1. Forewords 4

Minister of Culture & Sports 4

SC Secretary General 5

2. National Legacy Committee Members 6

3. Our Legacy Approach 7

4. Human Legacies 8

Challenge 22 9

Volunteer Programme 10

Human Capital Development Strategy for Tourism 11

Internship Programme 12

Observation and Secondment Programmes 13

5. Social Legacies 14

Stadium Precincts 15

Women in Football 16

Workers’ Welfare 17

Generation Amazing 18

Kakuma 19

6. Economic Legacies 20

Josoor Institute 21

Trade Missions 22

Research Programme 23

7. Environmental Legacies 24

Sustainable Tournament Infrastructure 25

Tarsheed 22 26

Environmental Sustainability Case Study Challenge 27

8. Sporting Legacies 28

World Class Stadiums 29

Test Events 30

Workers Cup 31

Increasing Sports Participation 32

9. The Way Forward 33

CONTENTS

All the information contained within this publication was up to date as of April 2016

4

FOREWORDS

2 December 2010 is a date that will be remembered by generations of Qataris. That day, FIFA President Joseph S. Blatter opened an envelope and announced that Qatar had been awarded the right to host the 2022 FIFA World Cup™. With that act, our nation was handed a number of unique opportunities. It will allow us to showcase the best we have to offer on the world stage. It also gives us a chance to accelerate our development. As such, it is an important milestone on our journey to achieving the goals outlined by our leadership in the Qatar National Vision 2030 (QNV 2030).

Creating a legacy for future generations is a responsibility that lies with all of us. If we are to achieve our goals, it is vital that every entity involved in delivering the 2022 FIFA World Cup Qatar™ cooperate effectively. To ensure that we as a country capitalise on the opportunities created by hosting the FIFA World Cup™, the Supreme Committee for Delivery & Legacy (SC) established a National Legacy Committee. Comprised of representatives from the SC’s key public sector stakeholders, the Legacy Committee is tasked with providing support and guidance in achieving ‘the best cultural, social, economic, sports and environmental legacy from the 2022 FIFA World Cup Qatar™’.

Winning the bid relied on the efforts of entities across Qatar. This created a strong foundation for future collaboration. In the years since, we have continued to build upon this foundation. This, in turn, has brought us closer to achieving our ambitious legacy goals.

Guided by a profound commitment to the QNV 2030, the National Legacy Committee is proud of its role in the delivery of a FIFA World Cup™ that will be remembered as an event that accelerated progress and development, and created sustainable human, social, economic, environmental and sporting legacies for Qatar, our region and the world.

H.E. Salah Bin Ghanim Al AliChairman, National Legacy CommitteeMinister of Culture & Sports

5

From the start, legacy informed Qatar’s planning for the 2022 FIFA World Cup™. We faced a number of unique challenges during our bid. The solutions we proposed, all of which benefited from the input of our stakeholders, were not limited to the staging of a successful football tournament in 2022. Qatar’s horizons were always broader. From cooling technology to stadium designs with modular components, legacy was ingrained in our thinking at every stage. Alongside infrastructure, we recognised that hosting the FIFA World Cup™ in Qatar could serve as a catalyst for numerous less tangible legacies. It could boost our human capital, facilitate intercultural understanding and get more young people playing sports.

Planning undertaken during the bid meant we were able to act quickly after we won. The formation of the National Legacy Committee in early 2011 was the first of several key milestones propelling us toward achieving our goal of creating a lasting legacy for Qatar and the region. The SC also established a Legacy Framework, focused on developing the strategies, policies and plans required to deliver on our near-term legacy commitments while paving the way for achieving our long-term legacy vision.

Our outlook and approach to legacy is all-encompassing. It is supported by the four pillars of the QNV 2030 – social, human, economic and environmental – along with the sporting legacy unique to the hosting of the 2022 FIFA World Cup™. We have an opportunity to improve our infrastructure while also positively affecting global perceptions of our nation and region and offering the world the chance to experience our hospitality, heritage, culture and history, often for the first time. The power of football will help to transform Qatar into a globally recognised hub of social progress, education, innovation and sport.

We are committed to accelerating development and progress, and shaping the future of our nation, the region and the world. Our responsibility is to ensure that we deliver on our promises. By doing so, we will capitalise on the enormous legacy potential of the first FIFA World Cup™ in the Middle East.

