QATAR 2022 STRATEGIC PLAN 2012-2015

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 2 3 4 8 12 16 18 20 24 40 44

Forewords
After 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 awarded the 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

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

EXECUTIVE SUMMARY

Qatar 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:

The

Successful delivery of a historic FIFA World Cup in 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 Framework
The 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.

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Improve Environmental Sustainability for Delivery and Qatar Through Qatar 2022 Drive and Deliver an Outstanding World Cup Programme

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Build High Quality Talent and Establish a Centre of Excellence

Strategic Framework
Promote Football and Healthy Lifestyles Through Qatar 2022 Deliver an Exceptional National and International Experience

Support Economic Diversification and Business Environment Development Through Qatar 2022

Figure 1 : Alignment of Goals with National Pillars

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:

Delivering a lasting legacy Engaging stakeholders in a collaborative and sustainable manner

Supporting and leveraging the potential of the region

Cross-Cutting Themes
Delivering environmental sustainability and innovation Ensuring a safe and secure programme

Continually driving quality outcomes and outstanding performance

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.

INTRODUCTION AND BACKGROUND

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In December 2010, Qatar was awarded the honour of hosting the 2022

FIFA 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 tremendous opportunity 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 immediate action 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

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 1.2 1.3 1.4 1.5 Develop and establish Programme Management for Qatar 2022 Establish an effective stakeholder management framework Develop and deliver FIFA milestones Deliver competition venues in line with the World Cup Programme 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 2.2 2.3 2.4 Attract quality talent required to deliver an outstanding Programme Train and develop quality talent Retain quality talent Develop a framework for Centre of Excellence

Goal 3: Deliver an Exceptional National and International Experience

3.1 3.2 3.3 Define and deliver the national experience through local engagement Define and deliver the Qatar 2022 experience to the global audience Deliver an effective communications and promotion strategy for Qatar 2022

Goal 4: Support Economic Diversification and Business Environment Development Through Qatar 2022
4.1 4.2 4.3 Develop a private sector and SME Plan for Qatar 2022 in consultation with stakeholders Develop mechanisms to support private sector development 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 5.2 5.3 Improve football participation and competitiveness in Qatar in consultation with key stakeholders Promote football participation through CSR commitments regionally and globally with stakeholders 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 6.2 Deliver new standards of environmental sustainability for the programme and beyond Improve environmental awareness and positive behaviour in Qatar through Qatar 2022

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STRATEGIC PLANNING APPROACH

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strategic planning process is a key component in ensuring that the Committees mandate translates into operational 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

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.

Qatar 2022 Mission and Vision

Figure 2 : Strategic Planning Approach

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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. 14

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QATAR 2022 VISION, MISSION AND VALUES

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vision, 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.

The

VISION
Successful delivery of a historic FIFA World Cup in alignment with national plans and with a lasting impact on the country and the world.

MISSION
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 as a 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.

VALUES
We COMMIT to creating a dynamic and healthy working environment grounded in team spirit, trust, self-belief, loyalty and commitment to our values and goals. We COMMIT to our obligation towards sustainable development by striving for improvement in livelihoods, conservation of the environment, and economic growth in our activities. We COMMIT to utilizing the power of the FIFA World Cup to create a lasting local and global legacy of football development and human, social and economic growth. We COMMIT to breaking free of conventional boundaries and obstacles to deliver positive industrial and societal enhancements through innovation, creativity and boundless imagination. We COMMIT to our responsibility of producing high-quality deliverables efficiently, in-line with national initiatives and stakeholder goals and interests.

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CURRENT STATE ASSESSMENT: STRATEGIC CONSIDERATIONS

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current state assessment was the first stage in the strategic planning process. The Committee conducted an assessment 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-depth evaluation 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 decisionmaker, 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:

The

Economic Prosperity - How the Committee will support improvements in the business environment to strengthen 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 sustainability aspirations, 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 requirements to deliver an event that exceeds expectations for all clients; and Experience and Culture - How a cultural balance will be struck between international, regional and national attributes, while delivering an exceptional event experience and creating a positive global perception.

