and independent media with high competence and professionalism. It shall convey the news and issues of the Arab region and the world, and contribute to the development of economic, political, cultural, sports and social aspects”. The fourth article mentions the allocation of a bud- get of 500 million Qatari riyals to the corporation. During this phase, Al Jazeera conducted a wide-ranging restructur- ing based on a series of decisions, policies, and procedures from an or- ganisational development aspect. Most significant was the appointment of a body of Executive Directors who report to the general manager and supervise the management of the network’s institutions, from tele- vision channels and electronic platforms to service sectors and special- ised centres. This restructuring coincided with the launch of the AJWT infrastructure development project in 2013, which marked a qualitative leap in the work of the network’s various components. As a result of this project, which lasted several years, Al Jazeera’s news production and accurate, quick and professional information delivery capacities were greatly enhanced, with the work system operating according to the latest engineering protocols and standards. In the context of the AJWT project, the engineering and technical frameworks of the network’s channels were unified, and new studios were built and equipped with the most current equipment to keep up with the technological revolution. Centralised control rooms were cre- ated, serving the network’s channels through the entire process from production to storage and archiving. Al Jazeera also developed the en- gineering and technical infrastructure of its external bureaus during this time as well as the communications networks between bureaus and the network’s headquarters. All of this made the news and programme pro- duction process easier, improved its efficiency, and reduced the cost of sharing content and live broadcasts from external bureaus with the Doha headquarters. From an editorial and technical aspect, the AJWT project empow- ered the network’s teams in news and programme production according to high technical standards and by way of the use of advanced tech- nologies such as augmented virtual reality and touch screen. To evenly distribute the benefits of this and transform the project’s output to a general institutional culture, the managing team organised a number of
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