Keywords

16.1 Introduction

One of the very first objects that arrivals to Hamad International Airport in Doha encounter are the multi-compartment recycling bins. This would hint at the advanced level of the solid waste management system of the country. However, a quick glance inside any of these compartments and its content of haphazardly mixed waste fractions, along with the following unsegregated collection process would build a bit different narrative of the actual recycling system functioning. This chapter describes the status of the municipal solid waste (MSW) management system in Qatar, its strengths and weaknesses elements in their political, social contexts, and finally considers challenges and opportunities for potential scenarios of development to a more circular, fully functioning one.

16.2 Solid Waste Management Outlook

16.2.1 Global Waste Generation

Solid waste generation is a worldwide problem that is crucial and one that requires prioritizing and application of effective management practices that foster environmental sustainability. The household solid waste generation rate is estimated at 1.7–2.7 kg per capita/day in Gulf Cooperation Council (GCC) States (Zafar, 2016), 1.2 in the United States, and 1.4 in European Union countries (MDPS, 2018). According to the Environmental Performance Index (EPI) 2016 data set, municipal solid waste generation around the world collectively exceeded two billion tons, less than half of which (42%) is handled within a formal waste management system. The population and economic status are key factors in determining the quantity of waste generated in a country. In low-income countries, the rate of waste generation ranges between 0.3 and 0.9 kg/per capita/day, whereas in high-income countries, the waste generation rate ranges between 1.4 and 2.0 kg/per capita/day (Chandrappa & Brown, 2012).

16.2.2 Waste Collection and Disposal

In recent decades, much progress has been made by some developing countries for waste management, but aspects such as collection coverage and controlled disposal rates remain low in the poorest countries. Around two billion people lack access to regular waste collection worldwide, while three billion people lack access to controlled disposal services for Municipal Solid Waste (UNEP and ISWA, 2015). The lack of waste collection and waste disposal services for this many people in the world creates a global public health and environmental imperative that demands a globally coordinated approach. A number of risks emerge when solid waste is disposed of improperly, including polluting water and the air, contaminating soils, creating human risks due to exposure to hazardous materials, among others. These systems also contribute to greenhouse gas (GHG) emissions via the decomposition of organic matter, particularly methane (Wendling et al., 2020). Concerted international action to provide solutions for the increasing waste generation associated with rapidly growing urban populations is much needed to avoid the current situation getting worse (Wilson & Velis, 2015).

16.2.3 From Business-Oriented to Multidimensional Waste Recovery and Recycling

The process of waste harvesting and recovery to generate secondary resources has increasingly become popular, and global businesses involved in this process are generating multimillion-dollar revenues from scouring the world for waste to recycling (Gregson & Crang, 2015). The global recycling industry has an estimated total revenue of US$500 million annually, the industry that employs the most number of people following agriculture (Minter, 2013). The main reason that businesses in the sector are reaping such huge profits is realized by the cheap costs of shipping containers carrying materials considered as waste from West to East or North to South within globalized shipping networks. The aspect of containerization in shipping has enabled global logistics for production and many small-scale entrepreneurs are entering the market for global trade of waste goods through the ability to ship relatively small consignments of discarded goods back in containers, rather than hiring bulk carrier ships (Minter, 2013). Another reason that attracts entrepreneurs to enter the trade of waste goods is the cheap labor costs once imported in combination with weak environmental regulations. Environmental regulations play a key role in enabling the whole process of resource recovery and recycling; for example, the degree of contamination is key to the acceptance of material before undergoing processing by manufacturers.

Economic production and consumption around the world have followed a common linear industrial model ever since the industrial revolution. The linear industrial model focuses on introducing manufactured goods from raw materials into the market, then enters the consumption phase where consumers utilize the benefits of the products and a later stage of disposal or incineration as waste when the goods reach end-of-life (Geissdoerfer et al., 2017). The “business as usual” model threatens a sustainable future, especially with the global demographic growth and other associated effects impacting finite resources. A shift from the current linear model to a circular model has been gaining traction significantly owing to the attention from governmental, academic, and organizational stakeholders in recent years (Ranta et al., 2018). A popular definition of circular economy (CE) is presented as “an economic model wherein planning, resourcing, procurement, production, and reprocessing are designed and managed, as both process and output, to maximize ecosystem functioning and human well-being” (Murray et al., 2017). In circular economy modalities, commodities are reused, recycled, or upcycled enabling the whole or parts to be reintegrated into the supply chain with minimal energy input and reducing the need to create new materials (Velenturf & Purnell, 2017).

16.2.4 Global and Regional Partnerships

Knowledge sharing and capacity building are key to ensure that zero-waste targets and circular economy approaches are utilized and expanded. For this to occur, partnerships and networks on regional and global scales are key for governments and their various private sector and non-profit sector partners. One of the examples of this is international organizations and municipalities sharing knowledge about standards for measurements within the waste management sector. Sharing experiences and lessons learned from successful policies and initiatives implemented on sustainable waste management and food systems is one way that support is provided to guide in developing standards that fit a country’s context. Global partnerships and networks often play a huge role in highlighting the challenges encountered within the waste management sector through developing and diffusing knowledge across the world. An example is the United Nations Environment Programme (UNEP) Global Opportunities for Sustainable Development Goals (GO4SDGs) initiative. A number of stakeholders have come together to launch Regional Working Groups within this initiative, particularly focusing on food waste (see Chap. 12). This is a notable example of capacity building across scales, wherein peer-to-peer networks enable knowledge sharing between countries (UNEP, 2021).