Mr Hassan Al ThawadiVice Chairman, National Legacy CommitteeSecretary General, Supreme Committee for Delivery & Legacy

H.E. Majid Bin Ali Al KuwariEmiri DiwanMember

H.E. Sheikh Khalifa Bin Jassim Al ThaniQatar Chamber of CommerceMember

H.E. Sheikh Dr Abdulla Bin Ali Al Thani Qatar FoundationMember

H.E. Hamad Al MannaiMinistry of Economy & CommerceMember

Eng. Saad Ahmad Ibrahim Al MuhannadiQatar RailMember

Mr Abdulaziz Al KhalifaQatar Development BankMember

Eng. Fahad Mohammed Al-Qahtani Ministry of Municipality & EnvironmentMember

Sheikh Mohammed Bin Hamad Al ThaniOffice of H.H. the Personal Representative of the EmirMember

Mr Hani Taleb BallanQatar Football AssociationMember

Mr Nasser Saleh Al-MohdiMinistry of Development Planning & StatisticsMember

Mr Salem Mohammed Al-HajriGeneral Secretariat of the Council of MinistersMember

Mr Khalid Hamad Al HajeriMinistry of FinanceMember

Ms Fatma Ali Al NuaimiSupreme Committee for Delivery & LegacyMember

NATIONAL LEGACY COMMITTEE MEMBERS

6

The Supreme Committee for Delivery & Legacy (SC) has always understood legacy as the most important outcome of the 2022 FIFA World Cup Qatar™. Legacy animates every decision we make. Our work reflects that. Regardless of which team triumphs in 2022, Qatar and its people will win. Our legacy plans are drawn up with the Qatar National Vision 2030 in mind. The nation’s long-term vision provides us with our organising principle. Each of its four pillars is accounted for in our planning and delivery. These four pillars are supplemented by the sporting legacy we are creating.

7

OUR LEGACYAPPROACH

Football will reshape the lives of individuals, communities and the nation. Lessons learned as volunteers will shape young people’s lives. New spaces for the community to gather will encourage societal cohesion. Business opportunities will guarantee families’ and the nation’s prosperity for generations to come. Cleaner air will contribute to Qatar’s environmental well-being. Increased sports participation across all demographic groups is the life-blood of a nation’s long-term health.

To deliver an amazing legacy, we work closely with our stakeholders in both the public and private sectors. We gain from our partners’ expertise, and provide them with ours. We build lasting relationships and, together, we ensure every initiative reaches the widest possible pool of beneficiaries.

The SC envisions a 2022 FIFA World Cup™ that will be about people. The tournament’s legacy will be the same. Individuals will have the freedom to shape how they experience the tournament and its legacy. These legacies are already affecting people’s lives. Their effects will continue to be felt long after 2022. Although classified as human, they will reverberate society-wide and across generations.

One of the key drivers of Qatar’s long-term growth is innovation. The SC is working with individuals and a large number of stakeholders in Qatar and across the other member-states of the Gulf Cooperation Council (GCC) to nurture and sustain a culture of innovation. We have incentivised the region’s young people to come up with innovative ways to make 2022 even more sustainable, to create a better experience for all fans and to encourage a healthier, more active region. These trailblazing young people’s work and the partnerships we are forming are laying the groundwork for Qatar and the wider region’s emergence as a hub of innovative research and development.

Volunteers play a key role in every major sporting event. We are already creating opportunities for volunteers. These motivated young people heed the call to serve, doing everything in their power to make our events succeed. Along the way, they learn a lot. They see how events are organised, and the huge amount of work required to deliver amazing. Equally important, they find themselves naturally gravitating to different roles, gaining insights into career options across all sectors of the economy.

Working with the Qatar Tourism Authority (QTA), we are putting in place the strategy that will guide the development of the human capital required to power Qatar’s tourism sector. The sector will grow in the lead-up to 2022 and continue to expand in the years that follow, creating new jobs and economic opportunities.

The SC is also creating ample opportunities for the continued education of Qataris and expatriates. Through internship, observation and secondment programmes, established professionals and university students gain the opportunity to work alongside experts in their fields, across all SC departments and at major sporting events worldwide. These interns, observers and secondees come back from their experiences better trained and with the confidence and knowledge required to succeed in all of their future endeavours.

8

HUMANLEGACIES

CHALLENGE 22

The SC launched Challenge 22 to change the face of innovation in the Middle East. For the first edition of the new innovation award, individuals and teams of applicants were asked to submit their innovative ideas for six challenges related to three key themes: Event Experience, Sports & Health and Sustainability. All are focused on legacy – whether in creating a healthier Middle East, ensuri ng sporting events are accessible to all fans or incorporating environmentally friendly materials into the design and construction of stadiums.

Participation has exceeded expectations, demonstrating the untapped potential of the region’s innovators, and the high level of interest in creating a regional innovation ecosystem. Hundreds of thousands of visitors streamed to the programme’s website, and thousands turned out for a roadshow through the Gulf Cooperation Council (GCC) countries. Hundreds of individuals and teams submitted their innovative ideas, in hopes of winning the award and making a contribution to the legacy of the 2022 FIFA World Cup Qatar™.

This year, applications to Challenge 22 were limited to residents of the GCC. Each team had to include at least one citizen of the 22 Arab League countries. In coming years, the award will be open to the whole Middle East and North Africa. Challenge 22 is already creating a real legacy. Participants whose ideas show promise are receiving mentoring from regional leaders in sports, science, engineering, technology and health. The very best ideas will receive additional funding to move to the proof of concept stage.

