AUCTODAYFALL 2015

IN THIS ISSUE: Saving SyriaStarting StartupsHailing an App

COVER STORY

TALKING TRAFFICBey2ollak mobile app helps commuters beat Egypt’s traffic

MARK YOUR Alumni CALENDAR

5

23

2

5

9

28

16

6

20

18

24

FEB

FEB

MAR

MAR

MAR

MAR

APR

MAY

MAY

JUN

JUN

ALUMNI EVENTSLadies Night Cairo, Egypt6:00 pm, Alumni Lounge, AUC New Cairo Enjoy a little pampering with Abeer Elmudaris ’88, ’14, an expert on skin and health care

AUConnect: “Going Solar: From the Lab to Big Business” Cairo, Egypt6:00 pm, Moataz Al Alfi Hall, AUC New Cairo A discussion on the future of solar energy in Egypt, featuring Wael El Nashar ’89, Yaseen Abdel-Ghaffar ’10 and Sherif Elhelwa

Fifth Annual AUC Benefit Dinner: Trailblazers in Global Business: Responsible Leadership and Social Impact (ticketed) New York, NY6:00 pm, Mandarin Oriental, 80 Columbus Circle (at 60th Street)

Karaoke Night Cairo, Egypt6:00 pm, Alumni Lounge, AUC New Cairo Sing, cheer on your favorite performer and pick the winner of the second alumni karaoke night

International Community Day Cairo, Egypt10:00 am, University Garden, AUC New Cairo Relive the International Day tradition combined with Community Day for the first time

AUConnect: “What is Heritage and Why Should You Care?” Cairo, Egypt6:00 pm, Moataz Al Alfi Hall, AUC New CairoA panel discussion on heritage, featuring Mariam Ayad ’94, Monica Hanna ’04, ’07 and Mennat-Allah El Dorry ’05

Spring@AUC Cairo, Egypt11:00 am, Alumni Lounge, AUC New Cairo Shake off the winter blues and check out the campus blooms, featuring egg coloring, an egg hunt and alumni bazaar

Dubai Alumni Gala Dinner (ticketed) Dubai, United Arab Emirates6:00 pmMeet old friends, make new ones and enjoy a special performance by Hisham Abbas ’88

Alumni Awards Ceremony (ticketed) Cairo, Egypt7:00 pm, University Garden, AUC New Cairo Recall your precious moments and witness the recognition of your distinguished colleagues

Alumni Ramadan Iftar (ticketed) Cairo, EgyptEwart Memorial Hall and Oriental Hall, AUC Tahrir Square Connect with old classmates at the Tahrir Square campus and enjoy songs from the 1980s AUC Choral Group

Sohour and Folklore Dance (ticketed) Cairo, Egypt9:30 pm, Ewart Memorial Hall and Oriental Hall, AUC Tahrir Square Embrace the Ramadan spirit with friends and classmates

Event dates and venues are subject to last-minute changes. Please confirm with the event organizers on the day of the event.

For more alumni events around the worldwww.aucegypt.edu/alumni • calendar.aucegypt.edu

Cairo: alumni@aucegypt.edu • tel 20.2.2615.2251/2390 – New York: alumni_northamerica@aucegypt.edu • tel 646.810.9414

SPRING 2016

AUC Alumni @AUC_Alumni AUCAlumni

A CALM WISDOM 8Lisa Anderson reflects on her years at AUC as president and provost.

SUSTAINABLE PARTNERSHIP 14AUC’s RISE and HSBC bank collaborate on an award-winning water and

waste management project in Egyptian villages.

STARTING STARTUPS 20The AUC Venture Lab helps young entrepreneurs bring their ideas to life.

CURBING THE EPIDEMIC 28Robotics is used for affordable and reliable hepatitis C diagnosis.

HAILING AN APP 32A close look at the impact of social stigmas on taxi drivers in Egypt.

AT THE HEART OF A COMMUNITY 36MBA students learn the business of giving back to the community.

IN THE BUSINESS OF TRUST 38In the Arab world, trust is at the core of business relations.

F E A T U R E S

AUSCENES 3President ad interim; AUC in QS World University Rankings; youngest

trustee; Graduate School of Education dean; AUConnect alumni; Egyptian Knowledge Bank; Ewart Hall renovation

ART ON CAMPUS 13Monochrome photography exhibition portrays Egypt in black and white.

OFF THE PRESS 19Synopses of the latest AUC Press books.

AKHER KALAM 40Entrepreneurs’ Society student organization works to develop an innovative

mindset in the young generation.

D E P A R T M E N T S

TALKING TRAFFIC 16Mohamed Rafea ’03, ’11 co-founded Bey2ollak app to beat Egypt’s traffic.

SAVING SYRIA 26Alumni spread awareness and raise funds for war-torn Syria.

A SUNNY DISPOSITION 31Rana Alaa ’10, ’15 is working with a group of alumni to SolarizEgypt.

A L U M N I P R O F I L E S

COVER STORY

TALKING TRAFFIC

Hailing an App

A Calm Wisdom

Starting Startups

1632

8

20

I N T H I S I S S U E

On the cover: Mohamed Rafea ’03, ’11 co-founded Bey2ollak to help alleviate traffic frustrations in Egypt, photographed by Ahmad El-Nemr

EDITOR’S NOTES

Print media is not dying. Rather, it is developing and evolving in today’s fast-paced world,

integrating online content, apps and social media to cater to the digital generation.

This is what we’re doing with AUCToday — introducing a new look for the magazine, one that we hope is more modern, fresh, dynamic and engaging, something that you want to keep around and show to your family and friends.

While the magazine will continue to feature stories that highlight our star alumni, students and faculty members, its design is now different with a new masthead; airy layout; more powerful images and bigger, clearer fonts. You will see new icons in the magazine that direct you to the AUC website, as well as online videos and slideshows, related to the topic at hand. As always, we welcome your comments and suggestions as we work to make the magazine more interactive and appealing.

In this issue, we focus on responsible business, from young entrepreneurs developing their innovations into marketable ventures to students, faculty members and alumni engaging in businesses that serve the community. We often correlate business with profit, but corporate social responsibility — or responsible business — is gaining ground worldwide as a way of giving back to society, a new form of citizenship that creates shared value for both businesses and the communities around them.

Being of service to Egypt and the region has always been a core part of AUC’s mission since it was founded almost 100 years ago. Throughout the years, our students, alumni and faculty members have stayed true to this mission and demonstrated dedication and commitment in serving others. In this issue, you will find out about alumni who are working to “solarize Egypt,” “empower people to beat traffic,” fundraise for hospitals and help Syrian refugees lead a better life. Faculty members are developing advanced technology to curb the hepatitis C epidemic in Egypt, studying social stigmas and how they affect taxi drivers, and researching the role of risk and trust in Arab world business deals. At the University level, corporate partnerships are being developed to promote sustainability in Egypt’s remote villages, and the AUC Venture Lab is mentoring young entrepreneurs — many of whom are adopting socially responsible business ideas — to make their way successfully into the market.

This is not new to AUC. It is at the heart of what we do every day as we educate and train tomorrow’s leaders to be global citizens who are socially conscious, well-informed, civically engaged and, more importantly, globally minded and capable of changing the world to the better.

The American University in Cairo

is a nonprofit private institution

devoted to providing English-

language liberal arts education to

serve Egypt and the Middle East.

AUCToday is published twice a year

by The American University in Cairo.

Editor-in-ChiefDalia Al Nimr

DesignerShadi Afifi

WritersKatharyn Gadient

Tessa Litecky

Carolyn Vasquez

PhotographersAhmad El-Nemr

Dana Smillie

We welcome all letters. Submissions

may be edited for space and clarity.

Please send all correspondence to:

AUCToday

The American University in Cairo

AUC Avenue

P.O. Box 74

New Cairo 11835

Egypt

or

AUCToday

The American University in Cairo

420 Fifth Avenue, Third Floor

New York, NY 10018-2729

United States

tel 20.2.2615.2405 (Egypt)

auctoday@aucegypt.edu

AUCTODAYwww1.aucegypt.edu/publications/auctoday

2 AUCTODAY | FALL 2015

AUsCenes

You’ve been a member of the Board of Trustees for 20 years. What has kept you engaged with AUC for so long?I have a passion for Egypt and a passion for education. An educated population is the foundation for any developing country to advance on all fronts. In a country like Egypt, investment in education is key to its future. And in a region like the Middle East, with its current state of political friction, AUC is really a beacon in this part of the world. It is the most stable educational institution in the region and an excellent place to experiment, explore, speak your mind and learn tolerance. This is important for the young generation who, as part of the global economy and interconnected world we live in, needs skills such as an open mind and the ability to think critically and creatively. AUC definitely offers that above and beyond any other institution in the region.

What is your fondest memory as a trustee?The shared satisfaction with my fellow trustees of building this magnificent campus in New Cairo and seeing it come to life. Not so far back, this whole area used to be a desert. AUC’s historic move from downtown was a dream, and now we have an incredible campus with world-class facilities, unique architecture, connectivity and everything that would take the University to the next level.

You have played a major role in the oversight of the construction of the New Cairo campus as chair of AUC’s facilities committee. What is the most unique aspect of this campus?Its design and architecture — the arches, Islamic art and mashrabiyas, granite that was cut and shaped on campus, sandstone from a mountain quarry in Kom Ombo north of Aswan.

It possesses such beautiful architectural harmony and is like a modern pyramid in many ways.

What are some of your most memorable moments in Egypt?One of the best things about living here is the pleasure of sharing Egypt with visitors and showing them what this country presents in terms of its unique history and antiquities, distinct culture, Egyptians’ sense of humor that is unrivaled worldwide and even daily challenges such as traffic. My wife Barbara and I have been taking friends and guests on many Nile cruises and visits to historic sites, and it’s always gratifying to see people’s fascination with what Egypt has to offer. As they say, once you drink from the Nile, you will always come back.

As someone who is familiar with AUC, what would you say is its greatest strength?The liberal arts philosophy, which encourages a mindset that is able to process information analytically and tolerate different viewpoints. Just because it’s written doesn’t mean it’s true, and that’s one of the core values of an AUC education — the ability to challenge and question assumptions and make sound judgment.

As president ad interim, what are your priorities?Ensuring a smooth transition for the next AUC president and keeping AUC on track and on an upward trajectory as it prepares for its 100th anniversary.

How do you see AUC on the eve of its centennial?AUC is a place with a long history and promising future, and every year, we get better and stronger. The centennial is an opportunity to celebrate the growth and maturity of this wonderful institution and its contributions to Egypt and the region. Most importantly, it’s about celebrating the success and accomplishments of our students because that is essentially what we’re all about — producing well-educated graduates who have a broad view of society and can take the lead in our globalized world.

“As they say, once you

drink from the Nile, you

will always come back.”

THOMAS E. THOMASONPresident Ad Interim AUC Trustee Since 1996

Read more stories at aucegypt.edu/news

EducationBachelor’s and Doctor of Jurisprudence, University of Texas at Austin

HometownWashington, D.C.

Years in Egypt1994 – 2014

FamilyWife Barbara and two children

First day in office as president ad interimJanuary 1, 2016

Previous postsSenior regional executive, Bechtel; general manager, Sidi Krir Power Plant; chief executive officer, Egyptian Refining Company

Board membershipsThe American University in Cairo, American Chamber of Commerce and Binational Fulbright Commission in Egypt

MEET AUC’S PRESIDENT AD INTERIM

3

QS RANKINGS PLACE AUC AMONG TOP UNIVERSITIES WORLDWIDE

For the fifth consecutive year, AUC has been rated by QS World University Rankings as

one of “the world’s highest-performing universities,” coming in at 345, several

positions higher than its ranking last year and the highest it has been since AUC entered the QS rankings in 2011. QS rankings only evaluate 700 universities around the world. In other words, only the top 3 to 5 percent of higher education institutions worldwide are included in global rankings.

