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Building on the success of the 2006 Asian Games, Qatar has made the development of sports a priority, a move that it has supported with significant investments, which bore fruits in 2010 when the country was awarded the status of host for the FIFA World Cup in 2022. On a wider scale, sport has become a driver of growth in many other areas of Qatar’s economy, as upgrades of infrastructure and construction of stadiums and other facilities get under way. The growth of sport also ties into efforts to improve human resources and quality of life across the country, in accordance with the goals of the National Development Strategy 2011-16 and the broader Qatar National Vision 2030. This chapter contains an interview with Sheikh Saoud bin Abdulrahman Al Thani, Secretary-General, Qatar Olympic Committee.

Qatar’s health care sector is undergoing vigorous change, for both good and bad reasons. The good news is that Qataris are living longer. The bad is that more are living with lifestyle-related chronic diseases such as diabetes, heart disease and cancer. To meet this challenge, the government has been making sizeable investments in health care: Qatar now spends more per capita on health than any other GCC country, according to the World Health Organisation (WHO). A 2013 announcement stated that Qatar will funnel $10.4bn into health care over the next five years – a lurch upwards from the recent annual average of $367m. Conducting research, furnishing staff for clinics, supplying pharmaceuticals, building new facilities and running IT services all hold opportunities for private sector involvement. This chapter contains an interview with Abdulla bin Khalid Al Qahtani, Minister of Health and Secretary-General, Supreme Council of Health.

As part of a long-term strategy to diversify away from dependency on hydrocarbons and move towards a more knowledge-based economy, Qatar has placed considerable importance on education and training. Due to the fact that the Foreign Investment Law exempts the education sector from the requirement to have a local Qatari partner or sponsor, the opportunities for foreign investment and partnerships are numerous, and the process of investing is relatively straightforward. With the population swelling and the government channelling increasing amounts of funds into the system to improve it, chances are that there are opportunities available for any investor looking to participate in the sector. This chapter contains interviews with Sheikh Abdulla bin Ali Al Thani, President, Hamad bin Khalifa University and Vice-President of Education, Qatar Foundation; and Faisal Alsuwadi, President of Research and Development, Qatar Foundation.

As a strategic priority for national development, the tourism sector is showing promise, and visitor numbers, particularly from the GCC, are on the rise. Business travellers are the mainstay of the sector, though Qatar’s growing status as a sports and shopping destination is also enhancing long-term potential, while a growing regional cruise market and a new port in Doha are raising interest and opportunities in expanding Qatar’s profile as a cruise destination. A new national museum is set to showcase the state’s vision of Qatar’s national identity, an aim that has underpinned cultivation of the country’s tourism and cultural sector. This chapter contains interviews with Issa bin Mohammed Al Mohannadi, Chairman, Qatar Tourism Authority; Hamad Abdulla Al Mulla, CEO, Katara Hospitality; and Khalid bin Ibrahim Al Sulaiti, General Manager, Katara Cultural Village Foundation.

Qatar’s telecoms sector has put itself on a sound footing, thanks to ongoing investments in domestic and global operations. With a solid fixed network, a growing satellite market and sprawling 3G coverage, residents enjoy high connectivity. The ever-rising demand for mobile data has already fuelled a drive for 4G coverage and could prove lucrative to providers even as the use of voice and SMS decreases. One of Qatar’s telecoms companies has launched mobile financial services in the last three years to woo customers, especially the expats who make up more than 85% of the population and often need to transfer money to their home countries, and both firms are looking for ways to expand abroad. This chapter contains interviews with Hessa Sultan Al Jaber, Minister of Information & Communications Technology; Sheikh Abdullah bin Mohammed bin Saud Al Thani, Chairman, Ooredoo; and Ali Ahmed Al Kuwari, CEO, Es’hailSat.

With data from the Qatar Central Bank showing that real estate prices rose by 103% between July 2009 and September 2013, the local market shows signs of steady recovery from the global financial crisis in 2008. The increase in prices points to growing confidence in the market and strong supporting fundamentals. Much of this growth can be attributed to government reforms that relaxed the rules for foreign real estate investments in 2004. Rapid population growth will continue driving demand for housing and office space, while the strong economy is likely to support retail outlets. Over the longer term, new space – particularly in retail – is set to come onto the market and will likely soften prices. This chapter contains interviews with Badr Mohammed Al Meer, Acting CEO, United Development Company; and Hamad bin Ali Al Hedfa, CEO, Mazaya Qatar Real Estate.