AN INTEGRATED STRATEGIC PLAN

FOR THE USE OF DIGITAL General Major

REG:17224519
TRANSFORMATION IN
DEVELOPING THE EDUCATIONAL
SECTOR IN EGYPT
 Table of Contents
1.Introduction

1.1 Abstract

1.2 Introduction

1.3 Ministry of Higher Education and Scientific Research

1.3.1 About the Ministry

1.3.2 Ministry’s Sectors

1.3.3 Organizational Structure

2. VISION, MISSION AND GENERIC STRATEGY

2.1 Vision

2.2 Mission

2.3 Generic Strategy

3.External Environment Assessment

3.1 The Remote Environment/PESTEL

3.2 The industry environment / Porter 5 forces

3.3 EFAS Analysis

4.Internal Environment Assessment

4.1 Value Chain Analysis

4.2 VRIO Analysis

4.2 Financial Analysis

4.3 IFAS Analysis

5.Strategic Factors Analysis

 5.1 SFAS Analysis

5.2 TOWS Analysis

5.3 QSPM Analysis

5.4 Strategic Objectives

6.Control And Evaluation Mechanisms

6.1 Balance Scorecard

6.2 Control and Evaluation

7.Internal policies and procedures to implement the chosen strategies

 1.INTRODUCTION
1.1 Abstract
Digital transformation is considered as a must process for higher education systems like all other
institutions and systems. The digital transformation, which incorporates both challenges and
conveniences, has to become the focus of corporations' strategies. The aim of this study is to
develop a strategic plan for the digital transformation in universities. For this purpose, a study
was implemented gathering all the internal and external factors that will affect the progress of
this digital transformation to acquire a strategy that will help us to move in the right direction
and in a manner that achieves the strategic goals of the education system in accordance with the
Egypt Vision 2030, and for the Sustainable Development Goals (SDGs).

1.2 Introduction
Digital transformation has become the top priority of higher education institutions as well as
many other organizations today. Digitalization has become inevitable for higher education
institutions to meet many challenges caused by the rapid and various transformations in its
environment especially after the COVID-19 Pandemic. Digital transformation in higher
education, in fact, does not merely refer to a technological transformation. Digital
transformation aims to broaden this narrow sense, to determine the stakeholder needs and
behaviors in advance, and to provide education, research, and social services in line with the
demands of the users/beneficiaries who take advantage of the services in a changing competitive
environment. This means total digitalization, such as digitalization of core services, academics
and students with advanced digital capabilities, and decision support systems that can adapt to
changing circumstances. Digital transformation in higher education varies with the
components such as the Internet, mobile networks and smartphones, the Internet of Things, Big
Data, new cloud services, smart accessories/garments, fast and high capacity connections,
social media networks and artificial intelligence. The main purpose of digital transformation in
higher education is to redesign educational services and to redevelop the operational processes
of higher education to make a huge progress to take a good ranking in the global education as per
Egypt Vision 2030.
 1.3 Ministry of Higher Education and Scientific Research
1.3.1 About the Ministry

Ministry of higher education was established in 1961 according to the republican decree no.
1665/1961. It is situated in Sefarat district, Madinet Nasr. The ministry aims to disseminate post-
secondary education of all types and levels, to promote teaching staff capacities, explore and
propose educational policies, and set their implementation plans and programs.
It is noteworthy that the Ministry of Higher Education, since its inception, has been headed by
thirty one ministers

1.3.2 Ministry’s Sectors

 Education
 Culture’s Affairs and Missions Sector
 Minister’s Office
 Development and Services Sector

1.3.3 Organizational Structure

 2. VISION, MISSION AND GENERIC STRATEGY

2.1 Vision
Using Digital transformation to enhance quality of Higher Education institutions that
would lead to providing society with a graduate with skills compatible with international
standards.

2.2 Mission
The ultimate goal of higher education is to produce graduates who will be effective leaders
in their chosen professions, valued members of their communities with international
standards,

2.3 Generic Strategy

The ministry of Higher Education will be using the integrated Generic strategy by combining
both cost leadership and differentiation due to the limited available resources and the limited
funds facing a huge number of students in the whole country, but in the same time urging to
implement a good quality.

This will be done through building efficient scale facilities, firmly controlling overhead costs,
and monitoring costs to build the standardized products that offer acceptable features to the
higher educational organization.

