In-Country Value (ICV) is becoming an important consideration for businesses seeking to compete for contracts, strengthen supplier relationships, and contribute to Qatar’s economic development. For companies working with energy-sector organizations and other participating buyers, ICV can influence how their local economic contribution is assessed during procurement and tender evaluations.
ICV goes beyond a company’s location or ownership. It considers the value a business contributes to the local economy through eligible spending on goods and services, workforce development, supplier development, and investment in fixed assets.
For CEOs, CFOs, procurement leaders, and project directors, ICV should be treated as a business planning priority rather than a last-minute certification exercise. Understanding the framework, maintaining reliable financial records, and identifying opportunities to increase local contribution can help businesses prepare for tenders and make better operational decisions.
This article explains the purpose of ICV certification, the main factors that influence an ICV score, the certification process, and practical steps businesses can take to strengthen their readiness. It covers:
- What ICV certification means and why it matters to business competitiveness
- How local procurement, workforce development, supplier development, and fixed-asset investment contribute to ICV
- The main steps involved in obtaining an ICV certificate
- How finance, procurement, HR, and operational teams can prepare the required information
- Practical considerations for improving ICV performance and tender readiness
Chapter 1
Understanding ICV Certification and Its Business Importance
What In-Country Value measures, why certification matters, and which businesses should consider it.
What is In-Country Value (ICV)?
In-Country Value measures the economic value a company contributes to Qatar through eligible local spending, workforce development, supplier development, and investment. The framework encourages businesses to retain more economic activity within the country while supporting local industries, talent, and supply chains.
The ICV framework is an important part of Qatar’s efforts to strengthen local supply chains, encourage domestic economic participation, and support the development of local businesses. Qatar’s broader government procurement framework also promotes local value through procurement policies and related requirements.
ICV is not simply a measure of whether a company is registered in Qatar. A company’s score depends on its eligible economic contribution and the evidence supporting that contribution.
Why does ICV certification matter?
ICV certification provides an independently validated assessment of a supplier’s contribution to the local economy. For tenders where ICV applies, the certified score can influence the commercial evaluation of a bid. It gives buyers a consistent basis for assessing local value and helps businesses understand how their operating decisions contribute to the framework.
For senior management, ICV is not simply a certification exercise. It can affect tender preparation, supplier selection, budget decisions, and how the company plans its growth. Reviewing ICV performance before a tender is announced gives leadership teams more time to identify gaps, gather supporting records, and make informed decisions about future commitments.
For businesses, the main benefits and considerations include:
Tender competitiveness
Where ICV forms part of the commercial evaluation, a company’s score can affect its competitive position. Maintaining a valid certificate and checking the tender requirements before submission helps avoid preventable issues. A strong score does not guarantee a contract, but it can be an important part of the bid.
Stronger local supply chain participation
ICV encourages businesses to assess how much eligible value they retain within Qatar. This can prompt companies to review their sourcing decisions, understand local supplier capabilities, and identify commercially viable opportunities to increase local participation.
Workforce capability
Investment in relevant training and skills development can help businesses build the capabilities needed for current contracts and future projects. It also encourages management to consider workforce development as part of its wider business and operational plans.
Supplier development
Developing relationships with capable local suppliers can improve supply continuity and strengthen the company’s ability to meet project requirements. Businesses may also identify opportunities to work with suppliers that can support their long-term operational needs.
Investment planning
Eligible fixed-asset investment can contribute to ICV performance. Reviewing planned capital expenditure against business needs and the applicable ICV methodology helps management understand the potential contribution of investment decisions without compromising commercial priorities.
Better management visibility
An organized view of ICV-related expenditure helps finance, procurement, HR, and operations teams understand where information comes from and where improvements may be possible. This can support more consistent reporting, clearer accountability, and better preparation for future certification.
Readiness for procurement requirements
Certification involves more than completing a scorecard. Companies need reliable financial information, supporting documents, and coordination across departments. Preparing these records in advance can reduce last-minute work and help teams respond to validation requests.
ICV certification should not be treated as a guarantee of contract awards. Businesses must still meet the relevant technical and commercial requirements, including price, quality, experience, delivery capability, and other tender conditions. The value of ICV lies in understanding how local contribution is assessed and managing it as a measurable part of business performance.
Who should consider ICV certification?
