Collaborating to lay the foundations for Qatar’s future transportation infrastructure


After early consultation with our expert advisory team, the State of Qatar decided to establish a Central Planning Office (CPO) in October 2011. The CPO was formed with the objective of facilitating the integration of the country’s rapidly developing transport-related infrastructure plans, projects and programmes. These programmes are critical to accommodate significant urban growth of the Capital, Doha, over the past decade and achieve the long-term National Vision 2030. Recognising constraints on the governance of the transport sector, the CPO was created to provide stronger planning, coordination of delivery and management of construction impacts across a range of Ministries, public agencies and their respective capital programmes over the next few years as Qatar develops. 


We fully integrated ourselves into the client’s organisation, acting in their best interests. Headed by a Director who reports to the Minister of Municipality and Urban Planning, the CPO is now resourced through a multi-disciplinary team of urban and transport planners, engineers, programme coordinators and stakeholder liaison managers provided by Atkins Acuity. Our team of over 100 strong are able to mobilise professional expertise, a range of core and support staff and technical tools from across the global Atkins group business. Following the establishment of the CPO, our collaborative teams have: 

  • Developed the Qatar Integrated Transport Strategy (QITS) which provides a high level vision, set of objectives and policies for the future development of land transport across the Country; 
  • Advised on the re-profiling of Qatar’s expressway network to reduce construction and logistics risks, lessen traffic impacts during construction and achieve substantial capital cost savings; 
  • Developed proposals for traffic management, Intelligent Transport Systems and Travel Demand Management; 
  • Developed a Portfolio Management process to track, monitor and performance manage major transport infrastructure projects, their logistics and materials implications and spatial and temporal interfaces; 
  • Proposed, and implemented, the organisational structures, a Business Management System, business processes and systems, and staffing requirements of the CPO itself, including specific staff recruitment, secondment and training, IT specification 
  • Advised on the wider governance of the transport sector in Qatar, resulting in the creation of a new Ministry of Transport and the transfer of functions and powers to this new Ministry; 
  • Developed liaison arrangements with other public agencies, including Ashghal, which is responsible for new roads in Qatar, and Ministry of Interior, which has a key role in traffic management and enforcement.


Since its foundation, the CPO has been highly successful. It has redefined the scope and routes of the proposed Doha Metro, opening in 2019, resolved key interfaces between road and rail projects, provided an independent assessment of investment decision making, and recommended enhanced governance and institutional reform to achieve the 2030 Vision. Major cost savings and programme de-risking through value engineering, enhanced deliverability and interface management.


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