A second legacy will be the creation of the organisational infrastructure required to support a regional culture of innovation. The SC is already working with partners in Qatar and throughout the region to put this framework in place. We will continue building on these efforts in the coming years, with the aim of making Qatar a locus of innovation in the region and globally.

Stakeholders:

Silatech, Qatar National Research Fund, Qatar Science & Technology Park, Digital Incubation Center, Qatar Business Incubation Center (QBIC), Josoor Institute, Qatar Assistive Technology Center (MADA), Qatar Computing Research Institute (QCRI), World Innovation Summit for Health (WISH), Qatar Environment & Energy Research Institute (QEERI), Ministry of Transport & Communications, Hamad Bin Khalifa University, Qatar University, Ooredoo, Qatar Development Bank, Qatar Stars League, Ahlia University, AMA International University - Bahrain, Bahrain Development Bank, Bahrain SME Society, Ebtikar Society, Almakan, American University of Kuwait, Khaleejesque, Nuqat, Shiraa, Knowledge Oman, Sharakah, Tawasul Global Connections Center, Prince Mohammad Bin Fahd University, Abu Dhabi Media, International Advertising Association, Zayed University, Intigral

9

VOLUNTEER PROGRAMME

Delivering a FIFA World Cup™ and other major events requires a huge investment in skills training for volunteers. The SC’s volunteer programme has started early. We are already building long-term relationships with volunteers in Qatar and the region, to ensure that fans, players and the volunteers themselves have the best possible experience in 2022, and the region is left with a legacy of volunteerism.

The SC has already benefitted from the assistance of more than 300 volunteers at events ranging from international friendly matches, fan zones and stadium launches. More than 1,000 individuals have registered to help us bring future events to life.

In selflessly donating their time and efforts, the volunteers inspire us. We want to inspire them too. The volunteers have the opportunity to learn new skills during events. Many of them are in their formative years. Volunteering opens up new vistas, and new potential career paths. In addition to this on-the-job training, our volunteers can attend courses at the Josoor Institute, a centre of excellence for the sports and events industries launched by the SC and partner organisations.

Stakeholders:

Qatar Football Association, Qatar Stars League, Qatar Foundation, Josoor Institute

10

HUMAN CAPITAL DEVELOPMENT STRATEGY FOR TOURISM

The development of human capital in Qatar’s tourism sector has been identified as a key enabler to guarantee the effective development of the sector’s capabilities, both before and after the 2022 FIFA World Cup™. With that in mind, the Qatar Tourism Authority (QTA) commissioned the SC and the Josoor Institute to create a tourism human capital development strategy for Qatar.

The strategy encompasses four distinct phases. First, it examines existing human capital related to tourism in Qatar. It then forecasts Qatar’s tourism human capital needs through 2030, based on the QTA’s aggressive plans to build up the country’s tourism infrastructure and profile, as detailed in the Qatar National Tourism Sector Strategy 2030. Based on the tourism industry’s goals, a plan will be created to develop the human capital needed to achieve these goals, including training and licensing requirements, policies and institutional development. Finally, an implementation plan for the development of all required human capital in the tourism industry will be created.

The QTA will implement the plan. It is expected that the tourism sector will directly create approximately 130,000 jobs by 2030, with another 65,000 people indirectly employed by the sector. These jobs will create a robust tourism sector for Qatar. The institutional, regulatory and training regimes upon which the sector will be built and expanded will contribute to Qatar’s economy and human capital development through 2022, 2030 and beyond.

Stakeholders:

Qatar Tourism Authority, Josoor Institute

11

INTERNSHIP PROGRAMME

The SC’s internship programme aims to develop Qatar’s human capital. It provides training to third- and fourth-year university students, allowing them to work alongside professionals in their fields of study. Ultimately, this training opportunity prepares the interns to assume professional and/or managerial roles at the SC or other prominent Qatari organisations.

Demand for internships with the SC has been consistently high. On-going outreach to all universities in Qatar and Qatari students at UK universities has resulted in 90 applications so far. Those applications are evaluated for relevance and to ensure a good fit between potential interns and the SC departments requesting interns.

We want to make sure the experiences of our interns are meaningful. Each internship begins with the creation of a set of well-defined goals. Progress towards these goals is assessed weekly. A final report allows the interns to reflect on their experience, and their mentors to assess interns’ progress. Feedback from both interns and mentors has been excellent, reflecting both the quality of the interns and their preparation for professional life.

Stakeholders:

Qatar University, Carnegie Mellon University in Qatar, College of the North Atlantic Qatar, Georgetown University School of Foreign Service in Qatar, Stenden University Qatar, Northwestern University in Qatar, Virginia Commonwealth University in Qatar, Texas A&M University at Qatar

12

OBSERVATION AND SECONDMENT PROGRAMMES

Hosting the 2022 FIFA World Cup Qatar™ presents an amazing opportunity for the SC and our stakeholders to learn from the hosts of other major international sporting events, both by observing these events and by embedding staff with their delivery teams. Many of the lessons learned are applicable in Qatar, while others show areas for improvement when the world comes to Qatar in 2022.

