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Al-Ahram Weekly
18-07-2025
- Politics
- Al-Ahram Weekly
Nurturing the youngest - Egypt - Al-Ahram Weekly
A plan to upgrade nurseries and improve services for children under four is now in action The Ministry of Social Solidarity began a nationwide inventory of nurseries on 29 June in alignment with the presidential directives issued in March on International Women's Day to increase the number of nurseries and raise the enrollment rate of children from birth to four years old. In May and during a meeting with Prime Minister Mustafa Madbouli, Maya Morsi, the minister of social solidarity, reviewed the status of nurseries under the National Early Childhood Development Programme, outlining the plan for early childhood development and nursery services. The plan aims to expand the number of nurseries by 2027 to accommodate 13,000 children, upgrade 113 nurseries, establish 176 new ones, and train 2,308 care providers, nursery managers, and parents on ways to deal with kids in addition to implementing a unified preschool curriculum and activities to be offered in nurseries nationwide. According to the latest Central Agency for Public Mobilisation and Statistics (CAPMAS) figures, the number of children in Egypt was 39.6 million in mid-2023, with 20.3 million males (51.3 per cent of the total) and 19.3 million females. The number of nurseries affiliated with the Ministry of Social Solidarity rose to 25,200, with 1.5 million children enrolled in 2022. With the commencement of the census, 1,800 social workers were deployed countrywide to collect detailed information on children from birth to four years old, as well as on licensed and unlicensed nurseries. Nursery owners were taken by surprise when staff from the social solidarity directorates and rural women leaders arrived to inspect the premises, take photographs, and check birth certificates. This raised concerns, particularly among owners of unlicensed nurseries. According to a working mother in Zeitoun neighbourhood, 'There are very few licensed nurseries in the area. Most of them are unlicensed, and their monthly fees are lower.' 'My work gave me only three months of maternity leave, and I didn't have the luxury of staying home to care for my newborn. At first, I tried to apply for my daughter at a well-known nursery in our neighbourhood, but it had a waiting list and the fees were exorbitant. I was worried about the alternative: unlicensed nurseries, as I assumed their standards would be poor or that they wouldn't provide proper care.' 'I was surprised to find the opposite. I enrolled my daughter in a nursery located on the second floor, and found that it provided excellent care, attention, education, and cleanliness.' A nursery owner in the same neighbourhood said, 'The only space I could find for a nursery was a spacious apartment on the third floor, which meant I was violating the first licensing condition: that nurseries must be located on the ground floor. I had searched extensively for ground-floor spaces, but couldn't find any. I did find a villa with a garden, but at a monthly rent of LE25,000, which I couldn't afford.' The owner noted that the cost of furnishing and equipping the nursery is very high, explaining that one child's chair costs LE250. She added that she had tried to obtain a loan from Nasser Bank to improve the nursery, but the primary requirement was having a licensed facility — something she did not have. Upon starting the census, due to concerns voiced by unlicensed nurseries, the Ministry of Social Solidarity granted them a temporary licence valid for six months, allowing time to rectify their legal status. To obtain the temporary licence, applicants must comply with several regulations, including requirements related to both the licensed applicant and the nursery administrator. These include submitting a copy of their national ID, educational qualifications, a criminal record certificate, a health certificate, a declaration confirming the appointment of qualified staff, and the availability of personnel files. If the staff are unqualified, they will receive training in coordination with the ministry. Additionally, applicants must submit a declaration of implementing a child protection policy, a statement assuming full responsibility for children's safety, and a declaration committing to compliance with all relevant authorities during the temporary licence period, including Civil Protection, the Ministry of Local Development, the New Urban Communities Authority, and other relevant bodies. Regarding location, the regulations stipulate that nurseries must be located no higher than the first floor, possess proof of ownership or a valid lease, adhere to the child capacity specified in the temporary licence, and be situated in an area free of any hazards that could endanger children. The ministerial circular also outlined procedures for the directorates to follow. These include conducting a census of all requests submitted by nurseries seeking to regularise their status, classifying the obstacles preventing licensing, and submitting this information to the ministry. In addition, each directorate must submit a monthly report detailing the number of completed temporary licence applications. Furthermore, a committee stemming from the Higher Committee for Nurseries was established to oversee the regularisation process and address related challenges. Its responsibilities include compiling a national database of statistics received from the directorates and identifying and resolving issues impeding the issuance of temporary licences. The committee is also tasked with coordinating with relevant authorities as needed. A central committee has also been established to monitor nurseries that have been granted temporary licences, following a timetable to ensure their eligibility and oversee the progress of their licensing procedures. Upon hearing about the census, an unlicensed nursery declined to take in children, leading one mother of two to find another nursery. 