Training center aims to provide advanced courses utilizing internationally renowned experts in various professional fields. Currently, most courses held in Kuwait are conducted by local and international trainers with limited expertise due to the high and unjustifiable costs that would occur if more experienced trainers carry out those training programs. By accommodating the trainer at the centre, and with the provision of adequate-sized training halls, in-house catering, the end-user will pay less for more value. In addition, the training resource center will be a hub for trainers and academics that can develop new programs customized to local needs.

1. 2014
Dr. Zia Ahmed
Venture Art
12/18/2014
Brief Project Report Training
Center Kuwait

2. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 2
Brief Feasibility Report
Education and Training Sector
Kuwait
By: - Dr. Zia Ahmed
http://www.ventureart.biz/
zia@milestonevision.com

3. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 3
Table of Content
1. Services include:...................................................................................................................5
2. Market Needs..........................................................................................................................5
2.1. The Market ....................................................................................................................6
3. Demographics.........................................................................................................................7
3.1. 1- Corporate .................................................................................................................7
3.2. 2- Manpower Governmental Restructuring Program - MGRP....................7
3.3. 2- Public Authority of Applied Education & Training - PAAET....................7
3.4. 4- Oil Sector..................................................................................................................8
3.5. 5- Civil Services Commission - CSC....................................................................8
3.6. 6- Kuwait Foundation of Advancement Sciences - KFAS............................8
3.7. 7- Public Courses ........................................................................................................8
4. Market Trends ......................................................................................................................14
4.1. Market Growth ...........................................................................................................14
4.2. Macro environment ..................................................................................................14
4.3. Economic and Political Changes..........................................................................15
4.4. Technological Changes ...........................................................................................15
4.5. Legal Changes............................................................................................................15
4.6. Competitive Activities .............................................................................................16
5. About Educational Institute.............................................................................................17
5.1. Service Offering.........................................................................................................17
5.2. Training programs are classified as follows:..................................................17
5.3. Positioning ...................................................................................................................18
5.4. Competition.................................................................................................................18
5.5. Direct Competition ...................................................................................................19
5.6. Indirect Competition................................................................................................19
6. Channels of Revenue: .......................................................................................................20

4. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 4
Table 1 - Kuwait Demographics..........................................................................................................9
Table 2 - Kuwait Gender Analysis ......................................................................................................9
Figure 1 - Families in Kuwait............................................................................................................10
Figure 2 - Demographics ...................................................................................................................11
Figure 3 - Employment Kuwait .........................................................................................................12
Figure 4 - Private Sector Employment ..............................................................................................13

5. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 5
1.Services include:
 Diploma Certificates for PAAET
 Diploma Certificates for the public
 Short Courses provided to the public
 Training programs to CSC
 Training programs provided through MGRP
 Specialized courses
 Corporate courses
 Conferences
 Abroad training programs
 Training Resource Centre
2.Market Needs
Training center aims to provide advanced courses utilizing internationally
renowned experts in various professional fields. Currently, most courses held
in Kuwait are conducted by local and international trainers with limited
expertise due to the high and unjustifiable costs that would occur if more
experienced trainers carry out those training programs.
By accommodating the trainer at the centre, and with the provision of
adequate-sized training halls, in-house catering, the end-user will pay less for
more value. In addition, the training resource centre will be a hub for trainers
and academics that can develop new programs customized to local needs.

6. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 6
2.1. The Market
The main segments of the market are:
 Governmental governing bodies such as:
o PAAET
o CSC
o MGRP
o KFAS
 Private Sector
o KSE listed companies
o Corporate
o Start-up companies
 Oil and Industrial companies
 The Public
 Niche
These market segments vary in their demand and each has peculiar needs that
can be satisfied through general and customized training programs.

7. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 7
3.Demographics
3.1.1- Corporate
The corporate segment comprises 29% of the total training market in Kuwait,
with listed companies over 180 companies and hundreds of other holding, and
family-run companies. The corporate segment is growing fast and is increasing
competitive advantages through Training & Development.
The market for corporate training is diversified, as it includes learning basic IT
skills, Language, Technical, Management and Leadership types of training
programs.
3.2.2- Manpower Governmental Restructuring Program - MGRP
The MGRP, although relatively new to the market, is one of the governing
bodies to develop the knowledge and skills of Kuwaiti Nationals in order to
qualify them into the private sectors.
Over 10,000 new Kuwaiti employees are entering the private sector ever since
MGRP was established in 2003, with the main incentive provided to the private
companies of receiving 2,500 KD in exchange of training those employees. On
the other hand, Companies are required to employ Kuwaitis with a pre-set
percentage by the government depending on the sector.
3.3.2- Public Authority of Applied Education & Training - PAAET
65% of High school graduates enroll in either University of Kuwait, or PAAET.
The remaining graduates with the intention of continuing civil academic studies
in Kuwait are governed by PAAET to pass them through Private Training
Institutes for a reception of Diploma degree in two years. In exchange, PAAET
offers 2,500 KD per student to the training institutes, whose capacity of each
diploma study is 200 students.

8. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 8
3.4.4- Oil Sector
The Oil sector is one of the most important segments due to the frequency
needed to continually train its workforce. With 10.3% of total training market,
this segment requires all sorts of training programs, and by far, some highly
technical programs are considered the most expensive amongst the training
industry.
Although the Oil sector has a Training Centre (PTC) of its own, many of its
programs are handled by private training institutes in Kuwait and abroad.
3.5.5- Civil Services Commission - CSC
CSC is responsible for the management of training programs to all Ministries in
the country. With over than 10 million KD spent on training, CSC is the fifth
largest segment of the training market.
Most of the programs are directed to improve soft skills, management and
leadership, with only relatively few task-specific programs.
3.6.6- Kuwait Foundation of Advancement Sciences - KFAS
By law, certain company types are obliged to pay a contribution to KFAS at the
end of their financial years. In exchange for that, KFAS offers each of the
participating companies the privilege to enroll in training programs.
3.7.7- Public Courses
Public courses are scheduled training programs offered to the public. Training
institutes tend to market their training programs on the basis of demand and
market trends. Individual participants usually pay from their own pockets to
enroll in such programs to develop personal and professional skills in order to
move up the professional ladder.

9. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 9
Table 1 - Kuwait Demographics
Table 2 - Kuwait Gender Analysis
Kuwaiti Non Kuwaiti Total
Population 1,242,499 2,722,645 3,965,144
Employment 439,204 1,931,850 2,371,054
Government 309,417 129,787 439,204
Private 89,308 1,225,492 1,314,800
Owners
Domestic 574577 574,577
Student (15 and above) 212,171 161,060 373,231
Housewife 69,672 192,659 262,331
Retired 83,533 790 84,323
Unemployed 11,531 30942 42,473
Other 7,624 13713 21,337
Student (0-5) 164,483 156,459 320,942
Student (5-9) 158,377 136,935 295,312
Student (9-15) 136,383 100,231 236,614
1,242,499 2,722,645 3,965,144
Total Population Male Female Total
Kuwaiti 610545 631954 1242499
Non Kuwaiti 1772413 950232 2722645
Total Population 2382958 1582186 3965144
By Employment Male Female Total
Government 168,702 140,715 309,417
Private 44,032 45,276 89,308
Total 212,734 185,991 398,725
By Employment Male Female Total
Government 87,133 42,654 129,787
Private 1,107,091 118,401 1,225,492
Domestic 268,002 306,575 574,577
Total 1,462,226 467,630 1,929,856
Non Kuwaiti Employment
Total Gender Distribution
Kuwaiti Employment

10. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 10
Figure 1 - Families in Kuwait

11. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 11
Figure 2 - Demographics

12. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 12
Figure 3 - Employment Kuwait

13. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 13
Figure 4 - Private Sector Employment

14. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 14
4.Market Trends
 Increasing awareness about the importance of developing personal and
professional skills to enter the job market.
 Companies are recognizing the significance of training and development
to efficiency and increasing productivity.
 Managers are motivating the morale of their employees by rewarding
them the opportunities to develop knowledge and skills.
 Global changes in economic, technological, social, and environmental
aspects are increasing pressure on organizations to adopt with new
developments.
 High standards of living are pushing professionals to increase competent
knowledge and skills to move up vertically and/or horizontally through
organizations.
4.1. Market Growth
The Training market is growing rapidly; faster than the natural increase rate of
population. Cross-countries training institutes are seizing opportunities all over
the world. With many specialized training institutes offering unique
certifications, those institutes have monopolistic effect on the delivery of their
training programs.
Like Europeans, and Japanese, the regional market is accelerating its effort to
improve manpower productivity through various training programs.
4.2. Macro environment
The market for training is growing at around 5% annually. Several aspects
impact the growing demand for training programs such as:

15. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 15
4.3. Economic and Political Changes
In recent years, political settlement in the region coupled with high returns on
oil has encouraged the business environment to re-direct investments in the
country. From the government stand point, Kuwait has the potential and need
to grow and attract financial products to be able to trail the development of
other areas in the Gulf.
The private sector has also gained from the recent economic boom, with The
Stock Exchange reaching the highest peak in a decade. However, with
competitive salaries offered from other GCC countries, many have suffered a
loss of key personnel to those countries, leaving the less-skilled behind.
The government is also entering into a new phase of e-government, Islamic
Financial banking and subsequent financial products, as well as, B.O.T.
scheme. These, among other changes are leveraged by widening awareness
and professional skills through intensive training, seminars, and conferences.
4.4. Technological Changes
The advancement of communication and telecommunication technologies
have affected largely the daily business behaviours to adapt and benchmark
with latest development. This, as a result had put a pressure on organizations
to develop technical skills in order to absorb the stream of information about
new developments.
4.5. Legal Changes
Several legal changes work in favor of training & development. For example,
because of the constitutional obligation to find jobs for Kuwaitis, the public
sector is saturated with Kuwaitis, many sharing positions or working in non-
essential jobs. To rationalize the public sector, the GOK has been
offering incentives, and training, backed by legislation, to make the private

16. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 16
sector more attractive for Kuwaitis. Within this context, the GOK has enacted
several laws and
regulations to induce Kuwaitis to work with the private sector through MGRP.
4.6. Competitive Activities
Competition is advancing through the introduction of new- often - flashy
training titles. Few, however, are matching training materials to the local
cultural and environmental needs. Geographically, some training institutes are
expanding in the country and around the Gulf countries.

17. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 17
5.About Educational Institute
Educational Institute Training will provide integrated training solutions to
clients in both public and private sectors. It will work with renowned
international trainers to bring latest professional programs tailored to local
needs.
Institute will have a qualified team of experts searching the globe for the best
courses and trainers, and monitoring global business trends to identify the
most vital business solutions for the rapidly changing world we are living in.
At Educational Institute Training, we are proud of our flexibility and ability to
keep up with the latest breakthroughs in human resource development.
5.1. Service Offering
Our most important service is the delivery of quality training programs.
Besides training, Educational Institute offers Training Assessment Needs
(TNA), performance measurement tools and consultancy.
5.2. Training programs are classified as follows:
 Corporate Programs - These training programs are conducted after
assessing the training needs of the particular organization. The course is
often tailored to meet our client's needs and requirements. The program
is offered for a group from the client and is billed directly to the
organization.
 Public Courses - These courses are scheduled and posted through our
website and published quarterly in our brochure. Public courses meet the

18. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 18
general needs of the market trends. Courses in this class are conducted
both locally and abroad.
 Niche Programs - offering one-to-one courses to top managers and
key figures to enhance client's knowledge and skills in a highly flexible
manner.
 MBA Executive Program - The newly introduced MBA program is
affiliated by University of London, through our alliance with Horizon HRD
in Kingdom of Bahrain. The program offers five days intensive program
to complete one of the eight compulsory modules. Modules are held once
every three months, and participants can obtain an MBA certificate after
completing all modules of the curriculum within two years.
5.3. Positioning
Educational Institute offers a unique training experience through its excellent
customer service and renowned trainers. Unparalleled by its rivals, Educational
Institute follows up with trainees and their direct management to ensure that
individual participants have good grasp on the contents of the training he/she
received.
We develop innovative training solutions that empower client's ability to
perform effectively and efficiently. Our training programs are leveraged by a
synergy of combining latest breakthroughs with local knowledge, which in
turn, delivers applicable training solutions.
5.4. Competition
Competition can be categorized as local and international. Local private
training institutes are relatively new compared to other countries. Although

19. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 19
many training institutes exist - all of which use either residential or office
buildings- only few have been aggressive enough to be well recognized.
According to our research, competing companies do not meet adequate
international standards of contemporary training organizations.
International competition, on the other hand, is comprised of well-established
companies and universities. Among others, the competitive advantage they
possess is their ability to develop credible training programs.
5.5. Direct Competition
1. New Horizons, Human Soft Holding Co. - a listed company and one of
the pioneers in branded training. They offer IT and language courses
besides some administrative diplomas.
2. Infocenter - a franchise for a number of certifications comes second to
New Horizons.
3. Pitman Training - a British franchise offering diplomas as well as short
courses.
4. Projacs - a project management company that opened training facilities
to develop project management training courses.
There many other small-size training institutes that mainly offers computer
skills, language, and some administrative workshops.
5.6. Indirect Competition
 Regional and International training companies that offer through the
internet have a stake in indirect competition that could pose a
substantial threat if decided to open branches locally.
 Books, reading materials, CDs, and online courses are all parts of an
indirect competition. We can sustain value if we can move to introduce
those kinds of business lines.

20. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 20
6.Channels of Revenue:
1- Public Short courses:
- 2 – 5 days evening courses (4 hours daily)
- Advertised for the Public
- Prices range from 18 – 25 KD per hour  144 – 500 KD
- Average attendance 12
2- Certified Diplomas:
- 3 – 9 months (10 hours weekly)
- Advertised for the Public
- Prices range from 4 – 7 KD per hour  480 – 2520 KD
- Average attendance 15
3- CSC courses:
- 5 days courses ( 3 hours daily)
- Advertised to the Ministry training manager
- 16 Ministries
- Prices range form 1500 – 2500 KD
- Total budget around 10 million KD
4- MGRP subsidies to private companies for newly employed Kuwaitis:
- Variety of courses to improve professional skills
- Advertised to HR managers
- 2500 KD per employee
5- PAAET courses
- Diplomas offered to Secondary school graduates
- 18 months
- 2500 KD per participant
- Average attendance 200 students per diploma
- Total budget in 2004/05 110,278,000 KD
6- KFAS
- Variety of courses ( Kuwait /Abroad)
- All listed and holding companies (participants of KFAS)
- Each company is entitled to 4 courses a year
7 – Corporate courses:
- 3 – 14 days course (Morning or evening)
- Contractual courses that vary from one to a complete-year plan
- Advertised directly to HR and other functional managers
8 – MBA –Fast Track: University of London
- 5-day course
- Two years program to obtain an MBA or separate modules
- 600 KD per module

21. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 21
9 - Special courses:
- Courses offered on one-to-one basis
- Highly technical courses from affiliated Training Bodies.
10 - English and basic IT courses:
- Two weeks
- 100 – 500 KD

22. December 18, 2014 [BRIEF PROJECT REPORT TRAINING CENTER KUWAIT ]
w w w . v e n t u r e a r t . b i z Page 22
If you are looking to start a project we are just click away
For Detailed Project Report
Feasibility Report
As per your needs based on your place and location
Dr. Zia Ahmed
zia@milestonevision.com
“Ethical, Transparent and Sustainable”
http://ventureart.biz