In the same time differentiation strategy will be for introducing the digitalization of the higher
education system.
 3.External Environment Assessment

3.1 The Remote Environment/PESTEL

We will evaluate here the remote environment factors that are beyond and usually irrespective of
the educational operating operation situation, and beyond our control but must be put into
consideration.

Political Factors

The current political situation in Egypt is divided now between stability and strength in the
government, good relations with many developed countries, and outside risks due to the conflicts
in Libya and the water problem in Ethiopia.

Economic Factors

According to the World Bank, Egypt has implemented an economic reform program to stabilize
the economy and address macroeconomic imbalances through the liberalization of the exchange
rate, fiscal consolidation, and energy sector reforms. These measures have helped stimulate
growth, generate a solid primary budget surplus, reduce the debt-to-GDP ratio, and replenish
foreign reserves. Real Gross Domestic Product (GDP) growth increased in Egypt to 5.6% in
fiscal year 2019 (ending June 30, 2019), compared to 4.6% in the previous three years. The CBE
cut policy rates successively, following a strong moderation in inflation, which dropped to an
average of 5.8%, compared to 14. % during the first half of fiscal year 2019, supported by
favorable base effects and contained food inflation

Social Factors

A big issue Socially is the travelling of the good calibers in Egypt abroad seeking new
opportunities due to the low wages offered here. Another factor that will support the digital
transformation is the way the people will deal with it after COVID-19 pandemic, as it proved to
be very important and efficient, which might break the traditions existing.

Technological Factors

Technology in Egypt took good steps in the past years, especially in the telecommunications
sector. Adding that a good step from the minister of education to digitalize some parts and
introducing the use of tablets in schools. But we are still facing many issues in the IT
infrastructure and internet service providers.
Environmental Factors

Environmentally, there is no significant factors that can affect the project, especially we don’t
have any violent atmospheric changes. The only factor is the water shortage that could appear
due to the built dame in Ethiopia. .

Legal Factors

The Egyptian legal system, being considered as a civil law system, is based upon a well-
established system of codified laws. Egypt’s supreme law is its written constitution. With
respect to transactions between natural persons or legal entities, the most important legislation is
the Egyptian Civil Code of 1948 (the “ECC”) which remains the main source of legal rules
applicable to contracts. Much of the ECC is based upon the French Civil Code and, to a lesser
extent, upon various other European codes and upon Islamic (Shariah) law (especially in the
context of personal status).The problems we might face is the weak copyrights laws, and weak
data protection laws which can have a big impact on the digital transformation

All External Factors

Description Factors

Political  Government Stability and strength

 Instability in Libya and shaken relations with Ethiopia
 Good relations with many Developed countries

Economical  Good economic development

 Decreasing inflation rate
 Encouraging SMEs industries by giving manageable loans
 Low wages and salary levels

Social  Good calibers travelling abroad for better opportunities

 People attitude towards digital transformation will enhance
after COVID-19
 Customs and norms leading to resistance to any change

Technological  Low quality technological infrastructure

 Low quality internet service providers
 Technology is already introduced to secondary stage
through tablets
 Know how already existing in some private sector institutes
 Environmental  Water shortage due to the built dame in Ethiopia

Legal  Weak copyrights laws

 Weak customer data protection laws

Issue priority matrix and comments on Remote factors

Description Factor(Comment) Priority O/T

 Government Stability and strength 4 O

(Will give big support to the
project)

 Instability in Libya and shaken 1 T

Political relations with Ethiopia (Can
postpone the project or minimize
funds)

 Good relations with many 3 o

Developed countries (They might
support with know-how and
support)

 Good economic development (Will 2 O

support in project funds and
sustainability)

 Decreasing inflation rate (Will 3 O

Economical reduce cost of project
implementation)

 Encouraging SMEs industries by 2 O

giving manageable loans (Will
encourage SMEs to support in the
IT section of the project)

 Low wages and salary levels (Good 1 T

calibers could not join in the
 project)

 Good calibers travelling abroad for 3 T

better opportunities (Might make a
shortage in good calibers needed)

 People attitude towards digital 2 O

Social transformation will enhance after
COVID-19

 Customs and norms leading to 1 T

resistance to any change (Remote
areas might resist change due to
their traditions)

 Low quality technological 1 T

infrastructure (Might lead to
obstacles in the project)

 Low quality internet service 2 T

providers (Might lead to obstacles
Technological in the project)

 Technology is already introduced to 2 O

secondary stage through tablets
(Will ease the transformation
process due to previous knowledge)