'It was also unlicensed, but located on the ground floor, though far from my home. Still, I had no alternative,' the mother said. Unlicensed nursery fees in middle income areas start from LE1,200 while licensed nurseries start at LE2,500. 'The survey is being conducted using Geographic Information Systems, in line with national digitisation and digital transformation efforts,' said Deputy Minister of Social Solidarity Margaret Saroufim. 'The census is meant to develop policies supporting families. The lack of data in this sector hinders development strategies,' she added. According to Morsi during her meeting with Madbouli in May, a proposal to amend the regulations governing nurseries has been finalised. In addition, an integrated system has been developed to automate early childhood services, including licensing procedures for nurseries. The goal is to address the key challenges nurseries face and improve access for children. * A version of this article appears in print in the 17 July, 2025 edition of Al-Ahram Weekly Follow us on: Facebook Instagram Whatsapp Short link:
Al-Ahram Weekly
12-07-2025
- Business
- Al-Ahram Weekly
More private sector participation in water - Egypt - Al-Ahram Weekly
Ahmed Abdel-Hafez sheds light on a new law opening the door to wider private sector participation in Egypt's water and wastewater services The House of Representatives, the lower house of Egypt's parliament, approved the Drinking Water and Wastewater Regulatory Law, new legislation governing the work of the National Authority for Regulating Drinking Water and Wastewater Services (NARDWWS), this week. Established in 2004 by a presidential decree that placed it under the supervision of the Minister of Housing, the affiliation of the authority will now be transferred from the Ministry of Housing to the office of the prime minister. Under the new law, the private sector will be able to establish and operate water and wastewater treatment plants, in return for an annual fee not exceeding LE50 million. Licences will be granted to companies for a maximum period of 15 years, provided they sell water at prices set by the government's National Authority for Regulating Drinking Water and Wastewater and Consumer Protection (NARDWWCP). Egypt's drinking water and wastewater sector began developing in 2004-2005, when the Holding Company for Drinking Water and Wastewater was established and water authority affiliations were transferred from local governors to the Company. Additionally, the NARDWWCP was created, along with entities responsible for building treatment plants, such as the National Authority for Drinking Water in Greater Cairo, the Central Agency for Reconstruction, and the New Urban Communities Authority. The latter manages the drinking water and wastewater plants it has built in Egypt's new cities, while the Holding Company oversees the water facilities in the remaining governorates. According to the new law, the private sector may participate in the construction, management, and operation of drinking water and wastewater networks and plants, whether individually or jointly, as well as supply lines and storage tanks. The NARDWWCP will be responsible for issuing licences to companies. The law stipulates that the fees paid shall amount to two per cent of the price per cubic metre of produced drinking water and two per cent of the price per cubic metre of collected wastewater, not exceeding LE50 million annually, with a minimum of LE25,000. According to an official at the Holding Company, who spoke on condition of anonymity, the current management of drinking water and wastewater treatment plants is divided between the Holding Company in the governorates and the New Urban Communities Authority in the new cities. Given the Holding Company's extensive operational capabilities, including investments in human resources, technology, equipment, laboratories, mobile labs, and reference labs, it is not expected that it will outsource the management of its plants and networks to the private sector. However, the New Urban Communities Authority is likely to benefit from the new law, since the water departments in the new cities directly manage plants and networks, including operations, maintenance, pressure regulation, and quality control, the official said. These departments can outsource these services to the private sector. Egypt's current daily water production stands at 33.6 million cubic metres, or 12.2 billion cubic metres a year. There are 588 wastewater treatment plants in the country with a combined capacity of 18.8 million cubic metres per day. The Drinking Water and Wastewater Regulatory Law divides consumers into the following consumption brackets: 0-10 cubic metres paying 65-66 piastres per cubic metre; 11-20 cubic metres paying 160-165 piastres per cubic metre; 21-30 cubic metres paying LE2.25-2.27 per cubic metre; 31-40 cubic metres paying LE2.75-2.76 per cubic metre; and over 40 cubic metres paying LE3.15-3.18 per cubic metre. Wastewater fees stand at approximately 75 per cent of water bills for domestic use. To maintain financial stability, the Holding Company has been receiving direct financial support from the government since its establishment, due to the disparity between the cost of production and the selling price of water, in addition to the capital investment required to produce clean water. Water subsidies in