16.2.5 Qatar Context

On June 05, 2017, the neighboring nations of Qatar (Saudi Arabia, United Arab Emirates, and Bahrain) as well as Egypt severed political ties with the country and imposed a blockade of the land, air, and sea, a blockade that would last for four years (Al Jazeera, 2020). The blockade kick-started Qatar’s economic diversification efforts, and the country developed short-term strategies to become self-sufficient and cushion itself against the economic shock. Among the strategies implemented include developing expanding domestic manufacturing and food production as well as strengthening its infrastructure to enhance resilience to this kind of shock (Kabbani, 2021). Qatar’s economic diversification and a rapid increase in infrastructure development, also fueled by the upcoming FIFA World Cup 2022, have led to an increase in waste generation, which is a challenge that has to be addressed as well.

The commitment by Qatar to increase its self-sufficiency by increasing its domestic production is the right step taken toward stability owing to the uncertainty that the region faces. However, the process of rapid expansion is quite intensive and can demand the use of massive quantities of resources which could ultimately impact food security. Qatar can incorporate the use of circular technologies and practice in the quest to exploit resources for production to ensure that it is done sustainably (Wesley, 2019).

The political will to engage further in waste management actions and strategies will be strengthened significantly with the idea that waste management can be an entry point to tackle difficult sustainable development issues, for example, environment and climate change, social domain aspects such as good governance of waste in cities and creating sustainable livelihoods, and enterprises covering the economic aspect.

16.3 Current Status of the Qatari SWM Sector

16.3.1 Waste Generation

Given that Qatar is geographically and demographically small on global terms, its total waste generation is low compared to most nations, however when analyzed on a per capita basis, it has one of the highest waste generation rates in the world (Al-Thani & Park, 2019). The most significant solid waste categories generated in Qatar include municipal solid waste (MSW), construction and demolition waste (CDW), bulky waste, end of life tires (ELT), and end of life vehicles (ELV). The first two categories; CDW and MSW are the major contributors to waste generation in the country.

CDW is the largest category of waste generated in Qatar, accounting for approximately 80% of all solid waste generated (Al Tamimi & Company, 2021). This form of waste includes the wastes that emerge in relation to construction projects, and include a wide range of demolition waste to excess, unused materials (Lu et al., 2015). CDW is connected with a construction boom that has been occurring for the better part of the last two decades.

MSW is the second largest waste category by source (Al-Maaded et al., 2012). Qatar produces more than 2.5 million tons of MSW annually (Al Tamimi & Company, 2021). The daily waste generation per capita as of 2015 in Qatar was at 1.8 kg (Zafar, 2016). MSW is generated from households or commercial establishments. The majority of substances comprising MSW include paper, vegetable matter, plastics, metals, textiles, rubber, and glass (USEPA, 2013). This does not include chemical or hazardous waste. Organic waste contributes the largest share of municipal waste in Qatar, which amounts to 57% of the municipal waste generated, while glass, papers, metals, and plastics have a smaller but valuable share of the MSW generated (QDB, 2017).

Total solid waste generation fluctuated according to the implementation of major development projects in the country; the total increased from a rate of 8 million tons in 2008 to 12 million in 2013, then decreased to below 10 million in 2014 (Planning & Statistics Authority, 2019). During this time period, major infrastructure projects were implemented, which explains these trends.

16.3.2 Collection

Waste collection in Qatar is carried out directly by municipalities through planned logistics by use of a large fleet of trucks that access MSW from the various collection points, or indirectly through private sector contracts (Zafar, 2016). There are four waste transfer stations that make the destination of all the urban waste generated from the seven municipalities in Qatar. The transfer stations are situated in South Doha, West Doha, Mesaimeer, and Dukhan. Q-Kleen is a private company responsible for the transportation of waste from the collection points to the transfer stations. The wastes are then compacted from those transfer stations and transferred to the domestic solid waste management center or landfill situated in Mesaieed through transfer trailers (Ahmad, 2016).

16.3.3 Management Facilities

Until recently, the waste management infrastructure in Qatar was not sufficient to handle waste generated per day. A private sector company was granted the contract to increase waste management capacity, at the Domestic Solid Waste Management Company (DSWMC), which includes recycling facilities as well as an integrated system for waste processing. The initial capacity, as of 2012 (Al-Maaded et al., 2012), was to handle 1,550 tons per day. The improvement of waste management is connected with the objectives set forth in the National Development Strategy (see Chaps. 2 and 3). Other projects that were launched include a tire recycling facility in 2012. This occurred alongside the expansion of regulation of waste, including in the construction sector as well as specific forms of waste handling (e.g., medical and radioactive wastes; MDPS, 2018). More recently, in 2018, the government began working with the Qatar Primary Materials Company to strengthen the handling and recycling of construction waste, with a specific landfill being established at Rawdat Rashed (with a capacity of 40 million tons; Al Tamimi & Company, 2021).

