Page 13 - Annual Report 2016 EN

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and Terrorism Financing Committee, through the secondment of regulation or to broader management and leadership roles within
two of our staff, to assist in the sharing of expertise and best prac- the Regulatory Authority. During 2016, I am pleased to note that a
tice. Safeguarding financial sector information and strengthening number of our Qatari national employees, who initially joined us as
cybersecurity are also of increasingly vital importance and we have graduates a number of years ago, have progressed to leadership
been pleased to contribute to the development of the Financial and management roles across our organisation, reflecting the tal-
Sector Information Security Strategy during 2016. ented and committed staff that the Regulatory Authority has been
fortunate to attract and retain.
In line with the statutory objectives for the FSRCC, the Strategic
Plan set the improvement of coordination among regulators as an Our effort to develop talent within the Regulatory Authority has
important objective, and we have seen significant development also been complemented and supported by the partnerships we
across the board particularly in areas such as insurance and AML/ have developed with our fellow financial regulators in the State,
CFT. In addition to its engagement with authorities in the State, the Ministries and professional bodies. During 2016, we also made
the Regulatory Authority has also maintained and expanded its significant progress in customising a master’s degree in Financial
engagement with the international regulatory community through Regulation and Leadership with HEC Paris, which we expect to
its network of memoranda of understanding and, in that regard, I launch in 2017 in partnership with the Qatar Central Bank and the
am pleased to note that during 2016 the Regulatory Authority was Qatar Financial Markets Authority.
approved as a signatory to the International Organization of Secu- There has been much progress made during the 2013-2016 Strate-
rities Commissions’ Multilateral Memorandum of Understanding.
gic Plan to ensure that Qatar develops a regulatory framework that
The progress that we achieve depends on our people and, as an ensures sustainable economic growth and promotes the innovation
organisation, we continue to look for ways to improve our training and diversification required. As we move into 2017, the Regula-
and development for staff, with a particular focus on career devel- tory Authority together with the Qatar Central Bank and the Qatar
opment for our Qatari national employees. With this objective in Financial Markets Authority will continue to build on the success of
mind, the Human Resources department created and launched our Strategic Plan.
a new career development programme. Al Masar (the path)
lays out a structured and predictable path to targeted positions
at the Regulatory Authority by clearly defining the competen- Michael G. Ryan
cies and technical qualifications required to progress, combined Chief Executive Officer
with a structured support programme. The programme is driven
by the employee and their individual career ambition, which will
take them towards either specialised technical roles in financial