the draft 2025-26 budget are estimated at LE2 billion, double the amount allocated in the previous fiscal year. The subsidies are allocated to the Holding Company and its affiliates to cover the cost differences resulting from desalination in residential areas and to ensure the financial stability of the company and the affiliates concerned, a parliamentary statement following a budgetary discussion said. According to Mohamed Attia Al-Fayoumi, head of the House's Housing Committee, the new law allows the regulatory authority to grant the private sector a share in the management of water plants and to establish new plants, or networks, or segments of networks in return for annual fees. The difference between the cost of production and the selling price to consumers is covered by the state budget, as is the case with the Holding Company, he said. Al-Fayoumi added that the new system for water is similar to the one regulating the Energy and Electricity Authority, which allows the private sector to establish and own power stations such as solar energy plants and connect them to the national electricity grid to sell their output at a pre-determined tariff. The private sector is already offering drinking water and wastewater services, such as at the Kafr Al-Sheikh Wastewater Services Project, the Wastewater Treatment Project for villages affected by pollution in Lake Qaroun in Fayoum, and the Kitchener Drain Water Quality Improvement Project in the governorates of Kafr Al-Sheikh, Daqahliya, and Gharbiya. The Orasqualia Wastewater Treatment Plant in New Cairo, operational in July 2022, is the first wastewater treatment facility to be managed and operated through a partnership between the state and the private sector. Several seawater desalination plants have also been put out for tender in Marsa Matrouh, Dabaa, and South Sinai, according to the website of the Holding Company. These partnerships were implemented under build-operate-transfer contracts, in which the private sector constructs and operates the facility for a defined period, recovering its costs and earning profits before transferring ownership to the government at the end of the contract. Operation and maintenance contracts have also been used, whereby the private sector is entrusted with the operation and maintenance of existing facilities. Such public-private partnership agreements are designed to ease the pressure on the state budget while enhancing the quality of services delivered at reasonable prices. According to a former official at the Holding Company and the National Authority, the likelihood of implementing the law is greater in new cities managed by the New Urban Communities Authority than in the governorates because consumption in the latter is lower than in the new cities. The higher per capita consumption in the new cities places users in higher tariff brackets, allowing for the more financially sustainable implementation of private sector management and operations, he noted. * A version of this article appears in print in the 10 July, 2025 edition of Al-Ahram Weekly Follow us on: Facebook Instagram Whatsapp Short link:
Yahoo
11-06-2025
- Business
- Yahoo
Starbucks to deploy enhanced staffing model across North America
Global coffee house chain Starbucks chairman and CEO Brian Niccol is implementing a new staffing and service framework across the entire network of 18,000 outlets in North America. Niccol told Reuters that the company aims to deploy and complete the initiative by the close of summer 2025 - an advancement from the original strategy which targeted only a third of US locations by the end of the year. During the earnings call, Niccol stated: 'We'll launch a pilot across 700 stores looking at staffing levels to improve our Green Apron partners' ability to serve'. He went on to say that pilot tests have demonstrated a rise in sales with the new model. The Green Apron blueprint encompasses the integration of in-store technological solutions designed to sequence orders with greater efficiency, alongside the allocation of a specialised barista to exclusively manage drive-through orders. The company has gathered more than 14,000 coffeehouse leaders from across North America in Las Vegas for a three-day event on 10 June and 11 June. Leadership Experience 2025 (LE25) is led by Niccol and COO Mike Grams and is the company's largest leadership event to date. LE25 is a major step in Starbucks' turnaround strategy, which is focused on exceptional service, simplified routines and deeper customer connections. The event aims to set new customer service standards and reinforce the company's commitment to hospitality, targeting a four-minute wait time without sacrificing the warmth of the Starbucks experience. At the summit, Niccol told Reuters: 'We've learned, and now we know what we need to do, so let's scale it.' Grams stated that since the introduction of the "Back to Starbucks" strategy in September 2024, customers have noticed improvements: 'welcoming spaces, more confident baristas, faster service and the return of small but meaningful personal touches such as like ceramic mugs, and handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar." The strategy aims to revitalise the brand by enhancing the unique coffeehouse experience for which Starbucks is known. The company's initial efforts have concentrated on improving the store experience in the US and Canada. However, Starbucks is also evaluating the structure and size of its global support teams as part of its transformation efforts. The "Back to Starbucks" initiative has yielded positive results, with record-high shift completion rates, turnover rates below industry average and rising partner engagement scores. An internal survey has revealed that 84% of US store partners participated, with a majority recommending Starbucks as a great place to work. Grams went on: 'LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our 'Back to Starbucks' plan and are on the right track to turn the business around.' 'We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." In May 2025, private sector union United Steelworkers (USW) negotiated initial collective bargaining agreements for five newly unionised Starbucks locations in Ontario, Canada. "Starbucks to deploy enhanced staffing model across North America" was originally created and published by Retail Insight Network, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