16.3.4 Waste Disposal

Solid wastes are largely disposed of in landfills within Qatar. Depending upon the waste type (as noted above), solid wastes are transferred to specific landfills, namely to Umm Al-Afai for bulky and domestic waste, Rawdat Rashed for construction and demolition waste, and Al-Krana for sewage wastes (Bello, 2018). The need to improve waste management is exemplified by the percentage of waste sent to landfills ten years ago, in 2012, which was 95%, while the DSWMC handled only 5%. The landfill disposal method is not sustainable because of its associated health and environmental problems (Ahmad, 2016). Waste spotted to be disposed of in open dumps sometimes does not only lead to severe environmental degradation but also results in loss of natural resources and arising of social issues (Report of the ARAB, 2008). Furthermore, landfill space is an issue in a geographically small country, as Qatar is, which has a size less than 12,000 km2.

16.3.5 Challenges and Driving Forces

Qatar has a number of opportunities and challenges that have contributed to the current position of its SWM sector. These have been dispensed as a result of various major political, economic, and social circumstances affecting the country, such as the launching of the Qatar National Vision 2030 (QNV 2030) in 2008, winning the 2009/2010 competition to host the FIFA World Cup 2022, and the blockade posed by several neighboring countries which took place between 2017 and 2021.

In line with the QNV 2030 that focuses on economic diversification and aims to place the country on a sustainable development track, there has been rapid industrial development and mega construction projects in Qatar. This has been associated with large employment opportunities evidenced by increase in immigration rates and economic growth.

Despite the challenges it presented, the blockade has also had several strategic positive effects on Qatar in its quest to be self-sufficient through the development of several key industrial and food security projects. Among the new possibilities that the blockade unlocked was the fact that Qatar was able to unleash its local industrial and commercial capacities, particularly small and medium enterprises (SME), by suspending regional and economic commitments and partnerships in regard to trade and commerce relations. Qatar also implemented immediate measures and actions to deal with the situation by enabling businesses to skip bureaucratic procedures normally required for establishing industrial and commercial entities. Opportunities for governmental finance were also made widely accessible. For example, during the first year of the blockade, Qatar Development Bank (QDB) introduced the single window services for new industrial facilities. Proprietors could register a facility in the high potential sectors in Qatar and get financing within days.

The FIFA World Cup 2022 is another grand opportunity for Qatar that has brought about the development of multiple projects such as stadiums, training sites, and transport infrastructure in anticipation of the revered sporting event. The FIFA World Cup 2022 has a sustainability strategy that shall enable the organizers to deliver a tournament that sets new benchmarks for social, human, economic, and environmental development. This creates an opportunity for the mega-sports event to have a lasting legacy in the country, as it works to improve waste management and transition toward a more sustainable future. Delivering a carbon neutral FIFA World Cup target will be achieved through best construction practices and sustainable building standards that are already being implemented. The state has been transforming its building standards toward higher sustainability levels through the adoption of the Global Sustainability Assessment System (GSAS) standards, thereby facilitating the transition toward green buildings (Kader, 2016) (see Chap. 4). This certification system assesses and rates green buildings and infrastructure, which FIFA required to be “GSAS 4 Stars”. A key initiative that the GSAS certification focuses on is waste minimization and recycling. The sustainability assessment requirements are extended to suppliers and host institutions that will be associated with the World Cup by implementing the FIFA Sustainable Sourcing Code. An example was the sustainability assessment recently conducted at Qatar University’s student housing which will be used to host some of the participating teams. These practices have significantly improved waste management standards on organizational level.

There are several challenges that have arisen from the rapid industrial development and general growth associated with the QNV 2030 initiatives, the blockade strategies to be self-sufficient, and the construction of facilities to host the 2022 FIFA World Cup. The SWM sector in Qatar is among the key sectors that have been highly impacted. The economic growth and development have led to an increase in immigration rates from associated employment opportunities and an increase in construction sites leading to an unprecedented amount of MSW and CDW generated in the country.

MSW generated from households and/or commercial establishments is generated at the rate of 1.8 kg per capita daily, with organic waste taking the larger share of 57% while metals, paper, plastic, glass, and rubber having a smaller share in the MSW generated (QDB, 2017). One of the main challenges for MSW is that there is no source segregation (with few exceptions). As a result, the amount of waste that is recovered and recycled is limited. The lack of source segregation creates contamination, resulting in an ability to segregate many recyclable or reusable wastes at the end of the waste supply chain and thereby low recovery rates (QDB, 2017).

CDW management has become a critical challenge for construction companies as the building and construction industry is one of the key areas for diversification in the QNV 2030. The Qatar MME estimates 11,700 tons of waste generated out of the 21,000 tons generated daily is from the construction and demolition sector (MDPS, 2017). Majority of the waste generated was composed from excavated soil and sand, concrete, and other mixed non-hazardous waste.

