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Doha May 2012

Qatar Petroleum HR Conference Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016 Human Resources Master Plan Dr Richard Leete Director, Department of Social Development (DSD) Mrs Badria Al Harami Senior Researcher, DSD

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Doha May 2012

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  1. Qatar Petroleum HR Conference Qatar National Vision 2030 and Qatar National Development Strategy 2011-2016 Human Resources Master Plan Dr Richard Leete Director, Department of Social Development (DSD) Mrs Badria Al Harami Senior Researcher, DSD Ministry of Development Planning and Statistics Doha May 2012 Doha 4 March 2014

  2. Presentation Themes QNV 2030 and Human Development NDS 2011-2016 and Human Development Qatar’s Education and Training Challenges Qatar’s Labour Market Challenges Human Resource Master Plan Initiative Conclusions 1 2 3 4 5 6

  3. Qatar National Vision 2030 Social development Develop just andcaring society withhigh moral standards and active role in global development Economic development Develop competitive diversified economy to secure prosperity for all in present and future Environmental development Ensure harmony between economic growth,social development and environment Human development Develop all peopleto enable themto sustain a prosperous society Institutional development and modernisation 1 QNV2030 Foresees A Diversified K-Economy with Increasing Private Sector Participation QNV built on four pillars aiming for a society that promotes justice, benevolence and equality Launched in late 2008 by the then Heir Apparent, HH Sheikh Tamim, with broad national ownership

  4. Human Development QNV’s First Pillar Qatar’s future economic success increasingly dependent on ability of people to deal with a global environment that is knowledge-based and extremely competitive To meet this challenge Qatar establishing comprehensive modern educational and health systems, as well as increasing skills of its labour force, including aiming to attract and retain qualified expatriate workers

  5. 2 From Vision Goals to National Development Strategy Aligned Around QNV’s 4 Pillars Institutional Development and Modernisation Cross-cutting NDS 2011-2016 defines programmes and projects towards achieving QNV goals QNV 2030 articulates long-term national development goals ….launched in March 2011 ….launched in October 2008

  6. Qatar National Development Strategy 2011-2016 Integrates 14 Sector Strategies Aligned to QNV 2030 National Planning Framework Qatar National Vision 2030 • Defines national development goals Planning aligned at all level Top down and bottom up National Development Strategy 2011 – 2016 • Defines priority national initiatives for achieving QNV 2030 goals • Learns lessons and realigns sector and national initiatives Mid-term Review 2013 Sector Strategies 2011 – 2016 • Defines priority sector initiatives Comprehensive review undertaken of implementation progress of NDS programmes and projects towards end 2013 to realign initiatives

  7. NDS: Multiple Initiatives with Measurable Outcomes and Targets Supporting Transition to a Diversified Knowledge Economy • NDS contains many far-reaching education, training and labour reforms as vehicle for social and economic transformation • high priority to building Qarari human capital of knowledge and skills • NDS initiatives aim to balance modernisation and traditions • reaping benefits of economic and social development without sacrificing cultural continuity and national values

  8. 3 • Critical Human Capital Challenges • Education and Training • Under-achievement in math, science and English language • Under-awareness of value of education, especially among males, despite high rates of returns to education • Lack of alignment between the qualifications of graduates and the needs of labour market • Institutional and human resource capacity constraints

  9. High Rate of Returns to Education for QatarisBut Low Awareness of Value to Education • High economic returns for continuing to diploma and higher levels • Key decision on schooling taken at end of secondary level but appears to be a lack of understanding of potential benefits of continuing – need to raise awareness

  10. NDS Supports Transition to a K-Economy Emphasis on Quality Education at All Levels Knowledge economies are advanced economies that are most reliant on knowledge and less on natural resources, or labour intensive industries % of graduates K-economy industries and specialisations 100 Sciences • According to OECD, the following industries are considered basis of a k-economy: • High & medium tech manufacturing • Finance • Insurance • Telecommunication • Business services • Health • Education • Specialisations that cater to these industries at a university are: • Sciences • Business & economics • Engineering • Law • Pharmacy & medicine • Higher Education Social sciences, business, law & services 80 60 Engineering, manufacturing & construction 40 Health & welfare Non-K-Economy 20 0 Finland Rep. of Korea Norway UK Qatar University 2011/2012 Qatarneeds more knowledge graduates.…reforms of Qatar University and courses of Qatar Foundation’s Hamad bin Khalifa University helping to meet this need

  11. QF’s Education City Universities Catering for K-Economy and InnovationDegrees and Diplomas Identical to those in Main Campuses Enabler University Field of Specialisation Research Weill Cornell Medical College 2002 Academic Bridge Programme 2001 (post-secondary foundation) • Biomedical research and healthcare targeting women and child health; utilizing molecular and genetic medicine approaches Scientific and technical Carnegie Mellon 2004 • Computer science and management Texas A&M 2007 • Science and engineering, research in environment, process safety, petroleum reservoirs, telecommunication and power Georgetown School of Foreign Service 2005 • International and regional studies, public policy Policy, social, science and business • Journalism and communications programme Northwestern University 2008 • Relate Islamic legacy to modern challenges and solutions Faculty of Islamic Studies 2007 HEC Paris 2010 • Executive education programmes in financial management; fostering strategic innovation; and leadership and change Innovative design • Fashion, textiles design and testing, design sector mapping Virginia Commonwealth 1998 Culture and heritage • Research in archaeology, conservation, cultural heritage and museology University College London Qatar 2011