Cision Canada
10-06-2025
- Business
- Cision Canada
Leadership Experience 2025: Starbucks Rallies 14,000 North America Coffeehouse Leaders to Accelerate its 'Back to Starbucks' Strategy
TORONTO, June 10, 2025 /CNW/ - This week, Starbucks is hosting over 14,000 coffeehouse leaders from across North America at Leadership Experience 2025 (LE25) in Las Vegas—its largest leadership gathering ever and the first under chairman and CEO Brian Niccol and COO Mike Grams. "Getting 'Back to Starbucks' means refocusing on what has always set us apart — a welcoming coffeehouse where people gather, and where we serve the finest coffee, handcrafted by our skilled baristas," said Niccol. "We are bringing together our coffeehouse leaders from across North America to celebrate, empower and equip them to accelerate our transformation. The coffeehouse experience defines the Starbucks brand, and these leaders and their teams bring that experience to life for millions of customers every day." A New Era of Leadership and Customer Experience LE25 is an important milestone for Starbucks. Over three days, coffeehouse leaders will engage in immersive workshops, connect over new ways of working, hear directly from company leaders, and experience the first-ever Starbucks Global Barista Championship, celebrating craft, connection, excellence at its best. The event will accelerate Starbucks turnaround—centered on exceptional service, simplified routines, and deeper customer connections. Leaders will explore new innovations, clearer customer service standards, and a renewed focus on hospitality, including a goal of four-minute wait times – without compromising the warmth and connection that define the Starbucks Experience. "This isn't just a reset—it's a recommitment to who we are when we are at our best," said Grams. "LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our "Back to Starbucks" plan and are on the right track to turn the business around." Since launching its Back to Starbucks strategy nine months ago, customers are already feeling the difference, with welcoming spaces, more confident baristas, faster service, and the return of small but meaningful touches like ceramic mugs, handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar. "Our turnaround is rooted in listening—to partners and customers—and taking action on what we hear," added Grams. "We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." Leading with Partners, Winning with Customers Starbucks continues to be a leader in partner (employee) care, offering competitive pay and industry-leading benefits such as a recently launched paid parental leave top-up benefit for all eligible Canadian store partners, equity in the form of stock, $5,000 in mental health benefits for eligible partners and more. Additionally, as part of its focus on making Starbucks the best job in retail, the company has established a goal to hire 90% of retail leaders from within, fostering a culture of growth and opportunity. "We believe a great partner experience fuels the customer experience," said Grams. "We always have more work to do, but our partners are rallying behind Back to Starbucks and telling us they like what they see. When our partners feel supported, our customers notice the difference too." Coffee and Craft Take Center Stage LE25 kicks off today with Starbucks largest-ever coffee tasting, featuring a first taste of the new Starbucks 1971 Roast™, available in the U.S. and Canada this Winter. The company is also celebrating the impact of its investment in the Global Farmer Fund, supporting long-term sustainability across Origin communities. LE25 will also spotlight the first-ever Starbucks Global Barista Championship— a celebration of Starbucks baristas who embody the company's commitment to community, connection and craft. Over the three-day competition, 12 baristas from around the world will showcase their coffee passion and expertise through a variety of skills and knowledge-based competitions. "We're returning to what made us iconic: handcrafted coffee, human connection, and a relentless focus on excellence," said Niccol. "We're reigniting the soul of Starbucks, together." Giving Back in Las Vegas This week, Starbucks is demonstrating how major events can be designed with sustainability and community in mind. LE25 is powered by 100% renewable electricity sourced within 500 miles of Las Vegas. Starbucks will donate any surplus food to its FoodShare partner Three Square Food Bank, divert food waste and coffee grounds from the event to local farms, and plant 10 trees per attendee to support reforestation efforts in South American coffee-growing communities. The Starbucks Foundation will invite attendees to vote for five local Las Vegas organizations to receive grants, with an estimated $100,000 to be donated to causes like hunger relief, homelessness, youth empowerment and more. The Starbucks Foundation is also donating a $10,000 Neighborhood Grant to each Barista Championship contestant's chosen nonprofit.