In the 2015 – 2016 QS World University Rankings, AUC ranks ahead of several U.S. universities that are also private, mid-size, four-year liberal arts institutions delivering a curriculum comparable to AUC, including Brandeis University, Wake Forest University, Lehigh University, the College of William & Mary and Southern Methodist University. In Egypt, AUC is the top-ranked and only private institution on the list.

The rankings are based on six performance indicators, each carrying different weights: academic reputation (40 percent), student-to-faculty ratio (20 percent), citations per faculty (20 percent), employer reputation (10 percent), international faculty (5 percent) and international students (5 percent).

“The indicators used in the QS rankings best reflect AUC’s mission,” said Ehab Abdel-Rahman, vice provost. “Unlike other rankings, QS measures universities across broad areas, namely research, teaching, employability, student learning, community engagement and innovation, and international outlook. These areas best describe AUC’s mission and measure its performance.”

AUC began participating in the QS World University Rankings in 2011. Over the years, AUC has steadily improved its rank from 551 – 600 in 2011 to 360 in 2014, moving up to 345 this year, and has continued to flourish in its academic and employer reputation. “The University has advanced

AUsCenes

Rana el Kaliouby ’98, ’00, chief strategy and science

officer of Affectiva, a spinoff of the Massachusetts Institute of Technology (MIT) Media Lab, has been named to AUC’s Board of Trustees. Currently the youngest member of the board, el Kaliouby sees her election as a “huge honor and big responsibility.”

“I recall that as an undergraduate in the mid-1990s, I admired the portraits of the AUC presidents and Board of Trustees as they hung in the Main Campus,” el Kaliouby said. “I always felt that they were the guardians of this great institution. So I am excited to be joining this accomplished group of individuals, learning from them and working alongside each and every one of them.”

Richard Bartlett, Board of Trustees chair, welcomed

el Kaliouby as an asset to the board. “Rana has established herself on a global scale as a successful entrepreneur, innovator and scientist,” he said. “As a young alumna, she will bring forth a unique perspective with her insights and cross-cultural exposure.”

At Affectiva, the firm focused on emotion sensing and analytics, el Kaliouby invented the company’s award-winning, emotion-sensing and analytics technology. As a research scientist at the MIT Media Lab, el Kaliouby spearheaded emotion technology applications in a variety of fields, including mental health and autism research. Her work has appeared in numerous publications including The New Yorker, Wired, Forbes, Fast Company, The Wall Street Journal, The New York Times, CNN and TIME. A TED speaker, el Kaliouby was recognized by Entrepreneur as one of the Seven Most Powerful Women to Watch in 2014 and was inducted into the Women in Engineering Hall of Fame. She is a recipient of the 2012 MIT Technology Review ’s Top 35 Innovators Under 35 award and listed on Advertising Age’s

40 under 40. El Kaliouby holds a bachelor’s and a master’s in computer science from AUC and a PhD from the University of Cambridge. She received the 1998 President’s Cup from AUC.

“I wore several hats at AUC,” she noted. “I was there as an undergraduate and master’s student, where AUC

was really the springboard for my academic and research career. I was also a staff member; my very first job ever was at AUC’s Academic Computing Services. I briefly taught at AUC right after receiving my doctorate, so I got to wear a faculty hat. I look forward to wearing one more hat, that of a trustee. I am forever indebted to this institution and am excited to have the opportunity to give back.”

ALUMNA AUC’S NEWEST, YOUNGEST TRUSTEE

higher, which is positive and encouraging,” said Mohamed Nagib Abou-Zeid, chair of the University Senate and Accreditation Committee, and interim dean of the School of Sciences and Engineering. “We deserve to be even higher than where we are now, as we have all the ‘ingredients.’”

The QS World University Rankings serve as a useful tool to guide students and parents as to what the leading universities are in different parts of the world and in specific subject areas. “Ranking, when conducted properly, represents an indication of the quality of education within

“The University has

advanced higher, which is

positive and encouraging.”

“As a young

alumna, she

will bring

forth a unique

perspective.”

an institution,” said Abou-Zeid, adding that most highly ranked universities are accredited by credible entities such as QS. “It serves the public by giving them an idea of how institutions perform and how their graduates compare to others.”

Sharing the same viewpoint, Iman Megahed ’90, ’93, executive director of data analytics and institutional research, noted, “International competition is increasing, and rankings provide a great benchmarking tool. They also have a great influence on monitoring institutional performance.”

4 AUCTODAY | FALL 2015

AUsCenes

To improve education in Egypt, Ted Purinton,

dean of the Graduate School of Education (GSE), is focused on the big picture.

“There is an enormous amount going on in terms of education reform in this country,” said Purinton. “As a school, our goal is not to get right in the middle of it, but to take a step back and interpret what is going on and provide a more analytic voice.”

There needs to be a change in how education is viewed across the country at both the political and local levels, Purinton declared. “We want people to start using

evidence-based approaches to education and to rely on the vast amounts of education research that many countries have been increasingly using to make important decisions for schools, universities, classrooms and systems,” he said. “But for people to make use of it, they have to believe it and move past simplistic assumptions regarding the

processes of teaching and learning.”

That’s where GSE students come in, with their academic research on education reform. “We want to be able to provide reasonable and helpful advice at all levels, based on evidence and the increasingly sophisticated methods of education research,” said Purinton.

In an effort to build strong professional networks among

alumni, the University has launched the AUConnect series, which brings prominent AUC graduates to campus to speak about relevant topics in their fields, offer advice to students and build connections to other alumni.

Recently, Ramy Radwan ’06, presenter of El Beit Beitak on TEN TV, spoke at AUC about the challenges facing young media professionals. “It is rewarding for me to come back to my alma mater

and share what I learned at AUC with young alumni and future AUC graduates,” said Radwan. “Succeeding in a career in media can be challenging, so it’s important to connect with others who have experience in the field. AUC’s alumni community is a great way to do that.”

Also part of the AUConnect series, Wael Amin ‘93, ‘06, partner in the Sawari Venture capital firm and co-founder and board chair of ITWorx, spoke on starting and scaling business in the Middle

East. Under Amin’s leadership as CEO, ITWorx grew to be one of the leading software development companies in Egypt and the region. Amin, who graduated top of his class, received the 2005 Alumni Achievement Award from AUC.

In addition to Radwan and Amin, the AUConnect series will continue to host various alumni in an array of fields. The series is part of a broader initiative to link alumni to each other and to their alma mater, both in Egypt and around the world.

Besides professional networking, other events help alumni reconnect and socialize. These included a karaoke night, Halloween brunch, Omseyat Haky wa Ghenaa (Evening Talk and Singing), AUCFit competition and a Christmas bazaar — all held in Cairo. In addition, there was a bowling night in New York City and gatherings in Dubai, Abu Dhabi, Amman, Los Angeles, London and Sydney. The rest of the academic year features a packed schedule for alumni in Egypt and worldwide.

PURINTON DEAN OF GRADUATE SCHOOL OF EDUCATION

AUCONNECT ALUMNI

Find more alumni events at aucegypt.edu/alumni/events

“There is an enormous amount

going on in terms of education

reform in this country.”

Read more stories at aucegypt.edu/news 5

Sahar Nasr ’85, ’90, adjunct faculty in the Department of Economics, is Egypt’s

new minister of international cooperation.“My goal as minister is to engage Egypt

with the rest of the world,” said Nasr. “Above all, I believe we must work with the international community to boost our economy and strengthen Egyptian businesses. There will certainly be challenges ahead, but I welcome the opportunity to help promote growth and development in Egypt through international collaboration.”

An opening of the Egyptian economy, in particular, is key to the country’s development, said Nasr. “My aim is to forge more

partnerships with the international community and to mobilize resources with the objective of achieving inclusive and sustainable economic growth,” she noted. “Job creation, especially for youth and women, is on the top of my agenda. Supporting lagging regions and enhancing access to markets are key in that regard.”

This appointment is another step in Nasr’s distinguished career at AUC and in the international arena. Nasr has more than 25 years of experience in economic development, having worked at the World Bank as a lead economist in the Finance and Private Sector

Development Department of the Middle East and North Africa and as the regional program manager for the Micro, Small and Medium Enterprises facility in the same region.

Nasr also has a long history at AUC, joining the University community first as a student and later as a faculty member. Nasr graduated from AUC in 1985 with a Bachelor of Arts in economics (with highest honors) and a Master of Arts in economics in 1990. Returning to AUC in 2002, Nasr has been a faculty member and researcher for 13 years. In 2013, she was honored by the Supreme Council of Universities for her publications and research, as well as her extensive academic career.

Currently teaching Introduction to Macroeconomics, Public Finance and Money and Banking, Nasr looks to show her students how to make use of the experience and knowledge they acquire at AUC while playing an active role in the political economy and in serving their countries and people. “I work to bring to my classes and share with my students the practical experience, global knowledge and international perspective from my work on the ground and interactions with citizens and stakeholders in numerous developing countries,” Nasr explained.

ALUMNA MINISTER OF INTERNATIONAL COOPERATION

“Job creation, especially for youth and

women, is on the top of my agenda.”

Tarek Shawki, senior strategic adviser to the AUC president for education and outreach,

has signed agreements with publishers from around the world to establish the Egyptian Knowledge Bank, a nationwide project aimed at providing all Egyptian citizens with access to quality research and education materials. The agreements will grant anyone with an Egyptian IP address free access to publications, journals, audio/video/image libraries, software and books from around the world.

“Our goal is to provide all Egyptians with access to world-class publications, like Nature and Encyclopedia Britannica,” explained Shawki, who is head of Egypt’s Presidential Specialized Council for Education and Scientific Research tasked with organizing the project, as well as secretary-general of all specialized councils affiliated to the Egyptian presidency. “By providing these materials free of charge, the knowledge bank ensures that all Egyptians, no matter what their economic circumstances, will have the tools they need to excel in their education and research.”

Initiatives like the Egyptian Knowledge Bank are key to the country’s success, explained Shawki. “Strengthening education and research is crucial to our country’s future and an important step toward building an Egyptian learning society,” he affirmed. “By supporting these efforts, the launch of the knowledge bank is considered a step in the right direction for all of us in Egypt.”

The signing of the agreements preceded the formal launch of the program by Egyptian President Abdel Fattah El-Sisi in November 2015, followed by a soft launch of the Egyptian Knowledge Bank’s public portal online. “The publishers are equally as invested in the success of the program, as they too understand the importance of shared knowledge in our global community,” Shawki said. “We’re all dedicated to providing the Egyptian people with new opportunities to learn and explore.”

Russell Stephens, director of collections at the AUC Library, agreed, explaining that the knowledge bank offers members of the AUC community, like the AUC Library, the opportunity to help lead the country in these initiatives. “Our Continuing Resources Department, which manages 136 databases comprising more than 82,000 unique journal titles and which is based upon uninterrupted service levels and appropriate relevancy requirements, may serve as a best practice model for enhancing access to research and learning on a national level,” said Stephens.

