Page 90 - Annual Report 2016 EN

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BUSINESS IMPACT

Al Masar has had a large impact on the mission, staffing, budget
and continuity of the Regulatory Authority. The business is now
equipped to identify key Qatari employees through psychometric
assessment. In turn, these assessments support customised individ-
ual development plans that ensure an employee’s healthy progress
through the five stages of Al Masar. Leadership behavioural assess-
ments help the organisation to pinpoint qualities that further the
organisation’s mission, as well as to build capabilities across the
leadership group in areas of weakness. Recruitment benefits as the
organisation can now recruit candidates based on a standard. Al
Masar has brought clarity on continuity of business. In the event that
an employee leaves the organisation, the risk factor has diminished
considerably through the development of proactive succession
plans.

Project Ta’arib

In line with national efforts to preserve the Arabic language and
promote bilingual business communications, the Regulatory Author-
ity introduced Ta’arib, a bilingual programme managed by the
Translation department. Ta’arib’s goals are threefold: to create a
fully bilingual environment at the Regulatory Authority, to comply
with the State of Qatar’s Arabisation strategy, and to support the
Regulatory Authority’s Nationalisation strategy and integration of
Qatari staff through a five-year phased plan. In time, the Regulatory
Authority will produce bilingual versions of the Regulatory Authori-
ty’s Regulations and Rules, publications, and internal and external
communications. In 2016, protocols and processes related to Ta’rib
and to bilingual internal announcements were created.

Infrastructure and information security

The Ministry of Transport and Communications conducted a gap
analysis of the Regulatory Authority’s security posture in alignment
with Qatar’s new National Information Assurance Policy (NIAP). The
Regulatory Authority received a “High” rating in this regard. The
Information Technology department also reviewed and updated
all of its documentation to be compliant with Information Technol-
ogy Infrastructure Library (ITIL) practices. Using ITIL, the department
set a baseline from which to plan, implement, and measure
improvement, leading to more structured incident and change
management and reducing unscheduled outages.