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 QATAR

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the Committee, future state visioning and legacy planning commenced at the outset of the process and will receive 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-year planning 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.

For

Figure 3 : Qatar 2022 Strategic Plan and Legacy

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.

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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 shortterm 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.

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

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.

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Figure 5 : Qatar 2022 Goals and National Pillars

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 change and promote healthy behaviour and active lifestyles. Building a diversified economy (economic development). The 2022 FIFA World Cup Qatar presents a unique 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 Excellence described 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 campaigns associated 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. 23

QATAR 2022 STRATEGIC GOALS, OBJECTIVES AND KEY MEASURES OF SUCCESS

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Following an extensive analysis carried out through current state assessment and future state visioning, the
Committee 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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 Goal 1:

Drive and Deliver an Outstanding World Cup Programme

The first ever FIFA World Cup in the Middle East provides Qatar with the opportunity to showcase operational excellence 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. QNV Pillar Human Social Economic NDS priority Building knowledge and skills Fostering a capable and motivated workforce Enhancing public safety and security Enhancing efficiency (technical, economic and market)

Key measures of success

Programme Management Maturity assessment scores Independent validation of delivery costs and dates

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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.

Key measures of success

Clear and consistent communication and engagement across Qatar 2022 and with stakeholders Established stakeholder plans, MOUs, specifications, processes and governance

QNV Pillar Human Economic Environment Social

NDS priority Building knowledge and skills Fostering a capable and motivated workforce Enhancing efficiency (technical, economic and market) Promoting environmentally aware population Enhancing public safety and security Promoting an active and sporting society

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.

Key measures of success

Achievement of FIFA milestones on time and at a high quality standard Consistent and positive feedback from FIFA

QNV Pillar Social Economic

NDS priority Enhancing public safety and security Enhancing efficiency (technical, economic and market) Promoting an active and sporting society

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1.4: Deliver competition venues in line with the World Cup Programme Delivery of the 2022 FIFA World Cup Qatar programme places direct responsibility on the Committee for building and delivering the competition venues. Supported by the programme management capability, this objective will develop strategies and plans for the successful and timely construction of the stadia, including on-boarding the necessary resources to deliver on the technical specifications and requirements. A vital component of this objective, which must be factored in from the onset, is the need for extensive interaction with stakeholders to ensure a lasting infrastructure legacy is clearly established in line with national objectives. QNV Pillar Social NDS priority Promoting an active and sporting society Enhancing public safety and security (e.g. construction safety) Expanding the productive base Enhancing economic stability Enhancing efficiency (technical, economic and market) 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
Key measures of success
Established project scopes, schedules, budgets, standards and plans Independent validation of timely delivery of project scopes, schedules, budgets, standards and plans

Economic

Environment

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 but will 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. QNV Pillar Social NDS priority

Key measures of success

Established project scopes, schedules, budgets, standards and plans Independent validation of timely delivery of project scopes, schedules, budgets, standards and plans

Enhancing public safety and security (e.g. construction safety) Expanding the productive base Enhancing economic stability Enhancing efficiency (technical, economic and market) 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

Economic

Environment

OUTCOMES
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GOAL 1 EXPECTED

Goal 1 defines 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 capability for 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 defined roles and responsibilities, a shared sense of accountability and risk management, and effective communication amongst all stakeholders.

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 Goal 2:

Build High Quality Talent and Establish a Centre of Excellence

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 and deliver 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.

Supporting Objectives for Goal 2

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.
Key measures of success
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

QNV Pillar Human Social Economic

2.2: Train and develop quality talent

NDS priority
Building knowledge and skills Fostering a capable and motivated workforce Promoting an active and sporting society Expanding the productive base Enhancing efficiency (technical, economic and market) Building a diversified economy

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 performancedriven 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 Committee will 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.