EGYPTIAN KNOWLEDGE BANK

6 AUCTODAY | FALL 2015

AUsCenes

Ewart Memorial Hall has been a cultural hub of downtown Cairo

since its doors opened in 1928, serving as a gathering place for lovers of literature, theatre, art and academics. Today, almost 90 years later, the hall is being renovated to suit 21st-century demands, including upgrading the sound and lighting systems, as well as enhancing media displays.

The renovations will include changes to the sound system to improve acoustic quality, and updating the lighting system to be both energy efficient and have dynamic control and quality. There are also plans to revamp the video and presentation equipment to meet audiovisual needs, taking into consideration the historical look and feel of the place. In addition, the renovations will enable simultaneous translation and assistive listening systems to accommodate a multilingual audience and make events accessible to more people.

“With the new solutions, users will have sound reinforcement for singing, instruments, mobile devices and the spoken word, with media displays that accommodate the latest resolutions, density and color depth,” said Nagwa Nicola ’82, ’91, ’14, AUC’s chief technology officer who is heading the project. “Over time, the quantity and quality of functions that AUC hosts will trigger more interest in the University’s cultural and educational activities.”

The project is part of a larger plan to revive AUC Tahrir Square as a cultural center in downtown Cairo, noted Nader Sedhom, assistant director of event support services in Classroom Technologies and Media Services and co-director of the project. “The renovations will ensure that Ewart Hall continues to be a prime destination hosting various community and cultural

events, for AUC and beyond,” said Sedhom. “AUC is extraordinarily fortunate to have exceptional campus facilities in two vibrant and fast-developing sites in a uniquely important and dynamic city. We need to ensure that we build on these assets to strengthen our campus culture, community engagement, national reputation and international standing.”

EWART HALL RENOVATION

SWIMMING TO GOLD

The hall is being

renovated to suit

21st-century

demands.

AUC’s Master of Public Administration and Master

of Public Policy are the first two graduate programs in the Middle East and the third outside of the United States to receive accreditation from the Network of Schools of Public Policy, Affairs, and Administration (NASPAA). AUC is also the first institution outside of the United States with two accredited programs from NASPAA.

Considered as the “authoritative accrediting body in the field of public policy, affairs and administration,” the U.S.-based NASPAA is a membership association of nearly 300 schools of public policy, public affairs, public administration, and public and nonprofit management, located across the United States and in 15 other countries. NASPAA is also the recognized global accreditor of master’s programs in these fields.

Ambassador Nabil Fahmy ’74, ’77, dean of the School of Global Affairs and Public Policy, explained that this accreditation, “just five years after the founding of the School of Global Affairs and Public Policy, reflects the highest standards of academic recognition for these programs and is a testimony to the unwavering commitment and professionalism of the faculty and administration at the departmental, school and University levels.”

He added, “This stellar and exceptional recognition of programs outside of North America provides further impetus for excellence at the department, at the school and at AUC, including many of our exceptional students who are already establishing themselves as insightful academicians and leaders in their communities.”

AUC’s swimming teams for both men and women dominated the 2015 EuroComillas Madrid tournament, winning a total of

13 gold, eight silver and 10 bronze medals, and breaking four AUC swimming team records. AUC won the highest number of gold medals in swimming, competing against other universities that included the University of Saint Joseph (Lebanon), Lebanese American University - Byblos, Lebanese American University - Beirut, University of Belgrade (Serbia), University of Pula (Croatia), University of Konstanz (Germany) and University of Casablanca (Morocco).

PUBLIC POLICY, ADMINISTRATION MASTER’S PROGRAMS NASPAA-ACCREDITED

Read more stories at aucegypt.edu/news

See more photos on /auc swimming

7

AUsCenes

The first female provost and president of AUC, Lisa Anderson navigated the University through particularly challenging times both at AUC and in Egypt. Her tenure as provost coincided with AUC’s move to the New Cairo campus, and less than a month into her presidency, the January 25 Revolution broke out in Egypt. Today, after almost three years as provost and five years as president, Anderson has stepped down as AUC’s 11th president.

wisdomDana Smillie

By Dalia Al Nimr

A CALM

“Rough waters are truer tests of leadership. In calm water, every ship has a good captain.”

— Swedish proverb

8 AUCTODAY | FALL 2015

FEATURE STORY

“The opportunity to lead this extraordinary institution through some of the most challenging times in its history, as we moved to the New Cairo campus, and in the history of modern Egypt, as we witnessed some of the most profound and often wrenching political changes in a century in both Egypt and the region, has been an extraordinary privilege,” said Anderson in a message to the AUC community. “I am enormously proud of what we have accomplished together to strengthen AUC as a community of learning and an institution of service to Egypt.”

Rising Above the Storm One of Anderson’s most notable achievements is steering AUC with steady calm and wisdom during times of turbulence, beginning with Egypt’s historic revolution to the 2012 campus strikes that resulted in students closing the University gates to a multi-year budget deficit. Through all these times of unrest, Anderson’s main concern was ensuring that AUC was reliably present.

“What was most important was ensuring that the constituents of the University — whether students, faculty, staff or alumni — had confidence in the institution,” said Anderson. “During much of this time, there was ample reason to be worried and frightened, and it was important for AUC to be able to convey a sense of reliability, continuity, confidence and stability during such an unstable period.”

That was evident when AUC opened its doors and resumed classes within days after Mubarak stepped down — the only educational institution to operate in Egypt for nearly six weeks. Shortly after, AUC launched the University on the Square initiative to collect oral histories and artifacts about that historic period. “There were times when a lot of people were afraid that AUC would not survive, would close or would not be able to do what it is supposed to do, but we never lost sight of our mission,” affirmed Anderson. “We

confidently showed that we’re here and will always be here for Egypt, and that’s the biggest contribution we can make.”

Decision making during times of turbulence can be daunting, but for Anderson, the key is consultative leadership. “I like to work collegially and in teams,” said Anderson. “Throughout these tumultuous times, I always consulted with the senior administration, University cabinet, emergency management team or whatever group was appropriate, which meant that more people were involved in the decisions and committed to making them succeed. It is difficult to figure out the right thing to do during such unpredictable times, so to have a large group of people to consult with, whom I could trust and they trusted me to be acting in the interests of the institution, was very important.”

Though challenging, all these experiences were a valuable learning opportunity for Anderson. “I learned things about the University, myself and Egypt as a whole,” she said. “In many ways, the turbulence of the last five years has reflected well on Egypt and Egyptians. Had the police disappeared in New York or anywhere else in the world for 18 days, the popular reaction would have been quite different. There was no looting in Egypt, and through all of the subsequent turmoil, there was a sense of self-restraint and community respect, even in the worst moments. By the standards of what would have happened in any other country in the world, there is something about the way Egyptians expect themselves to behave that was really quite remarkable and helped carry the country through a great deal of difficulty.”

This positive attitude was exhibited at AUC as well. “Even during their most anxious moments when they were worried about their families and communities, AUC faculty members were also making plans for the next curricular innovation. It was great,” Anderson reflected. “There

was a real ability to pull out, be creative and think about the future. It was one of the ways that people not just simply survived, but also worked in new ways and demonstrated a flexibility, agility and mental creativity that helped them at the time when things seemed so difficult. It is the best possible reaction to confront anxiety, and it certainly worked here.”

Building a Cohesive Campus Culture“One of AUC’s most important features is its sense of community. The move to the New Cairo campus in 2008 and the national tumult of the last few years — important as they have been — distracted us from remembering and honoring how much we mean to each other and to those who have gone before us and will come after us.”

With these words, in 2014, Anderson initiated the first Community Day in the history of the University, bringing together students, alumni, faculty and staff of all levels to celebrate AUC and its vibrant community. The event, which has now become an annual tradition at the University, includes competitions and raffle drawings, student club donation drives, musical performances and staff recognition awards. “Community Day gives us all a chance to celebrate both our diversity and our shared values,” said Anderson. “Planned and organized by different groups on campus — students, staff and faculty — this daylong celebration captures the best of the collaborative and inclusive spirit of AUC.”

Not only did Anderson work to build a cohesive campus culture, she was also keen on recognizing staff members who have gone beyond the scope of their duties to serve the University community. She established the President’s Catalyst for Change Awards, given to members of the AUC community as individuals or in teams, to honor staff members whose achievements have helped advance the University’s institutional priorities in

“We confidently showed that we’re here and will always be here for Egypt, and that’s the

biggest contribution we can make.”

9

citizenship and service, innovation and impact, outreach and access, and management with sustainability and integrity.

In addition, in her continuous pursuit to strengthen ties between the administration and the rest of the AUC community, Anderson initiated the monthly Tea and Talk series, which allows AUC community members to share their thoughts and exchange ideas through informal conversations with her and members of the University Cabinet. “I am often reminded at Tea and Talk and other campus events that this is a community of commitment, passion and joy,” Anderson noted. “It is that sense of belief in the importance of the work we do at AUC that ensures we continue to make the institution a place where we are all proud to serve.”

Advocating Free Expression Under Anderson’s tenure, AUC revised its freedom of expression policy, which states that the University “values the freedom of speech, thought, expression and assembly — in themselves and as part of the core educational mission of the AUC community.” The new policy gives AUC community members the right to distribute printed material and make speeches outside University buildings without prior approval or notification. Protests are allowed on campus without prior consent, but require advance notification. Nonetheless, the policy makes clear that with this freedom comes an obligation to ensure that such expression does not “infringe upon the rights or privileges of anyone not in sympathy with it, and no one will be permitted to harm others, damage or deface property, block access to University buildings or disrupt classes.”

“I strongly believe,” Anderson noted, “that people can’t engage in genuine learning or scientific research if they aren’t prepared to challenge conventional wisdom. You have to be able to test ideas and challenge authority; it’s the cost of doing business. But there are limits: the safety and security of people. You can’t vandalize the University, and you can’t hurt people. Apart from language that might incite violence or otherwise represent an immediate danger, all speech is protected.”

Alongside the freedom of expression policy, codes of community standards have been developed for students, faculty and staff over the past few years. The community standards provide the framework for AUC to cultivate critical thinking, informed debate, tolerance, courtesy and respect among all its members. “It is important, particularly if you’re going be adamant about free expression, that people are able to criticize one another, but in a way that is respectful of each other, their community and the institution,” explained Anderson. “That’s the balance a university needs to strike.”

Fostering Academic Excellence During her eight years as provost and president, Anderson has overseen several significant changes to AUC’s academic programs. The University established three academic schools: School of Business, which is among less than 1 percent of business schools worldwide that have achieved the prestigious triple crown accreditation; School of Global Affairs and Public Policy, which was the recipient of the largest single gift from an individual donor in AUC history and the third outside of the

2010 2011 2012

PhD program begins

New freedom of expression policy

AUC first in Egypt to receive accreditation from National Authority for Quality Assurance and Accreditation of Education

Academy of Liberal Arts launched, freshman program revamped

D-Kimia, Egypt’s first University spinoff, launched

Research Institute for a Sustainable Environment created

Three new academic schools established

AUC Venture Lab launched as Egypt’s first University incubator

University on the Square launched

AUC establishes career centers in national universities

AUC Milestones During Anderson’s Tenure as Provost and President

Graduation of first class to study entirely on New Cairo campus

AUC releases region’s first carbon footprint

CARBONFOOTPRINT

NOVEMBER2013

AUCs Carbon footprint-Oct 2013-9_Layout 1 11/3/13 10:45 AM Page 2

2013

10 AUCTODAY | FALL 2015

Anderson receives an honorary doctorate from the American University of Paris during its 2015 commencement for effectively leading AUC throughout the past years

United States to receive global accreditation by the Network of Schools of Public Policy, Affairs, and Administration; and the Graduate School of Education, which is working to reform the education system in schools across Egypt. The University also created its first PhD program in applied sciences and engineering, and several students have graduated from the program. At the undergraduate level, the Academy of Liberal Arts has been established to enhance the linguistic and independent thinking skills of undergraduate students. In addition, institutional partnerships and research collaborations have increased, and under Anderson’s guidance, the University completed a five-year

strategic plan that outlines AUC’s priorities as it approaches its centennial.