ICV certification is relevant to businesses that supply goods, deliver services, or undertake projects for organizations that apply In-Country Value requirements in their procurement processes. For these businesses, understanding ICV early can help them prepare the required information, assess their local contribution, and avoid delays when responding to tenders.
Suppliers bidding for energy-sector contracts
Local suppliers seeking contracts with Qatar’s energy sector should pay particular attention to ICV requirements. The program forms part of the sector’s procurement process, and an applicable ICV score can influence commercial evaluation. Businesses should check the tender conditions and ensure that their certificate or score meets the requirements by the specified deadline.
Contractors and subcontractors
Contractors working on engineering, construction, maintenance, technical services, and other projects may need to consider ICV when bidding for eligible contracts. Subcontractors should also understand the expectations of the main contractor, particularly where local sourcing, workforce development, or supplier commitments form part of the project’s procurement requirements.
Industrial manufacturers and service providers
Manufacturers and service providers supplying larger organizations can use ICV as an opportunity to review their local business contribution. This includes understanding eligible local purchases, investment in equipment and facilities, workforce training, and supplier development. Manufacturers should also check whether any specific provisions apply to their business under the current ICV program.
Companies with significant local spending
Businesses that spend substantially on goods, services, training, and operational assets in Qatar should assess whether their existing records adequately capture these activities. A clear view of local expenditure can help management identify gaps in its records, understand its current position, and make informed decisions about future procurement and investment.
Businesses targeting government and institutional procurement
Companies planning to expand into government or institutional contracts should review the requirements of each relevant procurement framework. Qatar’s energy-sector ICV program and the government procurement framework have distinct implementation arrangements, so businesses should not assume that the same deadlines or requirements apply to every tender.
ICV certification is not automatically required for every business operating in Qatar. Its relevance depends on the procurement program, the purchasing organization, the supplier’s circumstances, and the tender conditions. Before bidding, businesses should confirm whether certification is required, which documents must be submitted, and how long the certificate remains valid.
ICV in Qatar: what the numbers tell us
ICV is part of Qatar’s effort to strengthen local industries, develop suppliers, and retain more economic activity within the country. The framework gives participating organizations a way to assess suppliers’ local contributions and encourages businesses to consider how their purchasing, training, and investment decisions support domestic economic activity.
The official ICV Digital Portal provides a useful indication of participation in the certification program. At the time of research, its dashboard showed these approximate figures:
- 6,900 Registered suppliers
- 4,000+ Valid certificates
Source: ICV Digital Portal dashboard, at the time of research. Live figures, not fixed annual statistics.
The figures indicate that ICV certification is an established consideration for a substantial group of suppliers. However, registration and certificate totals alone do not show how many suppliers are bidding for contracts, how scores affect individual tender outcomes, or how much local economic value has been generated.
For business leaders, the more important question is how ICV applies to their own commercial objectives. A company targeting relevant contracts should understand the applicable requirements, maintain accurate financial and procurement records, and identify which parts of its local contribution can be properly evidenced.
Preparing early also gives management more time to coordinate finance, procurement, HR, and operations. Rather than assembling information just before a tender closes, businesses can establish a regular process for reviewing records, monitoring certificate validity, and planning future commitments.
ICV should therefore be considered as part of tender preparation and business planning wherever the relevant procurement framework applies. The aim is not simply to obtain a certificate, but to understand the company’s position and prepare reliable information when a buyer requests it.
Chapter 2
What Influences an ICV Score?
Local procurement, workforce training, supplier development, fixed assets, and the financial records that connect them.
The five areas that shape an ICV score
A company’s In-Country Value (ICV) score reflects the eligible economic value it generates through its operations in Qatar. For businesses participating in applicable energy-sector procurement programs, the score provides a way to demonstrate how their spending, workforce activities, supplier relationships, and investments contribute to the local economy.
The score is not determined by company size alone. What matters is how eligible costs are assessed under the applicable methodology, how they relate to the company’s total costs, and whether the reported information is supported by reliable records.
For senior management, understanding these components helps connect everyday business decisions with local value objectives. Procurement choices, training budgets, supplier relationships, and capital expenditure can all have a bearing on ICV performance when they meet the relevant eligibility requirements.
1. Local procurement of goods and services
Local procurement is a central part of the ICV framework. It considers eligible expenditure on goods and services, including relevant manpower compensation and overhead costs. The contribution depends on the nature of the purchase, the supplier, the applicable calculation rules, and the supporting information available.
