and after the event. Specific areas will be addressed such as information security, personal security,

screening in coordination with international security bodies, technology to modernize security tools, and respecting

human rights. Addressing safety and security issues in the early stages of planning and embedding their key principles

within all goals and objectives will be critical for success.

Quality and Performance:The delivery of an outstanding 2022 FIFA World Cup Qatar demands a deep commitment to quality and performance.

Guided by its mission and values, the Committee intends on setting new standards for quality and performance in

hosting major sporting events and for the sports sector more broadly. With the intent of becoming an international

benchmark for best practice, operational excellence and strategic execution, the Committee will incorporate quality

and performance measures and reporting frameworks into all of its projects and activities. A corporate culture will be

facilitated whereby the Committees staff will be dedicated to delivering high quality outcomes in line with national

initiatives and plans.

Stakeholder Collaboration:The complex nature of the FIFA World Cup requires a flexible and dynamic stakeholder collaboration and management

approach. For the Committee, an important objective is obtaining stakeholder buy-in and ensuring that goals, objectives

and legacy plans are all aligned with Qatars priorities. Stakeholder management has been prioritised from the outset

of the Committees planning, and approximately 100 stakeholders have been identified as integral to the success of the

programme. Throughout the planning and delivery process, the Committee will facilitate governance and collaboration

to mobilize public agencies, private partners and local and international communities with vested interests in the

2022 FIFA World Cup Qatar.

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For the next 10 years the eyes of the world will turn toward Qatar. As articulated

in this plan, the Committee is taking major strides in laying the foundations

for meeting the worlds expectations and Qatars aspirations for hosting

a historic 2022 FIFA World Cup Qatar. The 2012-2015 Strategic Plan

articulates the first three years of the Committees progression toward

achieving its vision, while meeting its mission and upholding its values.

The plan provides guidance for Committee staff, the local community and

national and international stakeholders to combine their efforts for the

purpose of achieving this shared vision. The details of the strategic plan

will be translated into annual operational plans intended to guide decision-

making, resourcing and operations. These plans will define milestones and

performance targets on a yearly basis and identify the resources needed to

accomplish goals and objectives.

Progress on the operational plans will be monitored regularly and reviewed

formally on a quarterly basis. The Committee will also implement a

performance management system that tracks and monitors progress against

the Master Programme Plan. Needs will evolve over time and, as such,

the Committee will adapt to manage risks and changes in the operating

environment, updating the strategic plan every three years to redefine goals

and priorities, thus ensuring successful delivery of an historic 2022 FIFA

World Cup Qatar.

THE WAYFORWARD

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Al Bidda Tower, Corniche Street, West

Bay, PO Box 62022, Doha, Qatar

T+974 4475 2022 F+974 4475 2252

Documents

OP Q22 Brochure Eng