Qatar has made significant strides toward attaining a circular economy (CE) in the construction sector by implementing recycling and reusing construction waste. Perhaps the achievements of CE in the construction sector may have not been intentional and well planned, and maybe they were realized out of special circumstances like the increased need for construction materials but focus on all the fractions of waste management is paramount. Qatar can easily take advantage of the accumulated local experiences and try to cover other fractions in a more systematic way, although they have originally evolved due to special circumstances. Some of the most sustainable strategies that can be adopted to complement the existing laws, regulations, and strategies to achieve CE include regeneration of natural systems, supply chains, and waste management cycles. Key stakeholders can use innovative solutions and best practices could be applied in development and implementation including procurement, construction, operations, and recycling.

16.3.6 Role of Stakeholders in Shaping SWM in Qatar

16.3.6.1 Government-Led Initiatives

The role of the government in ensuring the waste management system is efficient, effective, and enabling sustainable transitions is critical. While the private sector and individuals in society are producing waste, governments can set targets, create accountability mechanisms, and put in place (dis)incentives for action. Examples of these initiatives include instituting regulations (e.g., standards, bans, mandatory requirements), putting in place market-based mechanisms for change (e.g., taxes, fines, subsidies) and/or improving the infrastructure (e.g., collection, composting, recycling) and capacity support (knowledge, finance, information). An example of a government-led initiative in Qatar is the MME supported nationwide initiative et al. Khor Park to turn food waste and tree leaves into organic fertilizer through a recycling machine (MME, 2018).

The State of Qatar has implemented several strategies and instruments that provide solutions to the challenges posed by waste management. The use of new technologies in recycling, implementing specific legislation on waste management, and collaboration with relevant stakeholders to create new innovations in waste management are some of the bold steps that Qatar has taken (Al Tamimi & Company, 2021). Some of the major initiatives and strategies being implemented include the following:

16.3.6.1.1 Qatar National Vision 2030

Qatar adopted the QNV 2030 in 2008 to maintain development and sustainable growth (see Chaps. 2 and 3). The national vision was adopted to diversify the economy and build a skilled society capable of sustaining its own development and ensuring a high living standard. QNV 2030 has four key pillars including the environmental development pillar which forms the main focus for experts in the green sector. The environmental development pillar aims to establish the management of the environment such that there is harmony between economic growth, social development, and environmental protection. The environmental development pillar recognizes that preserving and protecting the environment will be realized through environmental awareness of the population, creating an agile and comprehensive legal system, and strengthening the capacity of environmental institutions involved. Emphasis is also set on the encouragement of regional cooperation to put in place preventive measures to mitigate the negative environmental effects of pollution arising from development activities. Qatar’s National Vision provides the foundation for the formulation of a National Strategy which has incorporated solid waste management as one of the key components.

16.3.6.1.2 National Development Strategy, 2011–2016 (NDS-1)

The National Development Strategy 2011–2016 (NDS-1) adopted the QNV 2030 aspirations (see Chaps. 2 and 3). Within NDS-1, there are targets and initiatives specific to sustainability, within which waste management is a part. In alignment with QNV 2030, the country seeks to find a balance between economic and social development while seeking to protect and preserve the environment. The Environmental Sustainability Strategy 2017–2022 (ESS) does similarly, considering the environment as important within developmental processes to ensure it is protected for future generations. To do this, the ESS includes outcomes for six sectors and has twelve specific targets. Waste reduction is a key outcome, as is increased recycling rates and a more efficient waste management system (NDS-1 targets included: establishing a solid waste management plan, emphasizing the need to increasing solid waste recycling rates (from 8 to 38%), and maintaining domestic waste generation at 1.6 kg per capita per day). The recycling target was not met and was adjusted in NDS-, however the per capita waste generation target was achieved (and reduced to 1.3 kg per capita per day).

16.3.6.1.3 National Development Strategy, 2018–2022 (NDS-2)

The NDS-2 (2018–2022) built on the progress of NDS-1, seeking to expand infrastructure for waste handling, improving wastewater treatment and handling, managing electronic waste, among others. Under the NDA-2, the Environmental Sustainability Strategy ESS 2018–2022 was formulated (see Chaps 2 and 3). A key target is to achieve 15% recycling of solid waste over the course of the NDS-2. The ESS-2 complements the ESS-1 (2011–2016) that had some relatively slow progress, which prevented desired outcomes. The implementation of the ESS-2 is a responsibility of MME which requires close cooperation with supporting partners. Committing to the implementation process will undoubtedly lead to the fulfillment of the various commitments and activities addressed in the ESS.

The NDS-1 had great outcomes among them including the inauguration of a state-of-the-art Mesaieed facility. This institution has one of the world’s largest composting plants. Another great outcome was the establishment of transfer stations for waste (five in total), through which wastes are collected and deposited into by government trucks and private contractors (Clarke et al., 2017). Part of Qatar’s approach was to also close landfill sites to domestic waste. The operation of the DSWM plant began in December 2010. The plants full capacity processing potential is 2,300 tons of commingled MSW per day. The waste obtained can be separated into 627 tons for recycling, 857 tons for composting, and 922 tons for input to a waste to energy plant. Unfortunately, Qatar has had high volumes of domestic waste generated in the recent past leading to the new facility being overwhelmed. This resulted in the opening of a landfill close to the Mesaieed Plant in 2012 to cope with the overflow, pending either expansion of the plant or additional waste management facilities elsewhere.