Seven observation programmes have already been conducted at international football events. More than 160 staff members from the SC and our stakeholders have participated in the observation programmes. Upon returning to Qatar, each observer is required to write an extensive report about the experience. This enables knowledge transfer and contributes to the drafting of consolidated reports. These reports are then presented to the whole SC team and stakeholders, ensuring that the legacy benefits are widely shared.

The legacy created by observation programmes extends beyond the experience and reporting. Observation trips also encourage tighter integration between the various stakeholders that will play roles in Qatar’s hosting of the 2022 FIFA World Cup™, creating operational synergies at all levels and enhancing overall delivery.

Stakeholders:

Qatar Football Association, Qatar Stars League, Ministry of Interior, Internal Security Forces, Ministry of Municipality & Environment, Ashghal, Ministry of Transport & Communications, Qatar Rail, Qatar Tourism Authority, Aspetar, Lusail Real Estate Development Company, Kahramaa, Qatar Foundation

13

Communities are at the core of what we do. We leverage football’s unique unifying power to create legacies which strengthen social cohesion and expand access to sporting, educational and employment opportunities in Qatar, the region and around the world.

Stadium precincts will become centres of communities in cities and neighbourhoods across Qatar. They will perform multiple roles, as sports, leisure, social, educational and economic hubs. Facilities ranging from walking and cycling paths to schools, wedding halls and Mosques will nourish body, mind and spirit, contributing to strong, healthy communities.

Women’s participation in football and other sports has numerous health benefits and strengthens teamwork, confidence and other skills required to succeed in leadership roles. The SC is active in finding ways to increase the number of women and girls playing football in Qatar, with the aim of strengthening women’s roles in society.

Based on our belief that all workers deserve safe, healthy and humane working and living conditions, the SC has implemented rigorous workers’ welfare standards on all of our projects. We have also found other ways to contribute to the health and wellbeing of workers in Qatar, in line with our commitment to improving conditions among all communities.

Generation Amazing and Kakuma foster sustainable social development in disadvantaged communities in the Middle East, Africa and Asia. Using football to improve life skills and train young leaders – often in countries that send large numbers of workers to Qatar – builds strong communities while demonstrating Qatar’s commitment to providing developmental assistance in the countries that need it most.

14

SOCIALLEGACIES

STADIUM PRECINCTS

The stadiums and precincts being built by the SC and our stakeholders will serve the needs of surrounding communities for generations to come. To understand the needs of the people who will use precinct facilities and to ensure they leave a lasting legacy, we have consulted extensively with community members both before and during the construction of stadiums and precincts.

Our community engagement team has held more than 25 majalis meetings in Al Wakrah, Al Rayyan and Al Khor. Based on discussions with community leaders, we have tailored the facilities available in each precinct. The community engagement team has also convened a youth panel composed of 35 young people, which meets monthly to learn about and discuss different aspects of the SC’s delivery and legacy plans. Schoolchildren are also being engaged on a continuous basis, with customised, age-appropriate programmes to teach them the benefits of hosting the 2022 FIFA World Cup™ in Qatar, and the legacy the precincts will create for their communities.

All of the precincts will contain pleasant, pedestrian-friendly green spaces offering ample opportunities for Qatar’s people to exercise. Based on discussions with the communities and other needs analyses, precincts will also contain Mosques, wedding halls, schools and other facilities to ensure they serve as gathering points for local residents. Retail space within the precincts will foster sustainable economic growth and contribute to the diversification of Qatar‘s economy.

Stakeholders:

Aspire Zone Foundation, Qatar Foundation

15

WOMEN IN FOOTBALL

Empowering women is key to enhancing their role in society. Playing football is an excellent way to contribute to women’s health and wellness in a supportive yet competitive environment. The skills learned on the pitch are transferable to other spheres of life, from education to business and family life. With that in mind, we launched the Women in Football in Qatar Case Study Challenge.

More than 150 teams of students from 32 universities in the United States were tasked with creating case studies that identified how and why the US was successful in increasing girls’ and women’s participation in, and love for, football. After understanding what worked, the teams had to propose ways that female football participation could be increased in Qatar. The university teams were paired with female students from Qatar University, who acted as cultural consultants, assisting them in navigating Qatari culture and providing feedback on their proposals for adapting US models to Qatar.

The top three teams, from Syracuse, Vanderbilt and Oregon Universities, were invited to Qatar to experience the country’s culture and further refine their proposals, which were evaluated by the Qatar University students and a panel of expert judges.

The results were a step towards increasing girls’ and women’s participation in football in Qatar. They also inspired many of the US students to embrace Qatari and Arab culture. One student was so impressed with his trip that he moved to the region after graduation. Another student, from Oregon University, went to work at Nike, where she developed a clothing line for Muslim sportswomen.