“AUC is poised to become one of the world’s leading universities,” affirmed Anderson. “Every institution is uneven — some programs are better than others — and there is always room for improvement, but the basic quality of the faculty and students at this University is top 100 in the world. We have become increasingly confident about who we are and what we can contribute globally, but we need to make sure that this is institutionalized in research collaborations with other universities, in exchange programs for our students, in making sure that we

2014

Triple-crown accreditation for School of Business

Center for Arabic Study Abroad back at AUC after two-year relocation

Five-year strategic plan completed

First AUC Community Day

Codes of community standards developed

AUC partners with Magdi Yacoub Foundation on cardiac researchFirst PhD graduate

in AUC history, a female construction engineering alumna

QS World University Rankings place AUC at highest rankings to date and among top universities worldwide

AUC third outside of the United States to receive NASPAA accreditation

AUC and the Lawyers’ Syndicate partner on legal research and academic programs

Turning the corner on AUC’s budget deficit

Spring 2015

Fall 2015

Cocurricular transcript launched

AUC only college outside of North America in Princeton Review’s Green Colleges Guide

AUC top green campus in Africa

Highest number of applicants in AUC history

“Students here are

some of the best I’ve

seen — cosmopolitan,

smart, lively and eager

to learn.”

11

stay on the radar. It takes time and a focused strategy, but you can see the fruits of it already.”

This idea of enhancing AUC’s visibility is why Anderson initiated the Provost’s Lecture series when she arrived at AUC in 2008 — to shed light on faculty research and scholarship to the internal and external communities. “One of the things that AUC faculty members can do best is talk to people who are outside their own disciplines,” she said. “There are people doing statistics that might be interesting to others in English literature, and there are people researching philosophy that might be interesting to business executives. That’s the value of a liberal arts education. We have a lively, intellectual community at AUC, and we should showcase that.”

Another educational aspect that Anderson capitalized on is experiential learning. While hands-on, out-of-the-classroom learning has been an integral part of AUC for years, Anderson initiated the Cairo in the Curriculum program to use the city as a field site across academic courses and to integrate it into teaching as much as possible. Under her tenure, the University also established the cocurricular transcript to officially document students’ extracurricular activities while at AUC.

“Experiential learning is an acknowledgment that the way young people learn is actually by doing, rather than reading about doing,” said Anderson. “This has happened as a pedagogical innovation over the past 25 years at all levels of education, starting with pre-K. At AUC, one of our great assets is being in Cairo; that’s why it’s in the name of the University. We had been worried that, particularly as we moved out here to New Cairo, our students would have less routine and ordinary experience of the city. At the same time, we need to ensure that the University continues to serve as an asset to its community and that the students see the city as an asset to their education. That’s how the idea of Cairo in the Curriculum came about — for students to fully capitalize on the depth of Cairo to make an impact in the community and the world.”

For Anderson, it is AUC students who will carry forward the institution’s almost 100-year legacy. “Students here are some of the best I’ve seen — cosmopolitan, smart, lively and eager to learn,” she said. “In 20 years, they will be captains of industry, leaders of countries, influential intellectuals, innovative scientists — in Egypt and the world. They will be a source of enormous pride. The investment we are making in these students is huge, and it’s all worth it.”

Celebrating the 2011 International Day with students; with the late Egyptian actor Omar Sharif during the 50th anniversary of AUC Press; with the alumni folklore group; introducing Horus as the AUC mascot at the 2015 Community Day; on Mohamed Mahmoud Street post-revolution (2012)

Photos by Ahmad El-Nem

r, Mahm

oud Hindy and Dana Smillie

12 AUCTODAY | FALL 2015

Find out about AUC’s upcoming art events at calendar.aucegypt.edu

DAKHLA

MONOCHROMEEgypt in black and white

Hosted at AUC’s Photographic Gallery, Monochrome: The Photography of Amr El Sawah

exhibition captures life in Egypt on film, including photos of desert scenes, portraits and everyday life

activities from different parts of the country.THE WHITE DESERT

SIWA OASIS

ALEXANDRIA

DAHAB

DAKHLAASWANPhot

os c

ourte

sy o

f Am

r El S

awah

13

ART ON CAMPUS

AUC’s Research Institute for a Sustainable Environment (RISE) was recently recognized for its implementation of the Sustainable Water and Waste Management in Egyptian Communities program at the 2015 International Business Awards, where RISE’s corporate partner, HSBC bank, received a prestigious Gold Stevie Award for Corporate Social Responsibility Program of the Year in the Middle East and North Africa.

The award establishes the RISE-HSBC partnership as a model for the region, highlighting their work to promote water conservation and sustainable waste removal in some of

Egypt’s most remote villages, explained Tina Jaskolski, head of RISE’s research unit. “HSBC has been extremely supportive of RISE’s sustainability projects throughout Egypt,” she said. “RISE’s mission is to act as a leader for sustainable resource management solutions in Egypt and across the Middle East through research, education and community development. With HSBC’s support, we are now closer to fulfilling this goal.”

Launched in 2014, the Sustainable Water and Waste Management in Egyptian Communities program looks to be a landmark venture for RISE, Jaskolski affirmed. In the past year

Sustainable PARTNERSHIP

AUC’s RISE and HSBC bank collaborate on water and waste management in Egyptian villages

By Katharyn Gadient

14 AUCTODAY | FALL 2015

FEATURE STORY

alone, the program has been successfully implemented in eight villages throughout Egypt, laying the groundwork for its expansion through the HSBC Flagship Program. Over the next three years, RISE aims to benefit 27 villages and 30 schools, serving more than 100,000 people in total. To accomplish this goal, RISE will engage the help of approximately 700 volunteers in more than 400 days’ worth of training sessions and community-based projects.

Jaskolski attributes the organization’s success to its creative hands-on approach.

“At RISE, there’s always room for ideas from locals, team members, volunteers and students,” she said. “If you have an idea, you have the opportunity to plan your own project, find funding and then do it. You’re part of every step and get to see your own idea come to fruition. It’s very gratifying and rewarding for all involved.”

This creative environment complements the organization’s broad approach to sustainability, tackling a wide range of issues within a single project. “We promote sustainability in all of our work, such that

environmentally based projects often intersect with other sectors like health and education,” Jaskolski pointed out. “The AUTARCON water filtration systems in El Heiz and Abu Minqar, for example, provide safe drinking water sustainably by taking into account unique challenges these communities face. These projects then improve the long-term health of the local community, in this case by providing safe drinking water.”

Community engagement is also key to RISE’s success, noted Jaskolski. By

involving volunteers, students and locals in its work, RISE aims to increase awareness about sustainability on a larger scale. “When people invest their time and energy in our projects, they become invested in sustainability as a whole,” she said. “They take what they learned back with them and become the teachers themselves. In many ways, we’re training the trainers.”

Employees from HSBC, for example, collaborate with RISE on a number of projects, bringing enthusiasm to RISE’s community outreach initiatives, Jaskolski explained. “We had an HSBC volunteer trip last year, where the team lined irrigation canals in

another Western Desert oasis. It was a really good group, so we were excited to work with them again this year,” she declared.

Looking into the future, Jaskolski believes recognition from international organizations like the International Business Awards will benefit not only RISE, but sustainability initiatives across Egypt. “Sustainability is a growing sector, with corporate sponsorships growing each year,” she said. “But there is still a gap to be filled. Recognition like the Gold Stevie Award offers businesses further incentive to get involved. In the end, it’s not only a success for RISE or HSBC. It’s a success for all of Egypt.”

“In the end, it’s not only

a success for RISE or HSBC.

It’s a success for all of Egypt.”

Find out more about AUC’s sustainability efforts at schools.aucegypt.edu/sustainability 15

“We empower people to beat t raf f ic together.”

TRAFFICTalking

Bey2ollak mobile app helps commuters beat Egypt’s traffic

By Carolyn Vasquez

Ahm

ad E

l-Nem

r

16 AUCTODAY | FALL 2015

ALUMNI PROFILE

While battling traffic has become a normal part of Egyptians’ everyday lives, Mohamed Rafea ’03, ’11 refused to succumb. Taking traffic as an enemy to be defeated, he co-founded Bey2ollak mobile app, whereby users could share real-time information about traffic in Cairo and Alexandria.

“Through Bey2ollak, we empower people to beat traffic together,” said Rafea, who received a Distinguished Alumni Award from AUC in 2015 and holds a bachelor’s in computer science and an MBA from AUC.

The application is built on the premise that people regularly communicate about traffic with their family, friends, colleagues and classmates — whether one-on-one or on social media — to warn them of blocked streets, suggest substitute

roads or simply voice their frustration. Daily traffic updates have also become a regular part of local radio programs. “We decided to develop an app that would combine all these different forms of communication,” said Rafea. “The app is based on real-time information from users who are actually on the road; they are the ones steering this.”

With 1.2 million registered users in Egypt, the application uses crowdsourcing, social media channels, email campaigns, in-app notifications and radio stations to disseminate as much information as possible on road hazards, accidents, blocked streets and traffic jams. It also provides information on construction work and dangerous situations on the road.

“We have all become increasingly frustrated with traffic, and every

Egyptian struggles with the daily question of what route to take home or to work,” said Rafea. “Traffic has always been a one-to-one conversation between people, but now useful information can be communicated in a more innovative way. We have testimonials of people who were able to reach a hospital or catch a flight on time because of Bey2ollak.”

While the application was mainly developed to provide up-to-date traffic statuses, Bey2ollak has taken a step forward to alert users of security and safety conditions post-revolution in 2011. “After the revolution, we introduced signs in the application that informed users of places they should or should not go in Cairo,” said Rafea. “For example, users were able to alert travelers of places where protesters

“We empower people to beat t raf f ic together.”

17

were clashing in the streets by selecting ‘danger’ from a list of options.”

Bey2ollak is winner of the 2011 NexGen Entrepreneurs Boot Camp and the Start with Google competition, and has recently partnered with Uber international company. Building on its success, it plans to expand into Nigeria and Saudi Arabia with its new global brand, WhyTraffic.

“We have a different edge compared to other global mapping applications,” explained Rafea. “Mapping applications focus on navigating users based on the quantitative data available. On the other hand, Bey2ollak and WhyTraffic are focused on helping local commuters reach their destinations through the safest and most convenient route. This is accomplished by providing users with personalized qualitative and quantitative traffic information that would help them avoid traffic jams and road hazards, and encouraging them to contribute

traffic information by offering a very easy reporting experience”.

For Rafea, one of the most positive aspects of Bey2ollak is its social impact on the community. “We have been creating jobs and helping people lead healthier lives by avoiding problems related to traffic and safety; this is a continuous process and requires continuous development,” noted Rafea. “By succeeding internationally, we hope to enrich the entrepreneurial ecosystem in Egypt and create a snowball effect for more local businesses to build innovative products with global reach.”

“We have testimonials of people

who were able to reach a hospital or

catch a flight on time because

of Bey2ollak.”