Qatar does not lack the financial resources to be utilized in waste management and usually the main challenges stem from inadequate systematic approaches, planning, and management of the waste sector. The recent split of the MME might be an example of an improper systematic approach. There are now two separate ministries from the former MME including the Ministry of Municipality (MM) and the Ministry of Environment and Climate Change (MOECC). The technical challenge is manifested where all the waste-related issues are placed under the MM. The main reason for this move might have been due to the fact that the local municipalities are directly responsible for collecting solid waste in Qatar but technically, there is a direct correlation between waste management, the environment, and climate change. Waste management contributes a small but significant quantity to global GHG emissions with gases such as methane being emitted impacting the environment negatively. Furthermore, overreliance of disposal methods such as landfills create an environmental challenge especially for a small-sized country such as Qatar. Therefore, this creates a strong basis for handling all waste management related issues under the MOECC.

16.3.6.2 Society

According to the Qatar 2020 census, the major cities with the highest population include Doha with 46% of the total population, Al Rayyan with 29% of the total population, and Al Wakra with 9.3% of the total population (Planning and Statistics Authority, 2020). Therefore, the three cities are the major waste producing municipalities in Qatar due to the direct link of population with waste generation as mentioned earlier.

The behavioral change of Qatar’s society should be prioritized in relation to waste management in Qatar. As mentioned earlier, Qatar has plenty of resources to employ technologies and infrastructure to deal with waste management, but this does not guarantee a functioning system, if the society is not incorporated and this is the main challenge that Qatar is facing. On reaching Qatar, a keen individual would notice the disconnect between Qatar’s capability and the situation on the ground.

The initiative of source segregation using the multiple-compartment recycling bins widely placed in locations (e.g., shopping malls, educational institutions, healthcare centers) is usually not achieved because the bins contain mixed waste creating contamination and recovery becomes a challenge.

16.3.6.2.1 Grassroots Initiatives

The government cannot lead all changes, nor should it be expected to do so. Community-based initiatives are critical in ensuring that system transformation takes place—from reducing consumption to changing disposal habits (Grabs et al., 2016; Mariam et al., 2020). Within Qatar, there are a number of such initiatives, such as efforts seeking to reduce plastic consumption as well as efforts to support companies to transition away from plastic usage. Examples of this include efforts by the non-state actor Qatar Foundation (see Chap. 5) as well as a wide range of community organizations, such as Greener Future, the Doha Environmental Actions Project, and Activists in Action (a student group at Qatar Academy Doha on a mission to ban single-use plastic bags in Qatar. The private sector is also leading change, with the establishment of organic farms and new recycling initiatives (e.g., Elite and Seashore Recycling). Relatively less has been written on these efforts, which is an area for future research to contribute toward.

16.3.6.3 Private Sector

As stated earlier, waste management is majorly a function of the different municipalities in Qatar. However, a common feature in the sector is public private partnerships (PPP) which are formed to coordinate activities within the sector. PPP are collaborative arrangements between a public authority and private-sector companies used as a mechanism by the government to implement services or infrastructure using the resources and expertise of the private sector. Slightly more than 30% of waste management services, from primary collection to treatment and disposal, are provided through PPPs, even though such partnerships can be complex to structure and implement (Kaza et al., 2018). The PPPs can also include other stakeholders such as nongovernmental organizations and research institutions (Swaffield et al., 2018). A great example is the agreement between Qatar University and Al Meera supermarkets chain. Al Meera shall provide Qatar University with reverse vending machines to be installed at strategic spots in the campus. Qatar University students will recycle their bottles to get points at the supermarket and this is part of the CSR initiative by Al Meera to serve the community starting with Qatar University.

Qatar’s recent privatization impetus comes as part of its Second National Development Strategy 2018–2022, which falls in line with its overarching economic development plan, QNV 2030 (MDPS). Private sector investors focusing on the waste management systems are keen to participate in PPP opportunities in Qatar such as waste to energy projects, waste collection, and management systems. Some of the major private sector waste management players in Qatar include Seashore Group of companies, Dulsco Qatar, Power Waste Management and Transport Co. WLL, Green Waste Management, Al Haya Enviro. The government’s focus to reduce more than 90% of the waste from landfills by 2022, has seen a race by international companies to gain a share of the market. More than half of the companies that were granted a license to carry out waste management operations in the country are foreign companies and partner with Qatari companies in managing factories.

16.4 Zero-Waste-Based Roadmap to the Circular MSW Sector

A fully circular MSW system encompasses complicated and multidimensional interactions among a large number of technological choices, economic mechanisms, and control frameworks. To deal with this issue in Qatar, the current state of waste management has been addressed in the previous sections, here future prospects and possibilities for improvements in the country are presented.