Stakeholders:

Qatar University, Qatar Women’s Sports Committee

16

WORKERS’ WELFARE

The SC strongly believes that every worker deserves safe, healthy and humane working and living conditions, contributing to a society based on justice, equality and the rule of law. We are committed to ensuring the welfare of all workers on our projects. Our principles, values and standards – which are aligned with Qatari law and international best practice – set clear guidelines that protect the rights of workers throughout the entire chain of contracting.

Through our ongoing efforts, we are making steady progress. In 4.8 million man-hours of work, there has not been a single fatality or injury on any of the SC’s FIFA World Cup™-related projects. Since the launch of the SC’s Workers’ Welfare Standards in early 2014, 84 audits have been conducted, including 38 inspections of companies bidding for our projects, 10 service supplier inspections and 36 inspections of contractors and subcontractors. In addition, nine accommodation facilities for workers have been significantly upgraded, with another three contractors currently building accommodation that meets or exceeds our standards.

The SC has partnered with a number of organisations to further improve the lives of workers and enhance societal cohesion in Qatar. We are also concerned with workers’ spiritual health. Iftar tents for workers that the SC sponsored fed 1,500 workers each night of Ramadan.

By taking a holistic approach to workers’ welfare, and demonstrating the benefits of our approach, we serve to enable the changes we envision for Qatar and the region, creating a legacy of improved conditions for workers in developed and developing countries, from recruitment to repatriation.

Stakeholders:

Ministry of Administrative Development, Labor & Social Affairs, Ministry of Interior (Human Rights Department), Ministry of Foreign Affairs (Human Rights Department), National Human Rights Committee, International Labour Organization, Amnesty International, Human Rights Watch, Qatar Stars League, Qatar Football Association, Sheikh Thani Bin Abdullah Foundation for Humanitarian Services (Raf Thani)

17

GENERATION AMAZING

Football is a universal language, capable of transcending every circumstance. The power and beauty of the world’s game inspire the SC. Through Generation Amazing, we use football to encourage the development of communities, and to promote health, self-confidence and self-respect.

Started during Qatar’s bid to host the 2022 FIFA World Cup™, Generation Amazing is a social development initiative that empowers young people to create positive change in their communities. Target countries include Qatar, Jordan and other countries in the Middle East, and countries like Nepal and Pakistan that send large numbers of workers to Qatar.

Generation Amazing has three core components: people, pitch and programme. People are the 22 young ambassadors – selected from hundreds of applicants – who receive football for development training aimed at enhancing their leadership potential in their communities. The pitch element involves building sustainable football pitches in disadvantaged communities. These pitches are the focus of the programme element, as they are used to deliver football for development training to improve health and wellbeing by developing the social and life skills, including communication, respect, team building and decision-making, of large numbers of young people.

Thus far, Generation Amazing has positively affected the lives of 44 ambassadors and countless others who have benefited from playing on pitches built by the initiative or received training to improve their social and life skills. By 2022, Generation Amazing is expected to create 176 youth community leaders and reach 63,000 direct and 126,000 indirect beneficiaries in the Middle East and across the world.

By creating new spaces for football and learning, the humanitarian and developmental assistance provided by Generation Amazing is improving lives and enhancing Qatar’s stature locally, regionally and globally.

Stakeholders:

Right To Play, Mercy Corps

18

KAKUMA

Following a site visit to the Kakuma refugee camp in Kenya organised by Education Above All, the SC saw an opportunity to contribute by using sport to further empower the refugees at the camp, leaving a lasting legacy that will make a direct contribution to international peace and security.

Through our partnership with Education Above All and Educate A Child, the SC is supporting the development of a model educational programme. We and our partners are doing so by taking a co-curricular approach to using sports in education and as a mechanism to promote peace, break down barriers, create safe and conducive spaces for children to exercise their right to play, promote social cohesion and improve educational attendance and involvement.

Working with the people already making a lasting difference to the people on the ground in Kakuma, the SC is supplying sports facilities and equipment, and training courses that not only educate but inspire young people to become ambassadors and leaders in their communities.

The SC is proud to be playing our part in a partnership that will change the lives of so many people for the better.

Stakeholders:

Education Above All, Educate A Child, United Nations High Commissioner for Refugees (UNHCR), ASTAD Project Management, Veolia Foundation, Qatar Solar Technologies, Qatar Charity, Refugees United

19

Hosting the 2022 FIFA World Cup™ creates numerous opportunities to diversify Qatar’s economy, increase competition, attract investment and stimulate growth. We are focused on building the industries that will help deliver amazing in 2022 and contribute to Qatar’s sustainable economic development in the years and decades that follow.

The Josoor Institute is tasked with building the human capital that will propel the growth and development of the sports and events industries in Qatar and the Middle East. Drawing on global expertise, the Josoor Institute is teaching the people who will lead the way in creating and expanding the local businesses capable of making meaningful and long-lasting contributions to Qatar’s economic growth.

Trade missions to countries with extensive experience hosting major sporting events and welcoming business and governmental delegations to Qatar pave the way for foreign investment in Qatar’s economy. Along with financial investment, knowledge and technological transfers have the power to strengthen the local market. In line with extensive research aimed in part at determining global business perceptions of Qatar’s market, these delegations and the opportunities they create contribute to enhancing Qatar’s reputation as a politically and economically stable investment opportunity.