For aspiring entrepreneurs, Rafea advises, “Don’t be afraid to start early. Expose yourself to as much knowledge as possible and take advantage of a liberal arts education, which introduces you to multiple disciplines. Marketing courses helped me in making crucial decisions during the launch of Bey2ollak, and finance courses were beneficial for budget planning. While at AUC, engage in different student activities and internships to develop a broad range of skills. A wide range of experiences will help you set the foundation for your future business.”

Ahm

ad E

l-Nem

r

18 AUCTODAY | FALL 2015

Entrepreneurship and innovation have emerged globally as significant drivers of inclusive economic growth, contributing to both job and wealth creation. Since Egypt’s 2011 revolution, the need has become pressing for novel models that capitalize on the country’s human resources. Half of the Egyptian population is less than 25 years old, and almost one quarter is between 18 and 29 years old. More than any other time, an entrepreneurial spirit and innovative mindset need to be fostered and encouraged to rebuild the country’s economy on solid and sustainable foundations. Co-edited by two AUC faculty members, this multidisciplinary book sheds light on the promise of entrepreneurship and innovation in restructuring Egypt and promoting economic development, providing linkages between academic research and industry needs. It also looks at how creativity and innovation can be embedded in the education system and the challenges facing the entrepreneurial ecosystem, as well as ways to enhance social entrepreneurship.

ENTREPRENEURSHIP AND INNOVATION IN EGYPTEdited by Nagla Rizk ’83, ’87 and Hassan Azzazy

FORTHCOMING

OFF THE PRESS

DIVINE CREATURESEdited by Salima Ikram A series of studies on the different types of animal mummies, methods of mummification and animal cemeteries located at sites throughout Egypt are drawn together in a definitive volume on ancient Egyptian animal mummies, edited by AUC Egyptology Professor Salima Ikram. The studies provide information on animal domestication, veterinary practices, human nutrition, mummification technology and the religious practices of ancient Egyptians.

THE ZAFARANI FILESGamal al-Ghitani Translated by Farouk Abdel Wahab An unknown observer is watching the residents of a small, closely-knit neighborhood in Cairo, taking notes. The college graduate, street vendors, political prisoner, café owner, taxi driver, the beautiful green-eyed young wife with a troll of a husband — all are subjects of surveillance. The watcher’s reports flow seamlessly into a narrative about Zafarani Alley, where intrigue is the main entertainment and everyone has a secret.

THE TRADITIONAL JEWELRY OF EGYPTAzza Fahmy Jewelry in Egypt is more than mere assets. Its design and manufacture reveal a great array of styles and a high degree of skill and artistry. In this lavishly illustrated book, Azza Fahmy, a world-renowned designer of jewelry based on traditional motifs, displays jewelry made in all corners of Egypt over the last 100 years, collected through her extensive travels throughout the country.

Find more AUC Press books at aucpress.com

The Latest from AUC Press

19

Starting Startups

Innovative startups at the AUC Venture Lab are making their way into the market

Ahm

ad E

l-Nem

r

By Carolyn Vasquez

20 AUCTODAY | FALL 2015

FEATURE STORY

In the wake of a movement to empower youth to contribute to Egypt’s economy, aspiring Egyptian entrepreneurs have taken responsibility to be the social and economic change that millions of Egyptians hope for. The AUC Venture Lab has succeeded in supporting young Egyptian entrepreneurs with promising early-stage startups, bringing innovative ideas to the market and creating job opportunities. The AUC Venture Lab develops promising Egypt-based startups into marketable ventures, providing them with mentorship and

21

AUC VENTURE LAB BY THE NUMBERS

business training by AUC faculty members and industry experts; connecting them with the University’s global network of alumni, academics, mentors and investors; and giving them access to work space, as well as University facilities and resources.

“A lot of collaboration and interaction takes place between students, faculty, alumni and the AUC Venture Lab entrepreneurs,” noted Ayman Ismail ’95, ’97, founder of the AUC Venture Lab, assistant professor in the Department of Management and the Abdul Latif Jameel Endowed Chair of Entrepreneurship. “That’s one of the biggest values of having AUC Venture Lab entrepreneurs on campus, unlike any other incubator.”

Founded in 2013, the AUC Venture Lab has been named for two consecutive years among the Top Five Most Promising University Business Incubators in Africa (2014) and a high-impact incubator in the Middle East and North Africa region (2015) by the Swedish-based ranking company, UBI Global. The AUC Venture Lab’s first startup business cycle began in Fall 2013, and its fifth cycle has been completed in Fall 2015. Each cycle culminates with Demo Day, where startups showcase their products and services. The five startup cycles represent businesses from a wide range of fields, including development, technology, e-commerce, entertainment and logistics.

“We are very interested in supporting economic development and growth, competitiveness and job creation,” said

Ismail. “All of these things stem from entrepreneurship and starting new companies that contribute to the economy. One of the best ways of achieving that is trying to accelerate the cycle of transforming innovation into new startups, and that’s what we do at the AUC Venture Lab — empower entrepreneurs, foster innovation and fill existing gaps in the emerging entrepreneurial ecosystem in Egypt.”

AUC Venture Lab startups are awarded LE 20,000 to financially support the development of their startups. To date, 46 startups have succeeded in creating 253 jobs, generating LE 36 million in revenue and raising LE 23 million in investments. Through the AUC Venture Lab’s financial and mentoring assistance, the startups have achieved high success rates, many of them receiving international recognition.

AUCToday met with some of the successful startups incubated at the AUC Venture Lab.

“That’s what we do at the

AUC Venture Lab — empower entrepreneurs

[and] foster innovation.”

5 acceleration

cyclescompleted

46 startups

103 business mentors

and trainers

253 jobs created

Among TOP 4 High Impact Incubators

in the Middle East and North Africa

36M Egyptian pounds in revenue

23M

Egyptian pounds in investments

Source: UBI Index

Among TOP 5

Most Promising University Business

Incubators in Africa

2014 2015

22 AUCTODAY | FALL 2015

TATWEERKiosks in Cairo are one of the most popular meeting points for many of the country’s youth; they can be spotted in every block. However, many of them are largely unmaintained and earn small profits. Founders of Tatweer, a startup from the AUC Venture Lab’s second cycle, saw the city’s kiosks as an underdeveloped marketing opportunity and a chance to grow local entrepreneurship. All these kiosks needed was a facelift.

In an effort to revitalize the streets of Cairo, the young marketeers founded their first project, Kiosk Uplift, which sought to design kiosks that are aesthetically appealing, while at the same time maximizing space for branding and sponsorship. All this would result in a significant increase in profits and more autonomy for the kiosk owners, while alleviating their debts through increased profits and decreased legal violations from the government.

The Kiosk Uplift project has offered modern design renovations that optimize retailing and advertisements. “Tatweer will reinvent the street kiosk market space in Egypt by establishing the largest network of kiosks across the country,” said Tayssir Ibrahim, co-founder and vice president for sales and marketing at Tatweer. “This project will create a modern retailing and merchandising model that maximizes economic value for all stakeholders and benefits the population in advancing social and communal initiatives.”

Since initiating the project in 2014, the project has refurbished five kiosks in the Maadi district at zero cost. Some of the renovations include advertising

space on the exterior of kiosks, new retailing and merchandising systems, televisions to advertise sponsors, color-coded trash bins for recycling waste, energy-saving materials for refrigerators, ventilation space on the top of kiosks and a wall to promote public service announcements, including anti-drug and anti-harassment slogans, in collaboration with NGOs.

“Part of Tatweer’s mission is to promote eco-friendly initiatives and raise awareness of the environment through the development of recycling and environmental programs in the district of each targeted kiosk,” said Ibrahim. “Through Tatweer’s supervision, kiosk businesses now have higher sales of imported products and an increase in consumer growth. They also pay less penalties to the government since they are now considered legal.”

The government, Ibrahim added, has stopped renewing licenses and has raised rent prices for some kiosks

due to their poor aesthetic nature and rise of violations. “Tatweer’s model presents an alternative solution to this problem by improving these kiosks’ conditions and profits,” he said.

Although it is still in the pilot phase, Tatweer is in the process of finalizing a protocol with the government that will enable the startup to refurbish kiosks in 10 Cairo districts other than Maadi, which will bring the total number of modified kiosks to 500 in the next five years.

Backto Basics

“Tatweer will

reinvent the street kiosk

market space in Egypt.”

Photos courtesy of Tatweer

Co-founders of Tatweer, photo by Ahmad El-Nemr

23

education, poverty, women, children, health and the environment. To date, the startup has hosted five development projects and raised LE 220,000 for NGO projects in Egypt. It entered the AUC Venture Lab at the early stages with a pilot project and a strong idea — reform the traditional approach of short-term charitable giving.

“There are numerous NGOs in Egypt that struggle in raising awareness and fundraising for their development projects,” explained Hazem Saleh, co-founder and executive manager of Madad. “The only channel for them to raise funds is through commercial ads, which are expensive, or international donors, who require written proposals that many NGOs don’t have the skills to compose. This is why we thought of using crowdfunding technology to create a new channel for NGOs to raise funds.”

One of Madad’s most successful projects is Tanweer El Heiz, focused on El Heiz village of 3,300 people, located south of El Bahariya Oasis. El Heiz had no consistent electrical power source, and the residents couldn’t refrigerate food or turn on a light at night. The project, introduced by Nubian Treasurers Foundation, provides solar panel installations that give the villagers access to electricity 24 hours a day. “Donors were excited to support this project because it improved housing development and the quality of life for many families,” said Saleh.

Recently, during last year’s holy month of Ramadan, Madad succeeded in raising LE 70,000 for two children in need of surgical and psychological intervention for recovery. The funds served the Ahl Masr Foundation, which provides financial assistance to youth burn victims from fireworks, oil, gas or

any other incident. One of the cases involved an 8-year-old girl who suffered third-degree burns from a gas canister explosion in her home. The fund paid for surgery operations for burns on her back, chest and arm. “There’s a lack of health service provisions for burned child victims in Egypt. Some of the cases we hosted were really heartbreaking,” noted Saleh.

For Madad, these projects are a step forward. Looking to expand from Cairo to the rest of Egypt and the Middle East, the startup has been recognized internationally by Columbia University’s School of International and Public Affairs, Harvard’s Arab Alumni Association, University of Pennsylvania and the United Nations Alliance of Civilizations, among others.

“At Madad,” said co-founder Heba Bahgat, “we are merging business and technology to support Egypt’s development. By enacting change on the ground level, making information and communication tools more readily available to stakeholders, we are hoping to make a difference in the future of the country as a whole.”

Money Makers

MADADLack of awareness of sustainable development projects in Egypt is what motivated the founders of Madad to create an online funding platform that financially supports Egyptian NGO projects.

Incubated at the AUC Venture Lab’s second cycle in 2014, Madad developed a website where users could donate exclusively to sustainable NGO projects, track the progress of the projects through pictures and videos, and see firsthand the impact of their contributions. The company makes a point to focus on NGO projects that provide a long-term means of empowering citizens in impoverished communities, tackling issues such as

Phot

os c

ourte

sy o

f Mad

ad

Heba Bahgat, co-founder of Madad, photo by Ahmad El-Nemr

“By enacting change on

the ground level, ... we

are hoping to make a

difference in the future of

the country as a whole.”

24 AUCTODAY | FALL 2015

temperature and pressure degree. “After the production process is completed, palm midrib products are sold to different manufacturers in the Egyptian market. We develop different types of wooden boards to be supplied to furniture manufacturers and interior designers,” explained Sherif.