For businesses that rely heavily on imported materials, equipment, or specialist services, reviewing procurement arrangements can help identify where suitable local alternatives may be available. This does not mean that every purchase should be shifted to a local supplier. The decision must also account for technical specifications, quality, price, availability, safety, and delivery schedules.
Where businesses can identify opportunities
- Review spending by category. Examine major procurement categories such as materials, equipment, maintenance, professional services, transportation, and operational supplies. Identifying the largest areas of expenditure helps management focus on purchases that may offer meaningful opportunities for local sourcing.
- Assess local supplier capability. Determine whether suppliers operating in Qatar can meet the required technical, quality, capacity, and delivery standards. A supplier’s local presence alone does not establish that the entire purchase qualifies as eligible local expenditure.
- Consider the full procurement arrangement. Review whether goods are manufactured locally, imported directly, or supplied through a local distributor. The applicable ICV methodology determines how each transaction is treated, so businesses should avoid assuming that all purchases invoiced by a Qatar-based company receive the same treatment.
- Build procurement decisions into annual planning. Procurement teams can work with finance and project managers to identify categories where local sourcing is commercially viable. This allows supplier evaluations and sourcing decisions to take place before project deadlines create pressure.
- Maintain visibility over supplier spending. Purchase orders, invoices, contracts, supplier details, and accounting classifications should provide a consistent record of expenditure. Where the methodology requires supplier-level information or consideration of a supplier’s own ICV score, the relevant data should be available.
Why this matters to business leaders
Local procurement can support ICV performance while creating stronger connections with businesses operating in Qatar. It may also reduce exposure to long international supply routes, improve access to certain services, and shorten replenishment times where local capacity is available.
The commercial objective is to develop a sourcing model that supports both business performance and local value creation. A lower-cost purchase is not automatically the best decision if it creates quality, operational, or delivery risks. Similarly, a local purchase should not be assumed to improve the score without checking its eligibility and treatment under the relevant rules.
2. Workforce training and development
Workforce training contributes to the development of skills and capabilities needed by businesses operating in Qatar. Under the ICV framework, eligible expenditure on workforce training can contribute to the score, subject to the applicable methodology and documentation requirements.
For employers, training should be linked to genuine business needs. Companies may need to develop technical skills, improve safety practices, prepare employees for new equipment, strengthen project management, or build specialist capabilities required by clients.
Training areas businesses can consider
- Technical and operational training. Employees may require training in equipment operation, engineering practices, maintenance, quality assurance, safety procedures, or other technical areas relevant to their roles.
- Professional and management development. Training in project management, financial controls, procurement, leadership, and contract administration can support stronger operational performance and prepare employees for greater responsibility.
- Training linked to business expansion. When a company introduces new services, technologies, or operating methods, employees may need additional training before the business can deliver those services effectively.
- Workforce capability planning. HR and operational leaders can identify current skill gaps and assess which capabilities will be needed for upcoming contracts. This helps connect training budgets with project requirements and longer-term workforce development.
How training expenditure should be managed
Training records should clearly identify the activity, provider, employees involved, training dates, and associated costs. Invoices, attendance records, course details, and payment evidence can help establish what training took place and how much was spent.
Finance and HR teams should agree on how eligible expenditure is recorded and reported. For example, an invoice covering several services may require further review before the training-related amount can be identified accurately. Businesses should also distinguish actual training expenditure from general payroll or employee-related costs that may fall under different parts of the methodology.
Companies should not assume that every course, conference, certification fee, or employee development expense qualifies. The treatment must be confirmed against the applicable ICV rules.
The wider business value
A well-planned training program can improve employee capability, reduce avoidable operational errors, and help businesses meet customer requirements. It can also support continuity when experienced employees leave or new projects require additional skills.
For management, the important consideration is whether training investment addresses a real capability need. Training should have a clear purpose, a defined audience, and a reasonable connection to the company’s operating requirements.
3. Supplier development
Supplier development focuses on improving the capability of local suppliers so they can meet the standards required by customers and larger contractors. It goes beyond purchasing from a supplier. It involves activities intended to strengthen the supplier’s ability to deliver reliable goods or services.
Under the ICV framework, eligible expenditure on supplier development can contribute to the score. The activity and associated costs must meet the requirements of the applicable methodology.
What supplier development can involve
- Technical capability improvement. A business may work with a supplier to address technical gaps, improve product consistency, or strengthen its ability to meet project specifications.