20

ECONOMICLEGACIES

JOSOOR INSTITUTE

The Josoor Institute was created by the SC to build Qatar and the Middle East’s human capital. It aims to train the talented young people who will assist in delivering the 2022 FIFA World Cup Qatar™, and who will form the backbone of sustainable sports and events industries in the region.

The Josoor Institute has held more than 20 courses for 1150 students. Approximately 30% of its students are Qatari, with the rest coming from more than 70 other nations. In addition, two certificate and diploma courses have launched. They are designed to provide, over 18 months, a deep understanding of a topic for mid-career professionals and students looking to enter the sports and events industries.

Over the past several years, Qatar and the region have emerged as important hosts of major sporting and other events. Bringing top experts from around the world to provide the region’s residents with the ability to host better events and create homegrown industries meets the needs of the current and future labour market, and creates economic opportunities for both entrepreneurs and existing businesses seeking to expand their operations.

Stakeholders:

Aspire Academy, Hamad Bin Khalifa University, Qatar Football Association, Qatar University, Silatech, Qatar Tourism Authority, Deloitte, Georgetown University, IMG, International Centre for Sport Security, Leaders, Qatar Stars League, Beyond Sport, Leeds Metropolitan University, Rushmans, Wasserman, College of North Atlantic Qatar, Al Jazeera, Getty Images, SportBusiness International

21

TRADE MISSIONS

Companies and countries around the world are interested in capitalising on Qatar’s hosting of the 2022 FIFA World Cup™. Trade missions to other countries and welcoming business and governmental delegations to the SC’s offices in Qatar increase opportunities and stimulate growth.

The SC has undertaken four trade missions, including two to the United States and one each to the United Kingdom and Australia. More than 20 business and parliamentary delegations have come to our offices to learn about our ambitious hosting and legacy plans, and the opportunities being created by Qatar’s development.

Trade missions allow the SC and stakeholders to meet with businesses and senior government officials involved in the organisation of past mega-sporting events, to tour sports venues, to visit leading governmental and non-governmental organisations and to lay the foundation for creating lasting partnerships with the innovative companies that will contribute to Qatar’s transition to a knowledge-based economy. Networking and knowledge sharing in Qatar enhance relations with the countries that will contribute to the success of the tournament and Qatar’s achieving its legacy goals.

22

RESEARCH PROGRAMMECreating a better economic future for Qatar will require stimulating growth and attracting investment. To understand potential investors’ attitudes towards the Qatari market, research is required.

The SC undertook a large-scale research project aimed at determining attitudes towards Qatar’s hosting the 2022 FIFA World Cup™. Nineteen thousand surveys were conducted, either face-to-face or online, and 72 focus groups of between six and eight people were convened. In addition, 144 key influencers were interviewed to understand their perspectives on Qatar. Naturally, this included the feelings of key stakeholders in government and business who are in positions to determine their countries’ or companies’ investment priorities.

Qatar was seen as a prime investment opportunity, owing to its economic and political stability during a period when global markets remain unsteady. For many, the country came on their radar as a serious opportunity after winning hosting rights for the 2022 FIFA World Cup™ particularly as it means guaranteed timelines for projects, which must be completed before the tournament.

Seizing the investment and other opportunities created by the combination of Qatar’s already strong economy and hosting the 2022 FIFA World Cup™ will allow the country to guarantee the economic future of its citizens, and to build new industries and expand the capacity of existing businesses.

Stakeholder:

Qatar Tourism Authority

23

Sustainability and the preservation of Qatar’s environmental heritage is a key consideration in the planning and implementation of all of our activities. We demonstrate our commitment in both actions and words, taking concrete steps to maintain or enhance the natural environment for future generations, and increasing public awareness of environmental issues.

In delivering the most environmentally friendly FIFA World Cup™ ever, including both the tournament and preparations for it, Qatar is setting a new benchmark for global events and leading the way to a greener, more sustainable sporting future for all of us. The billions who watch the tournament in 2022 will receive a powerful message: that sport can be a tool for preserving our environment. At the same time, renewable energy projects developed to offset tournament carbon emissions, along with sustainability enhancements incorporated into the design and construction of stadiums, will continue to benefit Qatar and the region long after the tournament. In the years prior to the tournament, the SC is working with our stakeholders to create the next generation of environmental leaders in Qatar. We are undertaking initiatives aimed at enhancing the environmental awareness of students in Qatar. We are using football to teach sustainable habits to young people, and asking high school and university students to find new ways to reach communities throughout Qatar with green activities and messages that resonate society-wide.