Key measures of success

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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QNV Pillar Human Social Economic 2.3: Retain quality talent

NDS priority
Building knowledge and skills Fostering a capable and motivated workforce Promoting an active and sporting society Expanding the productive base Enhancing efficiency (technical, economic and market) Building a diversified economy

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 longterm retention strategy which will include plans for existing, priority staff, such as longterm 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.

Key measures of success

Attrition rates are in line with targets Retention programmes in place to retain priority, high quality talent (existing and future) Knowledge transfer

QNV Pillar Human Social Economic

NDS priority
Fostering a capable and motivated workforce Promoting an active and sporting society Building a diversified economy

2.4: Develop framework for Centre of Excellence

A lasting legacy of the 2022 FIFA World Cup Qatar programme will be the establishment of a Centre of Excellence that serves Qatar and the region in developing capabilities related to sports and event management. The Centre will bring together a large team of event specialists, athletes, researchers and experts and consultants drawn from industry and academia, 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 from stakeholders 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 to become a leading provider of sports and event management, capable of providing knowledge management, research and development, innovation, training and consultancy services. The development of a globally recognised brand will be a key mark of success.

Key measures of success

Centre of Excellence is established Capabilities in knowledge management, R&D,education, skill development and consultancy are initiated

QNV Pillar Human

NDS priority
Nurturing a healthy population Building knowledge and skills Fostering a capable and motivated workforce Safeguarding social protection Promoting an active and sporting society Preserving and leveraging Qatars heritage and culture Expanding the productive base Enhancing economic stability Enhancing efficiency (technical, economic and market) Improving regulation and efficiency Building a diversified economy

Social

Economic Environment

Promoting sustainably managed nature/natural heritage Promoting a healthier urban living environment

OUTCOMES

GOAL 2 EXPECTED

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. 31

 Goal 3:

Develop an Exceptional National and International Experience

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.

Supporting Objectives for Goal 3

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. Key measures of success
Increased awareness of benefits and expectation for 2022 FIFA World Cup Qatar Positive feedback from the local population, media, key stakeholders, and 2022 FIFA World Cup Qatar participants

QNV Pillar Human Social Enviroment

NDS priority Nurturing a healthy population Building knowledge and skills Strengthening family cohesion Promoting an active and sporting society Preserving and leveraging Qatars heritage and culture 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 strategy will 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. 32

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 national identity. 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.

Key measures of success

Increased awareness of expectations for the 2022 FIFA World Cup Qatar Increased positive feedback from media, stakeholders and key client segments

QNV Pillar Social Economic Enviroment

NDS priority Promoting an active and sporting society Preserving and leveraging Qatars heritage and culture Expanding the productive base Building a diversified economy Promoting an environmentally aware population

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 campaigns to 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.

Key measures of success

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 Social Economic

NDS priority Preserving and leveraging Qatars heritage and culture Expanding the productive base Building a diversified economy

OUTCOMES

GOAL 3 EXPECTED

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, tailoring promotional 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. 33

 Goal 4:

Support Economic Diversification and Business Environment Development Through Qatar 2022
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.

Supporting Objectives for Goal 4

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 a critical 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. Key measures of success
Increased understanding of current operating environment Opportunities defined in consultation with stakeholders

QNV Pillar Human Economic

NDS priority Fostering a capable and motivated workforce Expanding the productive base Enhancing economic stability Building a diversified economy

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 package can 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. 34

Key measures of success

Increased understanding of Qatar 2022 mechanisms that support private sector development

QNV Pillar Human Economic

NDS priority Building knowledge and skills Expanding the productive base Enhancing economic stability Enhancing efficiency (technical, economic, and market) Building a diversified economy

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 business environment 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.

Key measures of success

Increased understanding of business enabling environment constraints Aligned efforts with stakeholders to overcome barriers to growth

QNV Pillar Human Economic

NDS priority Building knowledge and skills Expanding the productive base Enhancing economic stability Enhancing efficiency (technical, economic, and market) Improving regulation and efficiency Building a diversified economy

OUTCOMES

GOAL 4 EXPECTED

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. 35

 Goal 5:

Promote Football and Healthy Lifestyles Through Qatar 2022

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.