 Know how already existing in some 4 O

private sector institutes (Will
support in initiating the project)

Environmental  Lesser pollution due to remote 7 O

studying leading to lesser
transportation (Due to remote
learning)
 Legal  Weak copyrights laws (Might lead 4 T
to the fear of publishing papers
online)

 Weak customer data protection 4 T

laws (Might also lead to high
resistance)

3.2 The industry environment / Porter 5 forces

The aim of this analysis is to identify industry attractiveness to predict industry profitability

 Rivalry : Doesn’t have impact here as there is no competition from any other education
institutes regarding digital transformation
 Bargaining power of buyers : We will consider students and parents the buyers, and they
will not have a big impact
 Bargaining power of suppliers: We will consider them as the IT companies and the
qualified professors and they will have a big impact on the digital transformation
 New Entrants : We will consider them as the new private Universities that will enter
using the digital transformation , and they have minimum impact due to the nonexistence
of competition
 Substitutes: New Universities and will have also minimum impact due to the
nonexistence of competition
 Description Factor(Comment) Priority O/T

Rivalry  Almost no Rivalry

9 O

Bargaining  Students and parents that will enroll 2 O

power of in the institutes will have minimal
Buyers bargaining power

 Small number of IT companies will 3 T

make pressure on our project
Bargaining
power of
 Small number of qualified professors 2 T
suppliers
will make it hard to hire good staff

New  New education institutes is hard to 5 T

Entrants enter due to cost

Substitutes  No significant substitutes as the 7 T

probability of new universities is low

3.3 EFAS Analysis

We will evaluate all the important factors by giving them weights according to the impact on our
project, and rates according to how we can handle these factors.

Weighted
Opportunities Weight Rate Score
1 Good relations with many Developed countries 0.08 5 0.4
2 Good economic development 0.08 4 0.32
3 Decreasing inflation rate 0.08 4 0.32
Encouraging SMEs industries by giving
4 manageable loans 0.05 3 0.15
 People attitude towards digital transformation
5 will enhance after COVID-19 0.06 4 0.24
Technology is already introduced to secondary
6 stage through tablets 0.06 4 0.24
Students and parents that will enroll in the
7 institutes 0.03 3 0.09
Sum 0.44 1.76
Weighted
Threats Weight Rate Score
Instability in Libya and shaken relations with
1 Ethiopia 0.09 1 0.09
2 Low wages and salary levels 0.08 2 0.16
Good calibers travelling abroad for better
3 opportunities 0.07 4 0.28
Customs and norms leading to resistance to any
4 change 0.06 2 0.12
5 Low quality technological infrastructure 0.08 3 0.24
6 Low quality internet service providers 0.08 3 0.24
Small number of IT companies will make
7 pressure on our project 0.05 2 0.1
Small number of qualified professors will
8 make it hard to hire good staff 0.05 4 0.2
Sum 0.56 1.43
Total 3.19

Comments

 The factors that will represent the opportunities with highest impact will be our good
relations with the developed countries, the good economic development, and the
decreasing inflation rate.
 The factors that will represent the threats with highest impact will be the good calibers
travelling abroad, low technological infrastructure, and the low quality internet service
providers.
 4.Internal Environment Assessment

Each organization has strengths and weaknesses depending on how its function is being
managed. The joint performance of these functions will have a direct bearing on the performance
in terms of generated outputs.

4.1 Value Chain Analysis

We will evaluate here all the internal factors that will have impact on our strategy making using
the Value Chain Analysis and VRIO framework.

 Inbound Logistics : Students and infrastructure

 Operations :Student learning, Development of teaching skills, and the Development of
Research skills
 Outbound Logistics : Skilled students, Skilled teachers and Skilled researchers
 Marketing: Market Development through geographical coverage
 Finance: Available funding, foreign grants assessment, and financial abilities:
 Human Resources: Staff quality and skills and organization existing structure
 Technology: Existing technology supporting the digitalization
 Academic Administration: Maintenance and supervision of the institution
 Procurement: Relation with suppliers and Reliability to meet expectations

4.2 VRIO Analysis

Using VRIO we will extract the most valuable factors that we will use in the IFAS