Since the start of mass production six months ago, the company has prevented the burning of 60,000 palm midribs in various agricultural lands and has created about 15 job opportunities. “We still have a long way to go, but it’s a good start for six months of work,” noted Sherif.

Although Jozour has contributed to improve Egypt’s environment, it is challenged by rural community members who prefer to earn a profit from date palm midrib residues. “They want to make a profit and, at the same time, request incredibly high prices,” explained Sherif. “Unfortunately, we can’t afford to pay these prices, so they burn the remains of palm trees.”

Looking ahead, Jozour plans to introduce the idea of recycling agricultural waste in countries within the region that struggle with the same environmental hazards. “We work with the furniture and wood market in Egypt, but we have plans to expand into the Gulf, particularly Saudi Arabia and Oman, for both production and sales,

JOZOUR Agricultural residues have long been neglected in Egypt, despite being an abundant and renewable resource. One of the largest agricultural residues are palm midribs. Annually, nearly half a million date palm trees in Egypt are trimmed, and the byproduct — approximately 200 million palm midribs — are disposed of and burned in open air, causing environmental hazards. Jozour, a startup from the AUC Venture Lab’s third cycle, uses technology to produce wood panels from date palm midribs.

The founders of Jozour initiated their business with three main objectives: create more jobs for unemployed citizens, reduce environmental hazards and develop viable alternatives to reduce the import of wood. “We have relied on LE 500,000 accrued from business competitions and investors to develop reliable machines that would help us in the production of palm midrib material,” said Mahmoud Sherif, co-founder and CEO of Jozour.

The company mainly collects date palm midribs from Aswan and El Wadi El Gedid in Upper Egypt, and processes the production of wood panels in a Cairo factory. The production process involves compressing the palm midribs together in machines using a specific

Rooted in Business

“We still have a long way

to go, but it’s a good start

for six months of work.”

since they do not possess adequate forest resources to produce wood,” Sherif said.

In addition to expanding regionally, the rising startup also plans to brand its natural wood in the Egyptian market. “We need to improve our brand and sales skills to attract more furniture manufacturers in the market,” he said.

For Jozour, the AUC Venture Lab has been an important step throughout its journey. “We have been able to extend our network, meet experts from different fields and participate in professional training sessions,” said Sherif. “These tools have all contributed to developing a mature business model. We still continue to rely on the AUC Venture Lab as a mentor for our business.”

Photos courtesy of Jozour

Mahmoud Sherif, co-founder and CEO of Jozour, photo by Ahmad El-Nemr

25

When Lexi Shereshewsky (YAB ’08) and Demetri Blaisdell (YAB ’08) lived in Damascus, Syria throughout 2009 and 2010, they experienced the country’s rich history, hospitable people and diverse culture. Only months after they left, the country was torn apart by violence and political instability.

“The Syria of today is not the Syria that we knew,” said Shereshewsky, marketing manager for the DailyMail.com and a member of the AUC tri-state alumni chapter. “But the people are still the same, and we felt we had to do whatever we could to give back everything they gave us.”

Syria’s tragic events motivated Shereshewsky and Blaisdell, who is an associate at the law firm Boies, Schiller & Flexner, to create The Syria Fund, a nonprofit organization dedicated to helping Syrian refugees affected

by the ongoing crisis. Shereshewsky and Blaisdell started off by raising money in their community and receiving support from family, friends and colleagues who wanted to make a difference.

The fund’s mission is to help return a sense of normalcy for families whose lives have been disrupted by the civil war. “This means getting children back in school and providing supplies to families in need,” explained Shereshewsky. “For example, recently, our partner organization, South Azraq Women’s Association (SAWA) from Azraq, Jordan, identified a young girl whose legs were severely injured and did not have a wheelchair. We provided the funds to purchase the wheelchair within a day.”

Since Shereshewsky and Blaisdell began collecting donations in 2013, they have raised nearly $80,000 and

SAVING SYRIA

Alumni bring SAFETY and SECURITY to Syrian refugees

By Carolyn Vasquez

Phot

o: E

CHO

M. C

hatz

iant

onio

u

Building a tent school in Jordan, photo courtesy of The Syria Fund

26 AUCTODAY | FALL 2015

ALUMNI PROFILE

have bought thousands of items to distribute in Azraq and Mafraq in Jordan, including heaters, blankets, hygiene products and powdered milk.

Currently, the organization is helping fund the construction of a multipurpose space in Azraq that will serve as a library, reading room and classroom for catch-up and literacy courses. “There are more than 100 students aged 12 and under who will use the facility when it is complete,” said Shereshewsky. “We are hoping to support a computer training workshop and other programs in the library. We are also working on a project to forge partnerships between classrooms in the United States and classrooms in Jordan. We believe that both classrooms can benefit from learning more about their peers living a world away.”

Like any new organization, there are always obstacles that inhibit the fulfillment of the organization’s mission. For The Syria Fund, receiving sufficient financial assistance has been an obstacle. “Our most pressing needs are increased financial support,” explained Blaisdell. “In order to have a long-term impact and build relationships with local partners, we need to continue raising awareness and encouraging donations.”

Shereshewsky and Blaisdell have visited Jordan twice in the last two years to create and strengthen relationships with qualified and dedicated partners working on the ground in Jordan. In addition to partnering with SAWA, The Syria Fund is collaborating with other regional and international organizations, including a volunteer-based group in Amman, Helping Refugees in Jordan and Mercy Corps.

Emphasizing the need to spread more awareness of the Syrian refugee crisis, Blaisdell noted, “Many people struggle to empathize with the victims of a conflict that is so massive and difficult to comprehend,” he said. “By sharing memories of our time in Syria and emphasizing the human side of the crisis, we hope to change perceptions in our communities. We want people to see that refugees have a lot in common with us. They are facing tremendous hardships and need our support.”

“We want people to see that refugees

have a lot in common with us. They

are facing tremendous hardships and

need our support.”

Phot

os c

ourte

sy o

f The

Syr

ia F

und

Top: Blaisdell works with Syrian refugee children at a partner school in Jordan; middle: Purchasing winter items in Amman; bottom: Shereshewsky with students in northeast Jordan

27

CURBING THE EPIDEMIC

With an estimated 15 to 20 percent of the Egyptian population affected by hepatitis C, the infection rate is the highest in the world. Hepatitis C is sometimes coined the silent disease because infected people may carry the virus for as long as 20 years before facing liver failure. Because infected people do not show profound symptoms, detection is the first step.

Through D-Kimia, AUC’s first University spinoff in Egypt founded in 2013 by Chemistry Professor Hassan Azzazy, a fully automated, robotic machine for hepatitis C diagnosis has been developed, earning Azzazy first place in the industry section of the Arab Innovation and Entrepreneurship Award competition, organized by the Arab Science and Technology Foundation. The award was presented by the United Arab Emirates minister of commerce at the 17th Arab Businessmen and Investors Conference in Abu Dhabi.

Azzazy received the award as an acknowledgment of his commitment to responsible business and building a lucrative company in a difficult economic climate. “This is a major recognition for Egypt and AUC, especially that we have survived for two years in the country’s harsh economic conditions with a weak ecosystem for entrepreneurship,” said Azzazy.

Robotics for DiagnosticsThe robotic machine streamlines the process of testing for hepatitis C. “Current hepatitis C testing is complicated and expensive,” explained Azzazy. “Many people don’t even follow through with the second round of testing.”

Access to an affordable and portable means of testing, Azzazy noted, will reach an exponentially larger portion of the population. “Our machine automatically performs all the functions that any lab might need to test the patient’s blood,” he said, adding that the robotic machine was funded by a grant from the Academy of Scientific Research and Technology through a joint proposal by AUC and D-Kimia, and its technical design was spearheaded by Karim Hussein, CEO of D-Kimia. “The machine is controlled by a computer, so no human hands are required to handle the highly infectious materials and, at the end of the process, the machine can self-sterilize.”

The competition selected 30 companies out of 120 to attend the conference in Abu Dhabi. The companies delivered four-minute presentations to a panel of judges, who also interviewed the candidates. Previous competitions, Azzazy said, included startups that were still in the idea phase, but this year, the foundation sought established companies that could be connected with investors in the Emirates and other Arab countries to help them move to the next level. The main criteria were full-fledged companies coming up with innovative ideas and products that would positively impact society.

“At D-Kimia, we are using biotechnology and nanotechnology to address a medical problem with robotics,” Azzazy said. “The new thing is that we are using gold nanoparticles to detect the virus.”

D-Kimia’s innovative diagnostic solution is two-fold. “First, there is the chemical formulation, which contains a short DNA sequence, gold nanoparticles and other

A fully automated, robotic machine for hepatitis C detection has been developed at AUC’s D-Kimia

By Tessa Litecky

28 AUCTODAY | FALL 2015

FEATURE STORY

agents that can detect the presence of the virus in the patient’s blood,” noted Azzazy. “Then, the robotic element is this machine that can extract the hepatitis C virus RNA from the blood. So, we put a patient’s blood sample into this machine, and at the other end, we get the genomic material of the virus. We then add it to the chemical solution to get the final answer.”

This new technology is specifically designed to fill a larger need in society. “The applications for our machine have potential to make a worldwide impact in

the detection of infectious diseases, which are the most dangerous kinds of diseases and pose a danger to all of humanity,” said Azzazy.

Egypt’s First University SpinoffD-Kimia is AUC’s first spinoff company. Spinoffs are commonplace at top-tier research institutions in the United States and have now been embraced by AUC. The spinoff model begins with technology, innovation and patents developed by faculty members using the University’s

resources, Azzazy explained, and are then given to a company to develop into a fully formed product. It’s a mutually beneficial partnership between faculty members and the University, and is an indicator that important research is being manifested into a product that contributes to society. “This is actually one of the most stringent criteria by which you evaluate a university,” declared Azzazy. “With AUC, we have to ask: Where is the output? What is our contribution to alleviate the pains of society? Where is our contribution to

Find out more about AUC’s research initiatives at aucegypt.edu/research

A fully automated robotic machine developed at AUC’s D-Kimia performs all lab functions needed to test a patient’s blood for hepatitis C diagnosis

29

the economy and to unemployment? The success of spinoff companies is a way to assess those questions.”

Since D-Kimia is AUC’s first venture into spinoff companies, there were no established guidelines, and Azzazy recalled that many were hesitant. He noted, however, the full support he received from former AUC President Lisa Anderson. “She took a risk when there was no precedent. She was entrepreneurial herself in really believing in the company,” he said.

Future OutlookD-Kimia works to provide diagnostic solutions that are affordable, simple and require minimal infrastructure. “We are focusing on hepatitis C because Egypt is the country with the highest infection rate in the world,” said Azzazy. “I believe that diagnosis of the disease is the cornerstone in managing and preventing the spread of the virus. If people know whether they are positive or negative, they will act accordingly so as not to put others at risk.”

Azzazy hopes that the award will result in Emirati investors joining the company and moving it to the next phase. “We would like to keep expanding the company, looking at additional products and possibly merging and opening a second branch. That will expose us to more of the market,” said Azzazy, adding that D-Kimia also recently won the Best Project Award during the Cairo Innovates 2015 exhibition. The award was presented by the national Academy of Scientific Research and Technology.

Expanding D-Kimia also means expanding the availability of its diagnostic services. “Having a low-cost, affordable test that can be conducted in a remote location reaches deeper into the population to the people who need it the most,” affirmed Azzazy. “Only then can you really have a positive effect and contribute to solving some of society’s biggest problems.”