24

ENVIRONMENTALLEGACIES

SUSTAINABLE TOURNAMENT INFRASTRUCTURE

Since Qatar’s bid, the country has promised the most environmentally friendly FIFA World Cup™ ever. Based on the SC’s current estimates, more than six million metric tons of CO2 will be emitted during the tournament and preparations for it, which includes the building of stadiums and other infrastructure. We have a carbon offset strategy in place, which relies on offsetting carbon through the commissioning of renewable energy projects, along with innovative solutions that aim to reduce water usage and waste creation at our stadiums. We are targeting a 30% reduction in embodied carbon during the stadium construction phase, and a 30% reduction in carbon emissions during stadium operations.

To ensure a rigorous approach to meeting our sustainability goals, the SC is seeking certification for the stadiums and precincts it is delivering from the Gulf Organisation for Research and Development’s Global Sustainability Assessment System (GSAS). To achieve certification, the SC has created a number of key performance indicators for both the design and construction phases, including a 30% reduction in energy demand, 60% reduction in potable water use, 90% diversion of construction waste from landfills and the use of 15% recycled content. All materials will be procured using responsible sourcing and following a green procurement framework. During the 2022 FIFA World Cup Qatar™, the goal is for 15% of tournament-related energy to be renewable, and a 25% reduction in peak period motor vehicle trips.

Offsetting the carbon footprint of the event will help preserve Qatar’s environment for generations to come, and increase public awareness of environmental protection at home and internationally.

Stakeholders:

Ministry of Municipality & Urban Planning, Ministry of Environment, Qatar Petroleum, Kahramaa, Gulf Organisation for Research and Development, Qatar Foundation, ASPIRE Zone Foundation, Dow Chemical Company

25

TARSHEED 22Tarsheed 22 is a new programme created in partnership with Kahramaa. It uses the power of football to build awareness about the benefits of energy and water conservation among Qatar‘s young people.

Twenty-two participating schools have been retrofitted with sustainable lighting and water fixtures. Students are being taught about conservation in a fun and engaging way, with lessons reinforced in the classroom and on the football pitch. Each of the schools is competing to see which can conserve the most energy. The winners will be honoured at an awards ceremony.

Each year, Tarsheed 22 will roll out at 22 new independent schools across Qatar, with plans to reach all primary schools in the country by 2022. This will create a legacy of environmentally aware young people. By increasing their environmental awareness at a young age, these students will be in an amazing position to lead the way in protecting Qatar’s natural heritage for generations to come.

Stakeholder:

Kahramaa

26

ENVIRONMENTAL SUSTAINABILITY CASE STUDY CHALLENGEThe Qatar Environmental Case Study Challenge asked teams of high school and university students to identify a pressing environmental challenge in Qatar, assess its impact on society and develop a marketing campaign to mobilise the country’s youth to get involved in solving the issue.

More than 500 students in Qatar were involved in the competition, including 22 university and 72 secondary school teams. With scholarships available to the top four teams, the students tapped into their innate creativity to find new ways to preserve the environment. Ideas included the introduction of new recycling programmes focused on getting young people involved, and mangrove planting that uses the excitement around the 2022 FIFA World Cup™ to promote eco-tourism in Qatar.

Engaging young people around environmental issues is crucial to ongoing conservation efforts, and to making Qatar an even better place to live for future generations.

Stakeholder:

Supreme Education Council

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The sporting legacies created by Qatar’s hosting of the 2022 FIFA World Cup™ will have profound effects on the nation, the region and the world. The tournament will create new infrastructure, new industries and new expertise, and lead to a more active and healthy population.

The stadiums being built or renovated for the tournament will provide permanent homes for many of country’s top football clubs, and allow Qatar to host more major sporting events in the future. The precincts surrounding them will become centres of community life. The modular upper tiers of seats will be donated to countries that need sporting infrastructure, demonstrating Qatar’s commitment to international development and the power of football to make lives better.

Test events prior to the tournament are already building new areas of expertise and enhancing collaboration among the many governmental and non-governmental entities that will play roles in delivering an amazing tournament in 2022.

Through community outreach, the SC is also energising people of all ages and economic profiles. As a co-host of the annual Workers Cup football tournament, the SC is using leisure activities to contribute to workers‘ health and fitness. Other initiatives target young people and other key demographics. Embracing football and other sports will create a healthier society that can contribute to all aspects of Qatar’s development in the years leading up to 2022 and beyond.

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SPORTINGLEGACIES

WORLD CLASS STADIUMSThe SC and our stakeholders are delivering world class stadiums suited to the requirements of Qatar’s domestic football league, and to hosting future sporting mega-events. All of the stadiums being built will conform to established requirements for FIFA World Cup™ matches, while ensuring that Qatar’s post-2022 requirements are accounted for.

The stadiums’ state of the art designs allow for enhanced sustainability in both the construction and operational phases. They are designed with cooling technologies, allowing them to be used year-round. Most contain modular upper seating tiers, which can be removed after the tournament. This seating will be donated to developing countries in need of sporting infrastructure. It will leave Qatar with appropriately sized stadiums for the Qatar Stars League, while preserving the ability to host large-scale sporting events.