- Quality and process improvement. Supplier development may involve activities designed to improve quality management, documentation, production processes, or delivery performance.
- Operational and delivery capability. Businesses can assess whether local suppliers have the capacity, equipment, and processes needed to support expected demand and meet agreed schedules.
- Knowledge sharing and capability building. Where appropriate, a company may help a supplier understand technical requirements, quality expectations, or relevant operating procedures. Any costs claimed under ICV must be assessed under the applicable rules rather than assumed to qualify simply because knowledge was shared.
Moving from supplier selection to supplier development
Procurement teams often evaluate suppliers based on price, quality, delivery, and technical compliance. Supplier development adds another consideration: whether a supplier has the potential to improve and support the business over time.
For example, a contractor may identify a local maintenance supplier with suitable technical knowledge but limited documentation or quality-control processes. A structured development initiative could focus on improving those processes and measuring whether the supplier meets the required standards more consistently.
The objective is not to overlook supplier deficiencies or reduce procurement standards. It is to determine whether practical improvements can help a supplier become a more reliable part of the supply chain.
Managing supplier development expenditure
Businesses should be able to explain the purpose of a development activity, identify the supplier involved, describe the work undertaken, and demonstrate the related expenditure. Records may include development plans, agreements, activity descriptions, invoices, and evidence of completed work.
Ordinary purchasing expenditure should not automatically be classified as supplier development. The business must distinguish between buying a product or service and spending on a qualifying activity intended to develop the supplier’s capability.
Why supplier development matters
A capable local supplier base can give businesses more options when planning projects and responding to changing demand. It may also reduce dependence on a limited number of overseas suppliers and help improve continuity for selected goods and services.
For leadership teams, supplier development is most useful when it supports a defined business need. The strongest initiatives have clear objectives, measurable improvements, and a sound commercial rationale alongside their potential ICV contribution.
4. Investment in fixed assets
Investment in fixed assets is another component of the ICV framework. It relates to qualifying assets associated with operations in Qatar, with the treatment of capital investment, depreciation, and amortization determined by the applicable methodology.
For businesses planning expansion or upgrading existing operations, this component creates a reason to consider how investment decisions support local operating capacity. However, purchasing an asset does not automatically generate an equivalent ICV contribution. Eligibility and calculation depend on the rules in force.
Types of investment businesses may need to assess
- Operational equipment. Manufacturing, engineering, maintenance, and industrial businesses may invest in machinery, tools, or equipment needed to deliver their services.
- Facilities and operational infrastructure. Depending on the asset and applicable rules, businesses may need to assess qualifying investment in facilities or infrastructure used for their local operations.
- Technology and production capability. Investment in equipment or systems that support local production, operational efficiency, or service delivery may be relevant, subject to the asset’s classification and the applicable methodology.
- Expansion of local capacity. A company planning to increase production, establish additional operating capacity, or improve its ability to serve customers locally should consider the financial and operational implications of its investment decisions.
These are areas to assess, not a list of assets that automatically qualify. Businesses should confirm the treatment of each relevant asset before including it in an ICV calculation.
Financial information required for assessment
Finance and operations teams should maintain a clear record of the assets held and acquired during the relevant financial period. Depending on the requirements, supporting information may include:
- Fixed-asset registers and asset descriptions
- Purchase invoices, contracts, and payment records
- Acquisition dates, costs, and accounting classifications
- Records of depreciation and amortization where relevant
- Information showing the asset’s location and use in the business
- Supporting financial statements and related accounting records
The accounting treatment and the ICV treatment may not be identical in every case. An asset recorded in the financial statements should therefore be assessed against the ICV methodology rather than automatically included at its accounting value.
Aligning investment with business plans
Capital investment decisions should be based on demand, operational requirements, expected utilization, cost, and the company’s financial position. ICV may be one consideration, but it should not be the sole reason to purchase equipment or expand a facility.
For example, a business considering new equipment should evaluate whether the investment is commercially justified, whether it improves local operating capability, and how the asset will be used. Finance teams can then assess its accounting treatment and potential ICV relevance.
This approach connects ICV considerations with capital planning while reducing the risk of making investments that do not meet the business’s needs.
5. Financial records and supporting evidence
Financial information connects the different ICV components. Procurement records show where money was spent, HR records support relevant workforce training information, supplier development records explain qualifying activities, and fixed-asset records provide information about investments.