The issue of limited resources is a reality in many developing countries which places them in a disadvantaged position where little investments in solid waste management systems are established. This is not the case in Qatar. This is proven in a number of ways for example through the many investments made so far in terms of waste management, for example, the establishment of the Mesaieed facility with a total cost of 3.9 billion Qatari Riyal for design, construction, and operation for 20 years among many others (Ng, 2013). However, the allocation of resources needs to be done in a more effective, efficient, and systematic way. This can be done by utilizing the experiences and lessons learnt from the special circumstances that the country has undergone. The measures that Qatar took for example during the blockade, can be integrated in the practices for developing the waste management sector and not only be used for emergency situations. The example of establishing the state-of-the-art facility which gets overloaded in very few years shows that there is need for proper short and long terms planning and implementation.

There are several initiatives and strategies being implemented in existing institutions in Qatar that have the potential to be scaled up to fit the country’s waste management context despite the lack of a nationwide agreed upon assessment metrics that cover all their components. The state can still borrow from and extend initiatives, strategies, and mechanisms on waste management from organizations that offer testing beds for developing sets of solutions proven to fit same local technological and social circumstances. This can be utilized to enhance existing policy and economic instruments to create a more circular approach to solid waste management.

16.4.1 Qatar University Case Study

Qatar University (QU) has a progressive perspective of waste as a resource, rather than the normal disposing it of as waste. This is done in accordance with the waste management hierarchy. Waste prevention is the most favored option in the waste management hierarchy, followed by reuse and recycling, and the least preferred option is disposal. In other words, QU is moving from a make-use-dispose linear economy to a make-use-reuse/recycle CE. This is made possible through the integration of Qatar University Zero Waste (QUZW) into all realms of QU operations.

The Zero-Waste Initiative in QU is an important effort that aims to serve as a living lab for various interneally or externally developed sustainability practices, which can be replicated at a wider level in the country as part of the Ministry of Municipality and Environment’s Zero-Waste programs.

QU has formulated the Qatar University’s Zero-Waste (QUZW) Vision 2025 Action Plan, in response to the unsustainable levels of waste production. The action plan stipulates an ambitious plan for creating a circular campus serving as a model for sustainable consumption in line with the SDG 12. The Action plan unites and extends existing QU waste prevention efforts into systematic ambitious and exciting opportunities. The QUZW Vision 2025 Action Plan operates under four central pillars with the aim of achieving an ambitious waste target by 2025. The four central pillars of the Action Plan include: (1) creating governance and monitoring structure with strong partnerships; (2) developing a waste measurement and prevention system; (3) using a communications strategy to engage campus employees and students; and (4) fostering a culture of innovation and social change within QU.

There are various strategies and tools to support the four pillars of the action plan. One of the key tools is assigning deliverables and indicators to priority areas. The deliverables and indicators support the governance and monitoring pillar including developing partnerships with key waste management stakeholders, as well as new financial resources to fund new waste initiatives. An example is the partnership between QU and paper recycling contractors to implement a paper and cardboard waste recycling program that has achieved the milestone of recycling 100 tons of paper waste since 2017. Another tool is the annual campus waste audit along with frequent data collection initiatives which will be necessary to measure more precisely the waste production at QU, as well as the success of waste prevention policies. The data collected is important for evaluating current and future strategies. Additionally crucial is that QU developed a platform to disseminate important information to students, employees, and external stakeholders through the QUZW Communications Program. Important information to be disseminated through a good communication strategy include the Zero-Waste Progress Reports, waste audits, and assessments of environmental and financial benefits conducted regularly. The Sustainability Vibes series communicated through email braodcast, phone displyes and QU social media is an examples (Fig. 16.1).

Fig. 16.1
Two cover pages in English and Arabic. Q U is recycling, according to the title. Text is Qatar University has collected over 100 tonnes of paper waste for recycling.

Example of the SUSTAINABILITY VIBES Series posters digitally communicated with QU community

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Key projects around waste practices aimed at engaging students and employees to be agents of change have been started in the campus in support of fostering a culture of innovation and social change. This is achieved by using both the Communications Program and the academic resources on campus. An example of an upcycling innovation that is changing the mindset of individuals is the use of palm waste fiber generated in the QU campus to produce smart eco-friendly recycling dumpster. Such applications enlighten the QU community to view waste as a valuable resource and gradually shift toward a more sustainable lifestyle (Fig. 16.2).

Fig. 16.2
An image with data outlined the smart recycling dumpster facilities recycling while being a one-of-a-kind Q U Z W sustainable product with five features.

SMART Recycling Dumpster Factsheet

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QU represents a small potential Circular Doha with its population of 25,000 people and hosting several activities. Through a waste audit, QU identified the four most important fractions in terms of volume and addressed each of them in accordance with the circumstances. Focus areas of QU waste management fractions include paper, plastic, food, and green waste. For paper, food, and plastics, QU has focused on the generation hotspots and plans on placing reverse vending machines in the food court, students housing premises, and student activities building which are the highest generation points for each of the waste.