  12. Emerging Technical Education and Vocational Training Pathways to EmploymentTechnical Workers Backbone of all Economies Qatar’s current and proposed pathways Academic pathway University Secondary Foundation College of the NorthAtlantic-Qatar,teacher training facilityof Qatar University Technical pathway Technical Technicaland vocationaleducation andtraining institutes Employment Preparatory Vocational Community college Skill stream Advanced technical andvocational education andtraining institutes Existing pathways Emerging enhanced pathways • Qatar opened its first Community College, in partnership with Houston Community College in 2010, thereby complementing the College of North-Atlantic Qatar • Internationally recognised diplomas and degrees in support of Qatar’s aim to become a premier knowledge-based society

  13. 4 • Critical Human Capital Challenges • Labour Market Policy and Regulations • Qatari labour supply is small relative to size and needs of economy • Qatari preference for public sector employment, including uniformed services, with lack of incentive for skills upgrading for performance based progression • Private sector preference for lower skilled workers and low productivity labour intensive production • No incentives for higher skilled expatriates to upgrade their skills with constraints of sponsorship system • Weak institutional capacity, including between public and private sectors and in relation to information and data

  14. Unprecedented Choices for Young Qataris in Expanding Labour Market: Unemployment 3%Overall Qataris Make-up just 6% of 1.3m Workers But young Qataris often lack relevant skills to take advantage of employment opportunities Second chance programmes (technical education and vocational training (TEVT) in skills and to standards that labour market demands) provide opportunities for Qatari youth to salvage their life prospects, reduce wastage of valuable human resources and increase needed Qatari numbers in the workforce • Qatar Career Fair places increasing emphasis on showcasing training and development opportunities for young Qataris Qatari youth also lack incentives to work in private sector – more than 8 out of 10 Qataris employed in government/government corperations Entrepreneurship has the potential to offer youth a viable alternative employment to the public sector. But it requires support for project incubation and creation of culture of risk-taking and innovation • Enterprise Qatar and ictQatar has begun initiatives to reduce barriers and to encourage young Qataris to start small businesses

  15. Qatari Share of Employment in Private Sector Extremely Low at all Skills Levels • Qataris account for less than 1% of workers in the private sector • Only in the government sector do Qataris comprise more than half the labour force: but even here non-Qataris account for 47% of employees

  16. Human Resource Master Plan (HRMP)Labour Market Sector Strategy Initiative to be Implemented 2014 to 2016 • Stakeholders in public and private sectors work together for mutual benefit to develop a HRMP for Qatari and non-Qatari labour force • HRMP as a tool to improve institutional labour market planning capabilities • - Meeting labour force needs by aligning labour supply with needs of economy while linking to labour market policies • Proposed HRMP activities • Assess labour force needs by sector in short and medium term • Specify type of higher education and training requirements to meet Qatari labour force needs • Determining expatriate labour mix required by broad skill levels and sector • Develop management strategy for maintaining relevance of Plan • Communications about HRMP with stakeholders

  17. HRMP Supporting Transition Towards Knowledge Focused Production Aligning Qatar’s Labour Market Conditions with its Economic Development Aspirations • QNV 2030 aim of increasing diversified labour force participation of Qataris and targeted participation of non-Qatarisis can be supported through improved human resource planning • Creating a single HRMP that all stakeholders can reference when reviewing policies, regulations and hiring of employees • Linking higher education, training programmes, that support attraction and retention of targeted expatriates through increased HR planning • HRMP will takes account of perspectives from Qatar Petroleum and other industry leaders as well as MoLSA, SEC, MDPS

  18. What NDS Aims to Achieve by 2016Knowledgable and Skilled Entrants to Labour Force and Highly Motivated and Capable Workforce Education and Training - Outcomes Targets • Raise net enrolment rates above 95% throughout K-12 • Include and operationalise work skills in national curricula • Substantially increase gross tertiary enrolment ratios • Increase number of scientific research publications and patents • Universal and inclusive access to high quality K-12 education • Awareness of skills required for world-of-work • Alternative pathways to tertiary education and alignment of TEVT with labour market needs • Achieving higher level scientific innovation Key Education, Training & Labour Outcomes & Targets Targets Labour Market - Outcomes • High quality training opportunities for Qataris • Incentives for private sector Qatari employment • Increased labour force productivity • Attracting and retaining high quality expatriate talent • Nurturing and managing human resources • Increase labour force participation rates of Qatari men and women • Increase proportion of Qataris in the private sector • Improve global ranking in labour productivity • Increase proportion of high-skilled expatriate labour • Implement comprehensive Human Resources Master Plan

  19. 6 • Conclusions • Improved Human Resource Planning • QNV 2030 foresees progressive transformation to diversified competitive knowledge economy with increased private sector engagement • NDS 2011-2016 multiple project initiatives aiming to create an educated, capable and motivated workforce with focus on improving outcomes for Qataris • Qatar must migrate towards a higher wage economy in which there are incentives for skills development and investment in capital and technology • Qatar’s knowledge economy needs migration policies and labour market regulations to attract and retain talented workers • HRMP will guide transformation

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