The ICV scorecard is a historical view of achieved local value based on the relevant audited financial information. The official ICV methodology and submission requirements determine the reporting period, eligible costs, classifications, and supporting evidence needed for validation.
A company may carry out activities that appear relevant to ICV but still be unable to demonstrate their contribution if its records are incomplete or inconsistent. Accurate documentation is therefore part of financial control, not merely an administrative task completed at the end of the year.
Connecting information across departments
- Finance and accounting maintain the financial records, review expenditure classifications, and reconcile the information with the relevant financial statements.
- Procurement provides supplier details, purchase information, contracts, invoices, and the records needed to understand the nature of goods and services purchased.
- Human resources maintains training information, employee participation records, provider details, and related expenditure information.
- Operations and asset management provide information on equipment, facilities, asset acquisitions, and the use of assets in local operations.
- Senior management reviews the overall position, assigns responsibility for the relevant information, and ensures that ICV considerations are incorporated into appropriate business decisions.
These functions should use consistent definitions and reporting periods. If procurement records classify a purchase differently from the accounting system, for example, the difference should be resolved before the information is used in the scorecard.
Why reconciliation matters
A reconciliation helps establish that reported information agrees with the underlying records. It can identify duplicate entries, missing invoices, incorrect supplier classifications, costs assigned to the wrong period, or amounts that require further eligibility assessment.
Businesses should also distinguish between expenditure that is recorded in their accounts and expenditure that qualifies under the ICV methodology. Accounting recognition alone does not establish eligibility.
A clear audit trail allows the company and its certifier to understand how reported amounts were derived and where supporting evidence can be found. It also reduces the need to reconstruct transactions when certification is approaching.
Building confidence in reported ICV information
Reliable records give management a clearer view of the company’s local contribution and make it easier to explain the figures used in an ICV submission. They also help finance and procurement leaders identify changes in spending patterns and assess whether business decisions are producing the intended results.
The aim is to make ICV information a consistent part of financial and operational reporting. When the underlying records are maintained throughout the year, the company has a stronger basis for assessing its performance under the applicable methodology.
A message from Samer Ali Hasan
“ICV is an opportunity for businesses to strengthen their local contribution while building the capabilities needed for long-term growth. When companies connect procurement, people development, investment, and financial discipline to a clear business strategy, they can improve their readiness for tenders and build stronger relationships across the local market.”
Chapter 3
ICV Certification Process and Tender Readiness
Six practical steps from confirming the requirements to submitting a tender, and how the scorecard differs from the ICV plan.
How does ICV certification work?
ICV certification provides an independently validated assessment of a company’s contribution to Qatar’s local economy. For suppliers and contractors, the process involves preparing an ICV scorecard, providing financial and operational evidence, and having the submission reviewed by an approved ICV certifier.
The work begins well before the scorecard is submitted. Businesses need to organize their financial information, confirm which expenditure qualifies under the applicable methodology, and ensure that the figures can be supported by reliable records.
The following steps explain how companies can approach ICV certification and prepare for tender submissions.
Step 1: Confirm the applicable ICV requirements
Before preparing the scorecard, establish which ICV requirements apply to your business and the tenders you intend to pursue.
Start by identifying the relevant procurement program and reviewing the tender documents. Check whether the buyer requires a valid ICV certificate at the commercial bid submission date, an ICV plan, or additional supporting information.
Management should confirm:
- Whether ICV certification applies to the target tender
- The certificate validity requirements and bid submission deadline
- The financial reporting period and supporting documents required
- Whether an ICV scorecard, an ICV plan, or both are required
- Any specific instructions issued by the purchasing organization
This initial review helps businesses plan the work, assign responsibility, and avoid discovering additional requirements close to the submission deadline.
Step 2: Register and engage an approved ICV certifier
Companies should register through the relevant ICV digital portal and complete the required company information. Registration generally includes providing business details, uploading the requested documents, and identifying the goods and services supplied by the company.
Once registration is complete, the company should select an approved ICV certifier from the relevant program’s authorized list. The certifier independently reviews the scorecard and supporting evidence to assess whether the submission follows the prescribed methodology.
Before starting the engagement, clarify the following:
- The scope of the certification assignment
- The financial and operational documents required
- The responsibilities of the company and certifier
- The expected review schedule and any information deadlines
- The professional fees and payment arrangements
The company remains responsible for providing complete and accurate information. Appointing a certifier does not remove the need for internal checks or management oversight.