QU is implementing the zero-waste concept which means following the waste management hierarchy. An example is shifting from paper-based systems to digital-based systems in many applications at the campus and recycling whatever paper waste is unavoidable. There are desk-side recycling boxes installed in offices and bigger recycling bins placed next to photocopier stations to collect wastepaper. The use of multiple compartments bins placed in different locations in the campus had been in use for long and it did not function as intended. The pilot of the small desk-side recycling boxes is proving efficient. For food waste, two units of dehydrators are placed at the male and female housing generating clean fertilizer. This is important because it is directly related to the concept of a circular campus. The organic loop is closed with the use of the dehydrators when it comes to food waste. When segregation of waste is made possible in the easiest way, people tend to comply. Each waste fraction is dealt with at the closest point of the source to make it convenient for the end-user.

QU has developed an integrated system to address all components together. However, and despite the solid achievements so far, it is logistically challenging to deal with waste management from a single standpoint in the institution, as the various waste streams in the campus are generated and handled by different departments. The QUZW Vision 2025 Action plan gives a clear roadmap theoretically, but the main challenge is full implementation. This is generally what is happening in Qatar in regard to policies and its implementation. Qatar has a well-articulated QNV 2030 and many other strategies that are set by the government, but implementation is still a major issue.

In the strive for creating a test bed for sustainability in QU, a study by the College of Engineering has been presented to both the Facilities and General Services as well as Capital Projects departments. It has recommended a Food-Water-Energy Nexus for urban planning at the campus. For developing a more sustainable campus of the future, a more holistic set is to include the waste resource sector in a Food-Water-Energy-Waste NEXUS approach. This shall transform the campus into an inclusive living lab for proven practices, especially when the organic materials cycle (i.e., food waste) is already a closed loop on campus.

16.4.2 Qatar Foundation Case Study

  • Qatar Foundation for Education, Science and Community Development (QF) has established several research centers to actively contribute to the transition to a CE and knowledge-based economy. Qatar Environment and Energy Research Institute (QEERI) is one of the research centers established to provide academic research programs in the field of sustainable energy and sustainable environment (see Chap. 8). QF also has the Qatar Green Building Council (QGBC) which conducts environmentally sustainable practices for green building design and development in Qatar through leadership and collaboration. QF does not only represent a model to showcase the what’s and how’s CE elements (i.e., energy and materials) effectively interconnect on the organizational level, but actively catalyze change on the national level under a committed political will (see Chap. 5).

16.4.3 Synthesis and Key Messages

The concept of waste has evolved and is no longer viewed as mass that lacks value. Waste generation results in materials that can be recycled into valuable materials. This brings in the concept of a circular economy (CE) where materials from manufactured goods that have reached end of life can be recovered and recycled with minimal energy to produce valuable goods.

The zero-waste concept can be considered as a useful instrument to achieve a CE. It is a people-centered approach to the waste problem that encourages resource recovery, efficiency, and conservation of natural resources. Thus, allowing materials recovery to be injected back to the production process in a CE setting. Understanding the opportunities that are presented with embracing a CE and zero-waste concepts such as mitigation of climate change and minimizing the cost associated with cleaning and recovering can be beneficial especially for a country like Qatar that is grappling with waste associated with a surge in population and increased economic diversification. Sustainable future trends can be developed to guide in achieving the SDG 12 that calls for responsible production and consumption.

Qatar will have to transform the way it deals with its waste in terms of source segregation, collection, sorting, and regulations to be able to improve the recovery of the waste generated. This change would significantly reduce the need to extract raw materials, reduce carbon emissions, and bring in several other environmental benefits.

16.4.3.1 Driving Factors of Waste Generation in Qatar

The main driving factors of waste generation in Qatar is the rapid industrial development and economic diversification associated with the QNV 2030, the upcoming FIFA World Cup 2022, and the blockade. These factors have led to an increase in demographic growth and an increase in construction and development projects which in turn means a rise in waste generation rates. However, the lessons learned from these special circumstances can be of great value when integrated to complement existing laws and regulations in waste management. Poor systemic planning by government authorities on waste management, little awareness and information sharing affecting source segregation, and little incentives for recovery facilities are some of the major challenges experienced in the waste management sector in Qatar.

16.4.3.2 Transforming Waste Management Using Actors, Partnerships, and Instruments

An integrated approach to waste management, combining government effort with diverse stakeholders, can transform systems toward greater sustainability. The above case studies have also proven that waste management in Qatar can be tackled systematically, and solutions achieved. Top-down and bottom-up approaches can be effective approaches in unlocking the potential of technology to achieve the expected results. Therefore, this means that municipalities have a great opportunity to transform themselves from key areas of waste generation to ones that foster innovation for testing and advancing effective approaches for waste management.

The government, private entities, and the citizens all have an important part to play in waste management in Qatar. It is really important that every stakeholder is fully “on board” through awareness and knowledge sharing, and an unending commitment to ensuring equal access to affordable services for all. Through stakeholder engagement mechanisms, roles and responsibilities for every player will be assigned clearly. Participation can also be integrated into the policymaking process for effective outcomes. Partnerships are effective for proper service delivery to all citizens and involving the private sector for example can be of an advantage where there is better access to greater experience in operating modern technologies.

