I In Numbers: Qatar’s World Cup Journey

Sport

In Numbers: Qatar’s World Cup Journey

When Qatar hosts the 2022 FIFA World Cup from November 20 to December 18, it will make history as the first Middle East country to ever host the tournament. Here are some key facts and figures so far. Big numbers

• $6.5 billion •

Qatar has spent $6.5 billion preparing for the event, according to FIFA World Cup Qatar. This covered the construction or renovation of eight stadiums to be used during the event and other sports infrastructure.

• $70 billion •

Qatar pledged $70 billion “to build and expand a world-class infrastructure network,” according to the Qatar government. It also committed $20 billion to expand the country’s road network.

• $17 billion •

Qatar has invested $17 billion in doubling the number of hotel rooms and guest apartments available for the tournament.

• 2.88 million •

Over 2.88 million tickets have already been sold for the event, as of October 17, 2022, according to the FIFA World Cup’s media team, adding that the final sales phase is underway. A total of 3.1 million tickets have gone on sale.

• $1,607 •

Prime seats for the final are expected to be sold for around $1,607. Reduced prices for residents and migrant workers could go for as little as $206 for the final and $11 for the group matches.

What to expect

The 2022 FIFA World Cup Qatar will host 64 games and have 129 official referees. More than 20,000 volunteers have been recruited to assist visitors across a number of areas from health and safety to medical and language services.

Eight venues

The games during the World Cup will take place in eight stadiums, of which seven are new. The venues are less than an hour’s drive apart from each other, which will allow fans to watch different games in different venues in the afternoon and in the evening.

Al Bayt Stadium

Capacity: 60,000

Located in Al Khor, 35 kms north of Doha, the massive tent-like Al Bayt Stadium has a capacity of 60,000. The stadium’s name comes from “bayt al sha’ar,” which were tents historically used by Bedouins or nomadic people in Qatar and the Gulf.

Lusail Stadium

Capacity: 80,000

The 80,000-seat Lusail Stadium is located in Lusail City, which is about 20 km north from the center of Doha. According to the organizers, once the event is done, most of the stadium’s seats will be removed and donated to sporting projects across the globe.

Ahmad bin Ali Stadium

Capacity: 40,000

km west from central Doha, the Ahmad bin Ali Stadium can accommodate 40,000 fans.

Al Janoub Stadium

Capacity: 40,000

Located at Al Wakrah, 22 km east from Doha, the Al Janoub Stadium can accommodate 40,000 fans.

Education City Stadium

Capacity: 40,000

Located in Al Rayyan, 13 km north-west from Doha, the Education City Stadium can accommodate 40,000 fans. Education City is a 12 sqkm campus that houses the Qatar Foundation and other educational and research institutes.

Stadium 974

Capacity: 40,000

Stadium 974 was constructed using 974 certified shipping containers and modular

steel elements that echo the nearby port, showcasing Doha’s long maritime history. It is located on Doha’s waterfront, 10 km east from the city center. It is also known as the Ras Abu Aboud Stadium and can accommodate 40,000 fans.

Khalifa International Stadium

Capacity: 40,000

The Khalifa International Stadium is located in the Baaya district of Doha, 5 km west from Doha. It originally opened in 1976 and was reopened in 2017. The venue has a capacity of 40,000.

Al Thumama Stadium

Capacity: 40,000

The Al Thumama Stadium is located 12 km south of Doha and can accommodate 40,000 fans. Once the event is completed, the stadium’s capacity will be reduced to 20,000 to meet local needs. The smaller arena will be used for football and other sporting events. A branch of the Aspetar Sports Clinic will open on site, while a boutique hotel will be built to replace the stadium’s upper stands.

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Innovate, Adapt, Advance

As Mohamed Naser Al-Hajery and Sons marks its 75th anniversary, chairman Naser Mohamed Al-Hajery explains how the diversified family business has evolved—and grown—with each passing decade.

Mohamed Naser Al-Hajery and Sons Ltd. (MNH) started out as one of Kuwait’s first pharmacies back in 1946. Today, the company is a thriving, diversified family conglomerate that prides itself on its longstanding partnerships with international brands and on its status as a homegrown business, committed to adding value to the lives of the people it serves.

With a reputation built over 75 years, MNH is a household name in Kuwait and the Gulf region. The conglomerate carries a portfolio of more than 100 brands across sectors, including pharmaceuticals, consumer healthcare, medical equipment, FMCG, food and beverage, and perfumes and cosmetics. Over time, MNH has also innovated proprietary brands, some of which now count as leaders in the local market.

The story of MNH starts in the pharmaceutical sector. In fact, it was the first company to make penicillin available to the local market. This was the beginning of Al-Hajery’s expansion, which involved entering into partnerships with world-class organizations and representing them in Kuwait.

Alongside a growth strategy shaped by partnerships, the key to MNH’s continued success is an inherited commitment to ethical business, laser focus on innovation, and determination to be at the forefront of change and development in various sectors. Adapting to changes in consumer behavior has been critical too.

The company’s mission across its operations and ventures is to build a leadership position. To achieve that, it looks for the need, the quality, the value and the differentiation of the product or service it plans to invest in. This is the mindset that has contributed to MNH’s expansion from a family business to a private conglomerate.

As a family business, MNH is both an investor and an operator of brands. Therefore, the diversification of its business lines

is crucial to maintaining growth. However, what is more important is the way the conglomerate conducts its business with integrity. It works as a family, it sets challenging targets, and it invests in technological advancements to achieve efficiency in its operating systems and infrastructure. The business also strives to ensure that it stays ahead of the game in serving its customers. On the talent front, MNH believes that people Naser Mohamed Al-Hajery, are its greatest asset. Chairman, Mohamed Naser Al-Hajery & Sons The company invests significantly in its team and has an organizational structure that rewards innovation and creativity. In addition, MNH has developed an encouraging environment that centers on training, development, and wellbeing. As a result, employee retention is high. Investing to advance is what enables a family conglomerate to maintain its competitive edge and continue to add value to its customers, partners, and suppliers. This is the approach that has helped MNH to grow and that continues to underpin the company’s success today.