Our Strategy
ADLQ’s roadmap is aligned with Qatar’s vision and global anti-doping priorities, driving excellence, research, and sustainability.
— Alignment with Qatar National Vision 2030
- ADLQ actively supports all four pillars of Qatar’s National Vision 2030 through science, education, and sustainability.
- Human Development – mentoring Qatari scientists and contributing to world class research.
- Social Development – promoting clean sport and healthy lifestyles for a stronger society.
- Economic Development – providing advanced testing services and creating scientific job opportunities.
- Environmental Development – applying energy-efficient technologies and reducing hazardous waste.
— Alignment with Qatar’s Third National Development Strategy (NDS-3)
Future Ready Workforce
ADLQ's commitment to employee development, collaboration, and international engagement contributes to building a future ready workforce in Qatar that is adaptable, skilled, and capable of driving prosperity.
Cohesive Society
ADLQ strives to promote a cohesive and healthy society by protecting clean athletes and upholding integrity. It is committed to reinforce community values of fairness and trust.
Quality of Life
ADLQ is committed to ensuring a high quality of life for ADLQ employees through continuous efforts to create a workplace that supports physical safety, mental wellness, and professional motivation.
Government Excellence
ADLQ's contributions to quality assurance, capacity building, international collaboration, and its own organizational development plans play a crucial role in advancing government excellence in Qatar.
— ADLQ’s stakeholders have been grouped into three categories:
Customers
Entities that engage our laboratory through formal agreements for doping control and analytical testing services. Including Regional and National anti-doping organizations (RADOs, NADOs), Organizations recognized by their relevant International Federations, and Sport Authorities.
Influential Decision Makers
Governing (The Emiri Diwan) ,Compliance (BOT) and accrediting entities including World Anti Doping Agency (WADA) and ADLQ Accrediting body (NATA).
Partners
Other WADA laboratories, Academic institutions and other organizations that collaborate in research, sharing knowledge, expertise, and support on a mutually beneficial basis. These partnerships are grounded in shared interests and common objectives in the field of anti-doping.
— ADLQ Strategic Objectives
In the next five years, ADLQ seeks global leadership in anti-doping through three strategic objectives.
Excellence in analytical testing methodologies and detecting prohibited substances.
Key Focus Areas:
• Advanced Analytical
- Increase the proficiency & quality of analysts in advanced analytical techniques
- Increase in the number of staff trained in advanced analytical methods
- Enhanced capabilities of “results review & analysis” + “Reporting”
• New Methods Development
- Expanding scope of testing
- Validation of the proposed new tests and analytical methods
- Introduce a set of new predefined tests and validate them.
• Rigorous Quality Assurance
- Enhancing the quality assurance standards.
- Ensuring compliance with WADA and NATA quality standards.
- Seeking areas of continuous quality improvement
• Updated Technologies & process automation
- Modernizing and enhancing technological resources and physical infrastructure to improve efficiency.
- Upgrading Machinery and systems. - Implement automation in Sample reception, Aliquoting and Analysis processes.
Contribution in advancing scientific research & detection methods
Key Focus Areas:
• Cutting-edge Research
- Developing more sensitive detection methods for performance
-enhancing substances
- Exploring long-term effects of doping on athletes’ health
• Significant Knowledge Transfer
- Showcasing ADLQ research at conferences and workshops
- Building strong partnerships and networks within the scientific community
• Competitive Advantage
- Leverage advanced technology platforms to enhance its competitive position and remain at the forefront of its industry or filed
• Productive Partnership
- Collaborating with academic institutions, sports organizations, and government agencies
- Partnering internationally with other anti-doping laboratories with mutual benefits
Maintaining high standards of organizational performance and efficiency .
Key Focus Areas:
• Operational Efficiency
- Streamlined processes and optimizing workflows to improve productivity and reduce cycle time
- Optimal Utilization of resources (manpower & equipment)
- Effective quality control systems
• Compliance & Accountability
- Implement robust compliance mechanisms
- Foster a culture of accountability
- Ensure alignment with legal standards and accreditation requirements
• Skilled & High Performing Workforce
- Promoting continuous learning and creativity
- Recognizing and rewarding exceptional performance through incentives and advancement opportunities
- Investing in the on-going talent growth of ADLQ employees
• Digital Transformation
- Technology optimization to increase speed and accuracy
- Adopting new software platforms to improve productivity
— Human Development
Training and Education are among the most important investments in human capital in the Anti-Doping Lab Qatar. One of its strategic goals is to support the individual growth of its employees by developing their knowledge, skills, behavioral, and technical competencies.
Training and Development:
ADLQ is committed to the training and development of all staff a: scientists, researchers, technical and non-technical personnel. This is achieved through a diverse range of initiatives: scholarship programs, formal training courses, workshops, weekly and monthly seminars a, participation in local and international conferences, and signature events like ADLQ's Annual Symposium . The establishment of the Talent Management Department and Lab Training Unit has further bolstered these efforts, overseeing the implementation of training programs and succession planning
Non Resident Programme Timeline