“We are focusing on

hepatitis C

because Egypt is

the country with the

highest infection

rate in the world.”

30 AUCTODAY | FALL 2015

“Our primary goal is to ‘solarize Egypt,’ to integrate solar energy more into the lives of Egyptian consumers. We hope to teach people about green technologies and show them that they aren’t that expensive so that electricity in Egypt and the region can be cheaper, cleaner and greener,” said Rana Alaa ’10, ’15, co-founder and technical director of SolarizEgypt.

Founded by Alaa and Yaseen Abdel-Ghaffar ’10, SolarizEgypt designs and installs solar power plants, built using up to 40 percent local materials and relying on local labor. It uses a grid-tie system — the first-of-its-kind in Egypt — to provide sustainable and financially viable solar energy to commercial, industrial and residential electricity users across Egypt.

“We got the idea for SolarizEgypt in 2013 when Yaseen and I were, ironically, working in oil and gas companies,” explained Alaa, a graduate of AUC’s electrical and environmental engineering programs. “We found it strange that in Egypt we have all this sun, but we’re reliant on fossil fuels, with 90 percent of our energy coming from oil and gas. With the market on the rise, we decided it was time to establish our own solar energy business.”

The two business partners found that most solar energy in Egypt was off-grid, where people have their own systems and batteries that they use independently. “Off-grid solar electricity is very expensive, especially compared to the grid’s cheap, subsidized power,” explained Alaa. “But we also found a possible solution, a grid-tie connection, where you rely on the sun in the morning and the grid at night. Countries worldwide are using grid-tie connections as a more sustainable and cost-effective alternative.”

With most of the company’s employees being AUC alumni, the company’s first project was at AUC’s Research Institute for a Sustainable Environment (RISE). “The University has always been a visionary in Egypt’s sustainability sector, and in 2014, RISE asked us to build a solar plant for its greenhouses,” Alaa recalled. “After 140 proposals to different people, this was the first time we put our ideas into action. RISE gave us a start with a solid track record that we could show to other interested parties.”

This track record jumpstarted SolarizEgypt’s success. Today, the company has implemented 24 projects across Cairo, as well as in the Western Desert, Red Sea area and Ismailia. “Being an entrepreneur

isn’t just about having a vision, but also showing people that you have what it takes to make that vision a reality,” Alaa explained.

Inspired by this first project, social responsibility is now a cornerstone of SolarizEgypt’s business model. “We got started through corporate social responsibility,” said Alaa. “RISE didn’t establish the plant because it was the most profitable option, but because it believes in using natural resources more sustainably. Our profit margins at SolarizEgypt are not high, but we believe that our vision for a greener Egypt is more important than following a model that is solely cost-driven.”

A SUNNY

DISPOSITION

“The University

has always been

a visionary in Egypt’s

sustainability sector.”

Alumni are working to adopt solar power as a sustainable energy

source in Egypt

By Katharyn Gadient

31

ALUMNI PROFILE

32 AUCTODAY | FALL 2015

FEATURE STORY

HAILING an App

No Cairo street scene is complete without the sight of the familiar black and white taxis that roam the city day and night. However, with rising competition from new car booking services and a growing social stigma about taxi drivers, traditional cabs are in jeopardy, according to Nellie El Enany, assistant professor in the Department of Management.

In her recent ethnographic work on taxi drivers, El Enany explores social identity and identity work within the field of organization studies, which examines the ways in which individuals construct organizational structures and practices and how this, in turn, shapes social relationships, behaviors and wider

In the wake of stigmas and new car booking services, traditional taxis are facing

social pressure

By Tessa Litecky Photos by Dana Smillie

33

institutions. “Anything that happens in society also plays out at the individual and organizational levels,” she explained. “If we can gain a better understanding of how individuals and societies function, we can understand how this impacts business, social mobility and economic growth. It is these social underpinnings that are at the center of how businesses function.”

Turning the lens on Cairo’s traditional taxis, El Enany explained how it became apparent that many of the taxi drivers she was riding with were trying to “brush off’ what they perceived as socially tainted marks on their identities.

“I got into a couple of taxis, and the drivers would strike up conversations about them not ‘really being taxi drivers,’ that they have bachelor’s degrees, that they were not ‘bad’ and that they wouldn’t rob or kidnap me,” she said. “As an organization scientist, this struck me as very interesting because the taxi drivers were engaging in what we call ‘identity work’ to construct what they perceived, and thought I would, as a legitimate and socially acceptable identity. For them to engage in this discourse, it begs the question of why.”

The answer? Social stigma, El Enany explained. “Stigma is generally understood as an attribute that is discrediting and may lead to people in society becoming marginalized and not fully accepted socially,” she said. “There are a number of studies that examine stigmatized identities and the effect they have in society and on

business, including work on the homeless, garbage collectors and prison officers. It is crucial to understand how people deal with these stigmas, in other words, how they manage their identities.”

As El Enany’s research developed, it became apparent that recent political upheavals in society contributed to the development of these stigmas. “During the 2011 revolution in Egypt, there were stories of people being kidnapped, robbed or threatened by taxi drivers,” said El Enany. “While this may have happened a few times, these incidents have been hugely blown up by society, leading to the image of taxi drivers and the profession as a whole becoming tainted, in particular by a certain socioeconomic strata of society. The key issue here is that society is creating this stigma, and it is beginning to affect the image, reputation and well-being of taxi drivers. Of course, taxis will never disappear in Cairo, since a huge section of society depends on them; however, the growing stigmatization of taxis, which used to be a privilege to ride years ago, is worrying.”

Social StigmaThe stigma of taxi drivers and threat of losing patronage have been recently amplified by the appearance of new car booking services like Uber and Careem, El Enany pointed out. These companies have a mobile app that people can use to request a ride and pinpoint their location

on a map. Drivers pick up passengers in economy or premium cars, and follow the GPS route in the app, which also calculates the fare. Many drivers do this as their second or even third job to bring in extra income by using a car they already own. “Although these firms arguably target a different socioeconomic class to taxi drivers,” El Enany noted, “the result is that many customers are moving away from the conventional taxi driver.”

Key to the success of Uber and Careem is the perception that they are significantly safer and easier than taxis, though this image is also socially constructed, El Enany declared. They have a positive reputation for being tech savvy and employing “trusted” people to drive, she noted. The smartphone app also minimizes the language barrier, since the route is tracked by the company, and riders can share their estimated time of arrival with family and friends. In addition, both apps can take fares directly from people’s credit cards, so no cash or tips are required.

“Uber and Careem have developed a reputation of safety and progressiveness, in contrast to old-fashioned taxis,” said El Enany. “Their drivers don’t have to contend with the same social stigmas and, therefore, don’t feel the need to construct their identities in the same way as regular taxi drivers do. They have their own cars and smartphones, most have degrees and the way they dress is

34 AUCTODAY | FALL 2015

different — all this gives them an upper hand over taxi drivers.”

In addition, these car booking services are making diligent efforts to support the communities in which they work, El Enany said. Recently, Uber has implemented mandatory training for all drivers to recognize and report harassment, and Careem engages in philanthropy by partnering with a number of children’s charity organizations throughout the Middle East.

Growing DividesDriving is often not the main source of income for Uber and Careem drivers, who generally come from an educated background, according to El Enany, as compared to the typical taxi driver. “Driving is not their livelihood, not their

identity. It just supplements their main salaries,” she said.

In contrast, most taxi drivers do not own their vehicles and are obligated to make payments to lease their taxis. So even if they put in a full day of work, they might not make a profit. “How is the average taxi driver going to survive?” said El Enany. “He often does not have the social capital or the resources, and then there is this growing stigma.”

Emphasizing the increasing gap between socioeconomic classes, El Enany noted that the community of taxi drivers is extensive and integral to

Egypt’s economy and social life. “Society contributes to creating these divides and, ultimately, it impacts business and how institutions function because people who have stigmatized identities are not as employable or accepted by society,” she pointed out. “This is not only an issue with taxi drivers, but it also affects refugees, women and the homeless. These issues are detrimental to a country’s workforce and may create a larger social burden of unemployment. As a society, we should work together to break down social stigmas and motivate and empower those who are less able.”

“This is not only an issue with taxi drivers, but it also

affects refugees, women and the homeless.”

35

By Katharyn Gadient

36 AUCTODAY | FALL 2015

Egypt; therefore, cardiac units like Al Demerdash are crucial for the care of Egypt’s underprivileged citizens.

Helping the hospital streamline its operations, AUC’s MBA students developed a business and fundraising plan for the hospital, as well as a standard operating procedure to better organize the hospital’s staff members and to promote program monitoring and auditing. They also provided the hospital with a new computerized data entry program, replacing its paper records with a more efficient digital platform to store patient data.

This collaboration with the AUC team was key in the hospital’s long-term development, noted Dr. Ghada Selim, a cardiologist who was a lecturer in Al Demerdash at the time. “With an increasing number of patients and limited financial resources, Dr. Awni and his team of students helped us improve the quality of care with our limited financial resources,” Selim explained. “The team was not only keen to provide us with solutions to our financial issues, but they also kept an eye on the quality of care patients were receiving, as well as patients’ satisfaction and waiting time. To see this in a public hospital was really heartwarming, and it helped us offer better patient-centered care.”

Walking into the cardiac rehabilitation unit at Al Demerdash Hospital, you’d see a laborer or street vendor running on a treadmill in a galabeya. Next to him, a nurse checks his vital signs while another man waits for his turn.

“Most of the patients at Al Demerdash get their income from heavy physical labor, so for them to get back into shape after surgery is critical,” said Ali Awni, professor of practice in the Department of Management who led a team of MBA students to the hospital for a community-based learning consultancy course. “Most people tend to view rehabilitation as a luxury, but the clientele at Al Demerdash prove this is not the case. Because of their labor-intensive employment, they must heal and rehabilitate their bodies to make money and provide for their families.”

A public nonprofit facility, Al Demerdash Hospital is the educational center at Ain Shams University and one of the main providers of tertiary health care services in Egypt. Its cardiology department is one of the hospital’s largest, serving more than 6,000 patients annually. Cardiovascular disease has a high fatality rate in

MBA students do good business at Al Demerdash Hospital’s cardiac unit

CommunityHeartAt the

FEATURE STORY

of a

MBA students developed a business and fundraising plan for Al Demerdash Hospital, photo courtesy of Ain Shams University

37

Now director of AUC’s John D. Gerhart Center for Philanthropy and Civic Engagement, Awni explained that community-based learning courses like this offer students a more dynamic educational experience while promoting active citizenry. “The purpose of the class was for students to do consulting in a real-life setting,” he said. “I told my students from the very beginning that this is not a course where they’re going to learn many technical concepts, but one where they would implement these concepts in a new environment, finding that simple ideas have an amazing impact.”

That is why Rania Aboulwafa (MBA ’14), assistant director for operations and engineering services at AUC’s Kamal Adham Center for Television and Digital Journalism, decided to take the course. “The choice to work with Al Demerdash Hospital stemmed from our desire to help the community, especially since we know the constraints and difficulties that

government institutions face,” she said. “The challenge was not just to implement the theories we learned, but also to adapt those theories to fit an already functioning unit and to improve its operations, giving the hospital an opportunity to find more resources and thereby help even more people.”