Step 3: Prepare the ICV scorecard and supporting records
The ICV scorecard measures a company’s historical contribution to the local economy. The assessment covers eligible goods and services, workforce training, supplier development, and investment in fixed assets. The applicable ICV methodology determines how these elements are calculated and assessed. Businesses should use the relevant financial information and prepare supporting records for each category.
- Goods and services: Review procurement expenditure and identify eligible local spending. Maintain purchase orders, supplier invoices, contracts, payment records, and other evidence needed to substantiate the amounts reported.
- Workforce training: Compile records of eligible training expenditure, including invoices, attendance records, training agreements, and other supporting documents where applicable.
- Supplier development: Identify relevant supplier development expenditure and activities. Keep evidence of the costs incurred and confirm that they meet the applicable criteria.
- Investment in fixed assets: Review the fixed-asset register and supporting purchase documents. Confirm the relevant asset values, accounting treatment, and eligibility under the methodology.
The company should reconcile the information with its accounting records and latest audited financial statements. Amounts, reporting periods, and classifications must be consistent with the applicable submission requirements.
A useful approach is to prepare a working file that records each reported amount, its source, the supporting document, and the person responsible for confirming it. This makes it easier to answer questions during validation and reduces the risk of unsupported figures entering the scorecard.
Step 4: Submit the scorecard for independent validation
Once the scorecard and supporting documents are ready, submit them to the appointed certifier through the required process.
The certifier reviews the information against the applicable ICV methodology and examines the evidence supporting the reported amounts. If information is incomplete, inconsistent, or unclear, the certifier may request additional documents or explanations.
During this stage, the company should:
- Assign one person to coordinate communication with the certifier
- Respond to information requests within the agreed timeframe
- Provide original or otherwise acceptable supporting records as required
- Explain significant differences between financial records and scorecard figures
- Correct errors and resubmit information where necessary
Finance, procurement, HR, and operations teams may all need to contribute. For example, finance may confirm expenditure against the accounts, procurement may verify supplier information, and HR may provide workforce training records.
Management should review the submission before it is finalized. A clear audit trail and timely responses help the validation process move forward without unnecessary delays.
Step 5: Complete certification and retain the final documents
After the scorecard has been validated and approved, the required digital confirmation and certification documentation are completed through the applicable process.
The final documentation includes the certified ICV scorecard, the certificate, and a Factual Findings Report (FFR). The supplier and certifier complete the required signing and confirmation steps.
Once certification is complete, the company should retain the final documents in a central location accessible to the teams responsible for tenders and compliance. The records should include:
- The current ICV certificate
- The certified ICV scorecard
- The Factual Findings Report
- The supporting documents used for the assessment
- Relevant correspondence concerning validation and corrections
- The certificate expiry date and renewal responsibilities
Keeping these records organized makes it easier to respond to tender requirements, plan for renewal, and prepare the next certification cycle.
Companies should also confirm the applicable renewal requirements rather than assume that an existing certificate will remain valid indefinitely. The official ICV portal states that suppliers should generally obtain a new certificate annually, subject to applicable exceptions and program rules.
Step 6: Prepare for the tender submission
Obtaining an ICV certificate is only one part of tender preparation. The company must also ensure that its certificate and other bid documents meet the purchasing organization’s requirements.
Before submission, check that the certificate is valid on the required date, the score and supporting information are correct, and all required forms have been completed.
Where a tender requires an ICV plan, the company must also prepare its proposed local contribution for the contract.
An ICV plan is forward-looking. It sets out planned eligible spending during contract execution, using the relevant template and methodology. For selected energy-sector contracts, the plan may form part of the tender submission and represent a commitment to be assessed at the end of the contract.
Businesses should make these commitments carefully. Proposed spending should reflect the actual project scope, procurement strategy, workforce requirements, and investment plans. Unrealistic commitments can create difficulties during contract delivery and subsequent assessment.
Before the bid is finalized, management should confirm:
- The certificate and scorecard meet the tender requirements
- The ICV plan has been completed where required
- Proposed commitments are commercially achievable
- The teams responsible for delivery understand their commitments
- A process is in place to monitor actual performance during the contract
- All ICV documents are included in the correct tender section
An ICV score can influence commercial evaluation where the program applies, but it does not guarantee a contract award. Technical compliance, price, delivery capability, and the other tender criteria remain important.
How long does ICV certification take?