The stadiums will be the centrepieces of precincts which will become focal points for surrounding communities. After 2022, many of the stadiums will contain other sporting facilities offices and offices, serving as the headquarters and bases of operations for sports clubs. The donated infrastructure will enhance Qatar’s profile, and, by expanding it internationally, set a new benchmark for the legacy of major sporting events.

Stakeholders:

Qatar Foundation, Aspire Zone Foundation

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TEST EVENTSHosting a FIFA World Cup™ requires extensive planning and the delivery of stadiums and other infrastructure. The success of the tournament, however, will hinge on successful co-ordination and collaboration among a large number of stakeholders in Qatar, and an events hosting capability that goes beyond football matches to include teams’ public training, FIFA and confederation congresses and gala events. Test events provide a forum for building operational expertise in a broad array of functional areas, and for learning lessons and identifying areas for improvement that will serve Qatar’s events hosting abilities and ambitions well beyond the tournament in 2022.

The SC has organised a number of test events, including the Brazil 2014 Fan Zone, several international friendly matches since 2009, two FIFA Beach Soccer World Cup AFC Qualifiers and the European Club Association General Assembly. Each of these events targeted different audiences. All shared the same goal of delivering operationally flawless events which provided well-defined levels of service to various client groups, creating positive and lasting impressions of Qatar and its events hosting capability. This was accomplished through the seamless integration of large numbers of stakeholder organisations in Qatar and, occasionally, abroad.

The impressions made during these events bolster Qatar’s reputation as a regional and global leader in events hosting. This reputation will be further burnished following the delivery of an amazing 2022 FIFA World Cup Qatar™, which will have been made possible in part by the hard work done years in advance, and will lead to Qatar becoming an established leader in events hosting, with legacy benefits for individuals, communities and the economy.

Stakeholders:

Ministry of Interior, Qatar Tourism Authority, Qatar Media Services, Qatar Red Crescent, Qatar Football Association, European Club Association, FIFA, Katara, Asian Football Confederation, Museum of Islamic Art

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WORKERS CUPThe SC partners with other members of Qatar’s football family to improve the lives of workers and enhance societal cohesion in Qatar. As a co-host of the annual Workers Cup football tournament, the SC is using leisure activities to contribute to workers’ health and fitness.

Started in 2013, the Workers Cup has steadily increased in popularity. Over the past three years, more than 1,000 workers have played in the tournament. The size of the boisterous crowds attending the matches has increased each year, with a total of more than 17,000 spectators in 2015 edition of the tournament.

Teams from contractors working on stadiums being delivered by the SC and our stakeholders for the 2022 FIFA World Cup™, and subject to the SC’s stringent Workers’ Welfare Standards, have played a prominent role in the Workers Cup. Midmac Contracting Company, the 2015 champions, is active on the Khalifa International Stadium site. In 2014, an SC contractor clinched third place.

The Workers Cup supports the SC’s goal of leveraging football’s unique, unifying power to create legacies which further improve workers’ welfare and expand access to sporting and health opportunities in Qatar.

Stakeholders:

Ministry of Administrative Development, Labor & Social Affairs, Qatar Stars League, Qatar Football Association

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INCREASING SPORTS PARTICIPATIONThe SC is encouraging a healthier and more active future for Qatar. In partnering with other leading sports organisations in Qatar, we are increasing access to and participation in sports for a number of key demographic groups, including young people and women. We are guided by our belief that preventative measures, like regular exercise, are the best way to guarantee the nation’s long-term health and prosperity.

Through the Schools Olympic Program, we have engaged more than 21,000 students. Our football-focused activation areas have repeatedly been amongst the most popular destinations for both male and female attendees. During Qatar’s National Day celebrations at Darb Al Saai, we have organized tembah tournaments for young Qataris, connecting them with their past while teaching them the benefits of physical activity. Each Ramadan, the SC sponsors a number of Ramadan tournaments in different communities around Qatar and the region, ensuring that the holy month is also a healthy month.

The long-term benefits of sports participation will become clear over the next several decades. The legacy we are creating will lead to a healthier, more robust population capable of fully participating in Qatar’s development for generations to come.

Stakeholders:

Qatar Olympic Committee, Qatar Football Association, Qatar Stars League, Qatar Women’s Sports Committee, Qatar National Development Committee, Supreme Education Council

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In the months and years to come, contributing to the achievement of the goals set out in the Qatar National Vision 2030 will remain the SC’s most important objective. Working with our stakeholders, we will continue delivering the amazing legacy that was promised during Qatar’s bid to host the 2022 FIFA World Cup™.

Individuals will receive the training they need to excel at every stage of their careers. Community bonds will become stronger. As the 2022 FIFA World Cup Qatar™ draws closer, more economic opportunities will be created. Environmental awareness will grow along with conservation efforts.

All of this will be made possible by football, a sport that has created an historic opportunity for Qatar, a small country that dreams – anddelivers – amazing. Whether planning a one month tournament or guaranteeing its people’s health and welfare for decades to come, Qatar will, through hard work and determination, succeed.

We are proud to play our part.

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THE WAYFORWARD

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