Youssra Ibrahim (MBA ’13), territory market access manager at AstraZeneca pharmaceutical company, reflected on her work with Dr. Selim and Al Demerdash staff members. “My favorite memory from the course is an email sent from Dr. Selim, saying that she presented our business plan to one of her corporate contacts and received a new instrument doubling the rehabilitation unit’s capacity,” she recalled. “She mentioned that this was the easiest fundraising she had done and that

the corporations reacted favorably to the materials presented. It was great to see our efforts have such a positive impact.”

This project has since inspired Ibrahim to get involved in her community as a business professional. “It built my sense of connection to the community,” she declared. “I learned that the community is both a source of learning and a site for action. Through this course, I added value to the community and developed my own skills. After this project, I was really motivated, knowing that learning has meaning and purpose in the real world. This encouraged me to invest more time and devote more attention to community service.”

Diana El Arja (MBA ’13), manager of Aramex’s global e-commerce department in Dubai, agreed, explaining that the course offered her an introduction to corporate social responsibility. “My favorite part of the project was actually working with Dr. Ghada and Professor Awni,” she said. “Both were inspiring in their ability to combine social responsibility with their day-to-day work. It was definitely an eye opener for me.”

For Aboulwafa, she has translated what she learned at Al Demerdash to her work at AUC. “Working on this project made me realize the importance of standard operating procedures and best practices in utilizing resources and ensuring a high level of service,” she said. “Bringing this same concept into my own work at the University has made things more efficient, particularly in how we deal with complicated tasks.”

Beyond Al Demerdash, community-based learning challenges students to look past their own circles into their communities and tackle some of Egypt’s toughest problems, as Dr. Selim explained. “There is a lot more that can be done through such programs,” she noted. “These young people bring fresh blood and out-of-the-box solutions to community challenges, and we need to create more opportunities whereby we can support and embrace such efforts and align them with organizational strategy and vision.”

“To see this in

a public hospital

was really

heartwarming.”

Rania Aboulwafa (MBA ’14), photo by Ahmad El-Nemr

Youssra Ibrahim (MBA ’13)

IN THE BUSINESS OF TRUST

Business, particularly in the Arab world, is governed by trust

Trust sits at the heart of the business world, according to Mohamad Al-Ississ, assistant professor of economics.

“Most relationships within our modern economy are based on trust,” he said.

A critical factor in economic growth and development, trust has a sweeping impact on society, explained Al-Ississ. “If you look at it from an academic point of view, higher trust levels can be linked to higher growth and better civic engagement, which are linked to better economic performance. It is an essential element of how our modern economies function.”

According to Al-Ississ, globalization presents unique challenges to establishing trust in today’s business partnerships. An economics lecturer at Harvard University’s John F. Kennedy School of Government, Al-Ississ examined the relationship between trust, risk and betrayal in different global contexts. He co-authored “The Elasticity of Trust: How to Promote Trust in the Arab Middle East and the United States” with fellow Kennedy School Professors, Iris Bohnet and Richard Zeckhauser, along with Benedikt Herrmann, Andrea Robbett and Khalid Al-Yahia.

“Our main issue is how risk is linked to trust,” said Al-Ississ.

BETRAYAL AVERSION The co-authors found that not only are people risk averse, they are also averse to betrayal. “There is something innate in us that makes us avoid situations where we could be betrayed,” Al-Ississ noted.

While betrayal aversion is widespread, Al-Ississ pointed out that the ways different societies minimize betrayal are not. “The way business works in the Arab world is different from the United States, and we can explain this using betrayal aversion,” noted Al-Ississ. “In the Arab world, you have coffee or a meal together before you even start discussing a business deal, whereas Western countries have developed well-defined judiciary systems to protect individuals against betrayal, making this process much faster.”

Why the difference? To minimize the cost of betrayal, but they each do so in a different way: either they minimize its likelihood or, if it happens, minimize its impact. The West lowers the cost of betrayal, while the Arab world lowers the probability of that betrayal.

Al-Ississ explained, “By inviting people out to dinner or coffee, people in the Arab world are adding a personal relationship to the business relationship, which makes betrayal less likely. But in Western countries, if betrayal does occur, people cash in their insurance to cover the cost of betrayal, and they move on.”

Ironically, Al-Ississ found that using insurance to minimize the probability of betrayal can actually have the opposite effect. “If two people are engaged in a business deal and one of them takes out insurance to protect against betrayal,

that act itself fundamentally changes the relationship because it is no longer defined as a partnership, but simply a business transaction,” he noted. “The fact that there is no personal relationship makes people feel less guilty when they betray. So, in effect, insurance may lower the cost of betrayal, but it also increases its probability.”

On the other hand, relying solely on personal business relationships in today’s world can impede a company’s ability to compete globally. “If people only conduct business with those they know, that would significantly lower their ability to expand,” said Al-Ississ. “There aren’t any right or wrong answers, but we do need to understand where we are in order to apply the right institutional incentives to help build trust and everything that goes along with it.”

ENTREPRENEURIAL TRUST One area where these cultural differences come into play is entrepreneurship, though cultural distinctions may not be so clear-cut in real life. “If you look at the lifeline of a typical entrepreneurial startup, in the beginning it is funded by angel investors, who are essentially oneself, family and friends. That is because there is trust based on personal relationships,” Al-Ississ explained. “In essence, angel investors and their behavior are similar to business in the Arab world.”

Startups then hit a point in their growth where they cannot continue to grow only from angel investments, and they reach out to venture capitalists. These new investments are not entirely based on trust, but more on track records. “Still, many venture capitalists will tell you that they don’t invest in ideas but in people, and here we see that trust and trustworthiness are still very much at the heart of entrepreneurship,” Al-Ississ noted.

Though the study focused on Gulf and Levantine Arab societies, Al-Ississ believes the same relationships between risk, trust

By Katharyn Gadient

38 AUCTODAY | FALL 2015

FEATURE STORY

and betrayal would hold true for Egypt. “Egypt is expected to follow the same trends as the rest of the Arab world, since the social parameters are very similar,” he said.

For Al-Ississ, building trust is important to unlocking the global market for Egyptian entrepreneurs. “For local entrepreneurs to tap into the global market, they need to establish a record of evaluation so external investors can know the trustworthiness of their Egyptian business partners,” Al-Ississ said. “This means that Egyptian entrepreneurs cannot likely start with global funding, but they’ll have to start locally with domestic investments until they reach a level where they have a track record that they can share with global investors.”

Though building a track record is easier said than done, Al-Ississ believes that programs like the AUC Venture Lab at the School of Business offer Egyptian entrepreneurs a push in the right direction. “At AUC,” he said, “we’re trying to create that space where we lend our brand and images to local entrepreneurs as indicators of trustworthiness. Lending them this credibility signals to investors that this person has been vetted and approved by knowledgeable institutions like the AUC Venture Lab.”

He added, “Ultimately, AUC encourages entrepreneurship and investment in the region by reconciling different cultural understandings of trust. The two ways of dealing with betrayal are completely different schools of thought, and as our global economy becomes more integrated, institutions like AUC help fill the gap between the two.” Ah

mad

El-N

emr

39

When I joined Entrepreneurs’ Society almost a year and a half ago, I didn’t know what I was in for. As a freshman, I saw

the great work they were doing with students and was inspired by the fact that they gave students the opportunity to build themselves independently. I loved their energy, enthusiasm and passion. But now, after becoming CEO and getting more involved, Entrepreneurs’ Society has become a second home to me. I feel proud that we are making a difference in society by helping to discover hidden talents in Egypt. My greatest satisfaction is when somebody talks about the impact Entrepreneurs’ Society has had on their lives. Whether it is the ability to speak confidently with others, negotiate or network with stakeholders, it is very gratifying that students leave with something more than what they came with.

I have been infatuated by the idea of starting my own business since I was a child. When I was young, I would sell lemonade in cups I decorated with seashells along the boardwalk of our house in Agami, Alexandria. In high school, I printed photographs I had taken on canvas and made clothes that I would later sell. My parents always told me that I could never be an employee; I am destined to lead. And that is exactly what I learned at Entrepreneurs’ Society: how to lead, initiate, take risks, solve problems, think outside the box and enact positive change.

Many students are hesitant and fearful when they think of the idea of starting their own businesses. They’re afraid of taking risks, making mistakes or simply don’t entertain such a thought so early on in their lives. Similarly, many people think that students are too young to be entrepreneurs. However, we believe that entrepreneurship knows no boundaries. As we always say, we are a group of students driven by the desire to disrupt the status quo. Most of us are raised to study certain majors, adopt a particular lifestyle and make specific career choices in line with what society believes is “normal” or “acceptable.” In others words, we are raised to look for what is “stable and secure” and are never encouraged to take risks. But that kills any passion inside us even before we can discover it. As youth, we have a strong eagerness to learn and explore the world, and as young entrepreneurs, we are driven by the desire to transform and innovate. Not so long ago, the idea of

connecting with someone across the world was nonexistent. It is because somebody decided to break the traditional way of life and come up with a new idea that we all now communicate through the digital space and connect with people no matter where they are in the world. As they say, no risk, no reward, and one innovation leads to another. We are here to keep the fire burning in students so they could innovate and, more importantly, reciprocate.

The idea of reciprocating to society through entrepreneurial ventures, or what is commonly known as responsible business, is at the core of what we do. Many of the students who join and participate in our events — whether it is the Junior Business Plan Competition for high school students, Jamboree startup exhibition or the high-stake Business Plan Competition — come up with ideas that would help them make an impact on society, and not necessarily with the aim of attaining maximum profit. From developing social entrepreneurial initiatives, creating self-sustained startups or just using resources wisely, our alumni have impacted Egypt in more ways than one. These include Yousef El Sammaa ’12, Nesma El Far ’12 and Omar Hamdalla ’12, who co-founded ElWafeyat, an online platform that allows users to read and post obituaries online, offer condolences and crowdfund for charity projects in the name of the person who died. ElWafeyat joined Flat6Labs in 2013 and also received an investment from 500 Startups in Mountain View, California. These alumni are examples of how human potential has no limits; we just need an opportunity and the resources to thrive.

Although we promote the idea of responsible business as the path to development, we must also face the hard truth. It is ambitious, if not impossible, to try and break the vicious cycle that is a result of mixing the desire to have a positive impact with unbridled capitalism. Responsible business is good in essence, but it must be met with a unified approach. The proactivity of students must be genuinely supported by corporations and government institutions to allow for growth that is led by the talented youth of our country. As members of AUC’s Entrepreneurs’ Society, we want to put Egypt and the region on the global entrepreneurial map. We ultimately want to be the main drive for students in this movement.

Young Entrepreneurs in the Making

Dalia Kamar is a junior majoring in business marketing and is the CEO of Entrepreneurs’ Society student organization

and marketing manager at RiseUp Summit.

COUNTRYPARADE40 AUCTODAY | FALL 2015

AKHER KALAM

COMMUNITYDAY

INTERNATIONAL

2016

SAVE THE DATEAUC NEW CAIROMarch 9Wednesday

2016

BAND-O-KEECENTENNIAL T I M E C A P S U L E Raffle Prizes

MUSIC and COUNTRY PERFORMANCES

COUNTRYPARADEEPIC GROUP PHOTO

Egypt

AUC AvEnUE

p.O. BOx 74nEw CAirO 11835

UnitEd StAtES

420 FiFth AvEnUE, third FlOOr

nEw yOrk, ny 10018-2729

www.aucegypt.edu

Tele-Museum, by Sara Fateen ’16, one of the first group of students to graduate this fall from AUC’s graphic design major, photo by Ramy Tarek Radwan