Supporting Objectives for Goal 5

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.

Key measures of success

Increased football participation and attendance Improved performance of teams

QNV Pillar Human Social

NDS priority Nurturing a healthy population Strengthening family cohesion Safeguarding social protection Promoting an active and sporting society

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 football development promises and activities from the Bid stage and develop new opportunities for football participation throughout the region, in line with FIFAs programmes and requirements. Key measures of success
Increased football participation by all target groups in the region and globally Positive feedback from global media

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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.

QNV Pillar Human

NDS priority Nurturing a healthy population Fostering a capable and motivated workforce Safeguarding social protection Promoting an active and sporting society Preserving and leveraging Qatars heritage and culture

Social

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.

Key measures of success

Increased participation in healthy living programmes Increased awareness of healthy living issues

QNV Pillar Human Economic

NDS priority Nurturing a healthy population Promoting an active and sporting society Preserving and leveraging Qatars heritage and culture

OUTCOMES

GOAL 5 EXPECTED

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 locally and 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. 37

 Goal 6:

Improve Environmental Sustainability for Delivery and Qatar Through Qatar 2022
Environmental sustainability is a central component of the Committees plans, and the 2022 FIFA World Cup Qatar is seen 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.

Supporting Objectives for Goal 6

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.

Key measures of success

Establishment of the Environmental Advisory Committee Environmentally sustainable programme delivery

QNV Pillar Social Economic

NDS priority Enhancing public safety and security Preserving and leveraging Qatars heritage and culture Expanding the productive base 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 Promoting environmentally aware population

Environment

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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. Key measures of success
Increased awareness of environmental issues Participation in programmes and campaigns Increased environmentally sustainable behaviour

QNV Pillar Human Social

NDS priority Building knowledge and skills Preserving and leveraging Qatars heritage and culture Promoting cleaner water and sustainable use Promoting cleaner air Improving waste management Promoting sustainably managed nature/natural heritage Promoting a healthier urban living environment Promoting an environmentally aware population

Environment

OUTCOMES

GOAL 6 EXPECTED

Goal 6 aims to achieve more than the significant task of delivering the first carbon-neutral FIFA World Cup. The Committee is dedicated to promoting environmental awareness and positive social behaviour in Qatar that will last long after 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-efficient 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.

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CROSS-CUTTING THEMES

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The Committees strategic vision and framework include important themes that cut across all goals and objectives, influencing and contributing to the Committees initiatives and projects. These broad themes include developing a lasting legacy; supporting and leveraging the potential of the region; promoting sustainability and innovation; prioritizing safety and security; ensuring quality and performance; and engaging and collaborating with stakeholders throughout all aspects of the planning and delivery of the 2022 FIFA World Cup Qatar.

Figure 7 : Qatar 2022 Strategic Goals and Cross-Cutting Themes

Legacy:
Defined as the lasting economic, human, environmental and social benefits secured from bidding for planning for and hosting the 2022 FIFA World Cup Qatar, achieving a positive legacy and capturing opportunities beyond the event is fundamental to Qatar 2022s success. To reinforce this commitment and provide a framework upon which to build focused objectives, legacy has been identified as a cross-cutting theme that is embedded within the Committees 3-year Strategic Plan and operational delivery. As a concept, legacy is often ill-defined and misunderstood, commonly viewed in the narrow terms of how new infrastructure will be used after the event. The Committees interpretation is much broader, recognising that many different types of legacies will be created - environmental, social and economic - of varying character - hard and soft, tangible and intangible - and over different geographies - local, national, regional and international. Legacy sits as an umbrella term for all the varied but lasting positive impacts from Qatar 2022 that will build up over time - during pre-event preparations and into the post-event phase.

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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 the global 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 applying innovations 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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THE WAY FORWARD

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 decisionmaking, 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.

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Al Bidda Tower, Corniche Street, West Bay, PO Box 62022, Doha, Qatar T +974 4475 2022 F +974 4475 2252