16.4.3.3 Achieving Behavioral Change

The importance of involving the community in the MSW management process is because they have a key role in waste generation and achieving behavior change would be largely beneficial in tackling the problem at the source through ways such as effective segregation. A functioning waste management system not only depends on technological advances but also relies on strategies and mechanisms deployed to influence behavior and attitude change toward the environment. Community engagement in MSW management processes can be achieved through awareness raising and information dissemination on the various waste generation streams and how to prevent and reduce waste. While a 2017 survey confirmed that the people of Qatar have an apparent willingness to change their waste handling practices to be more responsible, the same study indicated that 24% of the respondents did not know what happens to their collected waste. The top hurdle identified by the respondents themselves are deficiencies in the training of people (Clarke et al., 2017).

A possible explanation why compartment recycling bins located in different spots across the country are not achieving the intended purpose besides the insufficient level of awareness is the distance that people need to travel to reach refuse and recycling collection bins. This factor also influences their willingness to separate waste; as the distance to the recycling bins decreases, the number of fractions that citizens separate and collect at home increases (Gonzalez-Torre et al., 2005). This was clearly evident in Qatar through the outcomes of adopting the desk-side box alternative at Qatar University as explained in the case study above. The government and civil society groups among others can achieve community engagement through engaging volunteers and supporting innovative initiatives on waste management. An example of how information-based approaches could be used to influence the behavior of the individuals in society with regard to reducing waste generation is the Sustainable Ramadan Campaign, led by UNEP. This initiative focuses upon the holy month to encourage people to live more sustainable and reduce waste. These nudges can help the adoption of expanding infrastructure.

It is vital to note that behavioral changes within communities is gradual and takes time while applying different sets of legal, economic, and educational incentives to reach desired results. This is true even in more environmentally conscious societies. When Germany started its recycling system in 1991 with 3% recycling rate, it took them more than 25 years to achieve a recycling rate of 66% in 2017. 20 years was needed for the British country household recycling rate to increase from 5 to 64% (PFC, 2020). The Alpine region took the same period to reap the result of increasing citizen awareness through training and national policies to get volumes of non-recyclable waste generated to decline by about 90 kilos per person per year. Outstanding recycling rates was achieved eventually, like 93% of glass bottles and 91% of aluminum cans.

16.4.3.4 Instruments

Several instruments such as direct legislation, public policy, and regulations are effective in waste management and especially in influencing the society’s behavior related to achieving desired targets in waste management. The State of Qatar through its relevant ministries takes lead in formulating legislation, regulations, strategies, and initiatives for reducing waste followed by implementation. However, there is a need to combine long-term strategies and roadmaps with short-term targets and concrete measures locally to ensure effective implementation. Also, incentives that have the negative effects of preventing or discouraging actions to reduce waste need to be reviewed and upgraded to working ones.

Formulation and implementation of waste management interventions need to be tailored to local circumstances addressing the social and cultural factors such as values and norms, gender, food security, health, and equality that play a vital role in ensuring their success and impacts. Initiatives that address individual or system-level factors of waste and also include the social practices related to the waste generated are more likely to be effective, and technologies can be incorporated to accelerate the intervention.

16.4.4 Conclusion and Recommendations

Inspired by the QNV and its emanated NDSs Qatar has gained ground on the path of realizing the goal of sustainable development. However, in regard to waste management, a thorough review is required to improve and harmonize inputs of different stockholders. Zero waste is suggested as an ideal vehicle for renovating the current waste management system into a circular one, key recommended means are as follows:

  • Public participation should be at the center of waste management processes to encourage collaboration with members of the community and businesses while establishing clear strategic goals.

  • The relevant stakeholders involved must be able to secure political commitment to the set goals and targets and ensure that there will be continued support beyond political terms of office.

  • Continued awareness raising and information sharing is paramount to address behavior change by communicating clearly to waste generators on what is required of them and the roles that they can take up to allow for an effective waste management system.

  • Establishing additional partnerships between municipalities and private sector players to deliver efficient and sustainable services is crucial as waste generation is rapidly increasing in Qatar. The nongovernmental sectors and research institutions shall also be involved to provide technical assistance and capacity building.

  • Encourage sound institutions with clear roles and responsibilities to be able to capture the existing gaps in the waste management sector and to avoid overlapping of duties and activities. An example would be a well-resourced waste department that has been assigned an appropriate level of authority and autonomy.

  • Developing solutions to existing gaps within the sector by integrating sets of instruments including policy instruments such as direct legislation, economic such as subsidization, and exemptions, and social instruments like voluntary agreements and information nudging.

  • There is a need to allocate more authority to the existing environmental regulator in Qatar to allow for full enforcement of regulations and ensure compliance in an effective manner.

  • Qatar should develop and enforce a zero-waste framework law to guide waste management processes. There should also be an exclusive long-term resources management strategy to provide a long-term stable framework to secure embedding circular waste-related elements in future investments in infrastructure upgrading. A holistic Energy-Water-Food-Waste NEXUS for development planning would be an ideal comprehensive approach.