Yahoo
10-06-2025
- Business
- Yahoo
Leadership Experience 2025: Starbucks Rallies 14,000 North America Coffeehouse Leaders to Accelerate its 'Back to Starbucks' Strategy
TORONTO, June 10, 2025 /CNW/ - This week, Starbucks is hosting over 14,000 coffeehouse leaders from across North America at Leadership Experience 2025 (LE25) in Las Vegas—its largest leadership gathering ever and the first under chairman and CEO Brian Niccol and COO Mike Grams. "Getting 'Back to Starbucks' means refocusing on what has always set us apart — a welcoming coffeehouse where people gather, and where we serve the finest coffee, handcrafted by our skilled baristas," said Niccol. "We are bringing together our coffeehouse leaders from across North America to celebrate, empower and equip them to accelerate our transformation. The coffeehouse experience defines the Starbucks brand, and these leaders and their teams bring that experience to life for millions of customers every day." A New Era of Leadership and Customer ExperienceLE25 is an important milestone for Starbucks. Over three days, coffeehouse leaders will engage in immersive workshops, connect over new ways of working, hear directly from company leaders, and experience the first-ever Starbucks Global Barista Championship, celebrating craft, connection, excellence at its best. The event will accelerate Starbucks turnaround—centered on exceptional service, simplified routines, and deeper customer connections. Leaders will explore new innovations, clearer customer service standards, and a renewed focus on hospitality, including a goal of four-minute wait times – without compromising the warmth and connection that define the Starbucks Experience. "This isn't just a reset—it's a recommitment to who we are when we are at our best," said Grams. "LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our "Back to Starbucks" plan and are on the right track to turn the business around." Since launching its Back to Starbucks strategy nine months ago, customers are already feeling the difference, with welcoming spaces, more confident baristas, faster service, and the return of small but meaningful touches like ceramic mugs, handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar. "Our turnaround is rooted in listening—to partners and customers—and taking action on what we hear," added Grams. "We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." Leading with Partners, Winning with CustomersStarbucks continues to be a leader in partner (employee) care, offering competitive pay and industry-leading benefits such as a recently launched paid parental leave top-up benefit for all eligible Canadian store partners, equity in the form of stock, $5,000 in mental health benefits for eligible partners and more. Additionally, as part of its focus on making Starbucks the best job in retail, the company has established a goal to hire 90% of retail leaders from within, fostering a culture of growth and opportunity. "We believe a great partner experience fuels the customer experience," said Grams. "We always have more work to do, but our partners are rallying behind Back to Starbucks and telling us they like what they see. When our partners feel supported, our customers notice the difference too." Coffee and Craft Take Center Stage LE25 kicks off today with Starbucks largest-ever coffee tasting, featuring a first taste of the new Starbucks 1971 Roast™, available in the U.S. and Canada this Winter. The company is also celebrating the impact of its investment in the Global Farmer Fund, supporting long-term sustainability across Origin communities. LE25 will also spotlight the first-ever Starbucks Global Barista Championship— a celebration of Starbucks baristas who embody the company's commitment to community, connection and craft. Over the three-day competition, 12 baristas from around the world will showcase their coffee passion and expertise through a variety of skills and knowledge-based competitions. "We're returning to what made us iconic: handcrafted coffee, human connection, and a relentless focus on excellence," said Niccol. "We're reigniting the soul of Starbucks, together." Giving Back in Las VegasThis week, Starbucks is demonstrating how major events can be designed with sustainability and community in mind. LE25 is powered by 100% renewable electricity sourced within 500 miles of Las Vegas. Starbucks will donate any surplus food to its FoodShare partner Three Square Food Bank, divert food waste and coffee grounds from the event to local farms, and plant 10 trees per attendee to support reforestation efforts in South American coffee-growing communities. The Starbucks Foundation will invite attendees to vote for five local Las Vegas organizations to receive grants, with an estimated $100,000 to be donated to causes like hunger relief, homelessness, youth empowerment and more. The Starbucks Foundation is also donating a $10,000 Neighborhood Grant to each Barista Championship contestant's chosen nonprofit. To follow along and learn more about the highlights from this week's events, follow us on Leadership Experience 2025 Starbucks Global Barista Championship SOURCE Starbucks Coffee Company View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