The official ICV portal indicates an average certification period of approximately 2–3 weeks. This is an indicative average rather than a guaranteed completion time.
The actual duration may depend on the completeness of the submission, the availability of supporting records, the number of clarification requests, and the certifier’s review process.
Companies should allow sufficient time for internal preparation before starting the formal validation stage. Waiting until a tender deadline is approaching can leave little time to resolve missing documents or inconsistencies.
For businesses pursuing several tenders during the year, maintaining an organized record of ICV-related information can also make future renewals and submissions easier to manage.
ICV scorecard vs. ICV plan: what is the difference?
Although the ICV scorecard and ICV plan are connected, they serve different purposes in the procurement process.
ICV scorecard: a record of historical performance
The scorecard assesses the company’s achieved ICV contribution based on the applicable methodology and historical financial information. It provides a validated view of the company’s eligible local contribution and can be used during commercial tender evaluation where required.
ICV plan: a commitment for future performance
The ICV plan sets out the eligible local spending a company expects to make while delivering a particular contract. Where required, it forms part of the tender submission and provides a basis for assessing the company’s performance against its commitments.
The distinction matters because a company may have a certified historical score but still need to prepare a separate plan for a particular tender.
Management should treat the scorecard as a record of past contribution and the plan as a commitment that must be managed during contract delivery. Procurement, finance, and project teams should work together to ensure that proposed commitments are realistic and can be tracked throughout the project.
How CLA Qatar can support business readiness
ICV preparation requires coordination between financial records, procurement information, workforce data, and operational planning. Businesses benefit from a structured approach that identifies gaps early and establishes clear responsibility for the information needed.
CLA Qatar can discuss the accounting, financial reporting, documentation, and business advisory considerations associated with ICV readiness, subject to the relevant engagement scope and applicable program requirements.
A practical readiness review can help management identify incomplete records, improve coordination between departments, and establish a clearer process for preparing certification submissions. Where formal certification is required, businesses should confirm the appointed or approved certifier requirements for the relevant program.
Explore ICV Certification: Key Questions for Businesses in Qatar
What is ICV certification in Qatar?
ICV certification is an independent validation of a supplier’s or contractor’s In-Country Value contribution under the applicable program. It assesses eligible local economic contribution using the relevant methodology and supporting evidence.
Is ICV certification mandatory in Qatar?
The requirement depends on the procurement framework and tender. ICV is a requirement for applicable energy-sector tenders under the relevant program. For broader government procurement, requirements and implementation timelines may differ. Businesses should check the latest official guidance and the specific tender conditions before bidding.
How long does ICV certification take?
The official ICV portal FAQ has indicated an average of approximately two to three weeks. Businesses should allow additional time if records are incomplete or the certifier requires clarification.
What documents are needed for ICV certification?
Requirements depend on the applicable scorecard and methodology. Businesses should expect to prepare relevant financial information and supporting records for eligible procurement, training, supplier development, and fixed-asset investment. The approved certifier should confirm the complete document list.
Does a higher ICV score guarantee a contract?
No. An ICV score can influence commercial evaluation where ICV applies, but it does not guarantee an award. Technical compliance, price, experience, delivery capacity, and other tender criteria may also affect the outcome.
How can a company improve its ICV performance?
A company can review eligible local procurement, workforce training, supplier development, and fixed-asset investment. It should also improve data quality, maintain supporting records, and assess its performance regularly against the applicable methodology.
How often should a company renew its ICV certificate?
The required validity period depends on the applicable program and certificate conditions. Suppliers should check the current portal guidance and ensure that their certificate meets the requirements on the tender submission date.
Summary: making ICV part of business strategy
ICV certification is more than a document to attach to a tender. It provides a structured way to assess how a business contributes to Qatar’s economy through eligible procurement, workforce development, supplier development, and investment.
For senior leaders, the priority is to connect ICV with the decisions that shape business performance. Strong financial records, reliable supplier information, coordinated internal teams, and early certification planning can improve readiness when ICV requirements apply.
Businesses should confirm the rules for each procurement program, prepare their evidence well in advance, and make commitments that can be delivered and measured. A disciplined approach can support tender readiness while strengthening local capability and long-term competitiveness.
Talk to CLA Qatar About ICV Readiness
CLA Qatar can help businesses consider the financial reporting, documentation, and planning requirements associated with ICV readiness. Contact CLA Qatar to discuss your business’s requirements and the appropriate next steps.