Factors Valuable Rare Imitate Organized Strength/weakness

Market Research √ x x √
Develop Product √ x x √
Product Display √ x x √
Response Time x x x √
After Sales Quality √ x x √
IT implementation √ x x √
IT Support for
decision √ x x √
IT Time
Management √ x x √
IT quality x x x x W
Effective Training x x √ x W
 Staff Turnover √ √ x √ S
Employee skills x x x √ W
ORG structure x x √ √
Investment plane √ x x √
Payment condition x x √ √
Purchasing Quality √ x x x
Purchasing Quantity x √ √ x
Purchasing Cost √ √ √ √ S
Purchasing Time √ x x √
Customer Loyalty √ √ √ √ S
Fixed Assets √ √ √ x S
Networking X x x √
Geographical
Coverage √ √ √ x S
Research capability x x x x w
Org Capability √ x x x
Loyalty of Teacher x x x x W
Technology x x x x W
Human resources √ √ √ √ S

Comments

After evaluating all the factors, the highlighted ones were chosen to be the most ones with
impact on the project whether they are strengths or weaknesses

4.3 Financial Analysis

The ministry’s budget hit LE 43.5 billion during current year, compared to LE36.5 billion during
the prior year, marking a LE 7 billion increase. his budget is distributed over 27 public
universities and 45 institutes, with 122,000 faculty members, research staff and associate
members. public universities provide services to about 3 million students, and include 220,000
students enrolled in graduate studies, and about 1,200 envoys in priority fields of the Egyptian
state such as water, nanotechnology and some medical specialties. Additionally, universities host
more than 60,000 students of various nationalities from the expatriate sector. The minister of
higher education and scientific research signed a joint venture with the ministry of
communications and information technology to develop the universities IT infrastructure. The
project will take around 5 years with a total cost of 4.7 EGP.

Another important factor is the funds the ministry is receiving from USAID which is around
250M EGP and being invested in the following activities (CENTERS OF EXCELLENCE,
UNIVERSITY CENTERS FOR CAREER DEVELOPMENT, U.S.-EGYPT SCIENCE AND
TECHNOLOGY JOINT FUND and U.S.-EGYPT HIGHER EDUCATION INITIATIVE).

4.4 IFAS Analysis

Strengths Weight Rate Weighted Score

1 Staff Turnover 0.06 4 0.24
2 Purchasing cost 0.08 2 0.16
3 Student Loyalty 0.06 2 0.12
4 Fixed Assets 0.09 4 0.36
5 Geographical coverage 0.09 4 0.36
6 Human Resources 0.08 4 0.32
Sum 0.46 1.56
Weaknesses Weight Rate Weighted Score
1 IT quality 0.1 4 0.4
2 Effective Training 0.1 4 0.4
3 Teacher skills 0.1 4 0.4
4 Research capability 0.09 3 0.27
5 Loyalty of teacher 0.06 2 0.12
6 Technology 0.09 3 0.27
Sum 0.54 1.86
Total 3.42

Comments:

The factors that will represent the strengths with high impact are the fixed assets representing the
universities base , the geographical coverage and the human resources

The weaknesses factors with high impact are the IT quality, effective training and teacher skills.
 5.Strategic Factors Analysis

5.1 SFAS Analysis

Using the SFAS , we will evaluate all the opportunities, threats, strengths and weaknesses
combined

Weighted
Opportunities Weight Rate Score
Good relations with many Developed
1 countries 0.08 3 0.24
2 Good economic development 0.08 4 0.32
3 Decreasing inflation rate 0.07 3 0.21
Threats
Good calibers travelling abroad for better
4 opportunities 0.08 4 0.32
5 Low quality technological infrastructure 0.1 2 0.2
6 Low quality internet service providers 0.08 3 0.24
Strengths
7 Fixed ASSETS 0.08 4 0.32
8 Geographical coverage 0.06 4 0.24
9 Human Resources 0.07 5 0.35
Weaknesses
10 IT quality 0.1 2 0.2
11 Effective Training 0.11 4 0.44
12 Employee skills 0.09 3 0.27
Total 3.35

5.2 TOWS Analysis

We will use the TOWS analysis to highlight on the external opportunities and threats while
analyzing the internal strengths and weaknesses to find better solutions for the current situation,
and to check our suggested direction.
 Strengths Weaknesses
Fixed Government ASSETS IT quality
Internal factors/External Geographical coverage Effective Training
factors Human Resources Employee skills
Opportunities

Good relations with many Growth strategy by Product Using good relations with developed
Developed countries development through introducing the countries to make a joint venture to
digital transformation to the existing get over the bad IT quality and to
Good economic geographic coverage of educational train the employees to be more
development institutes skilled

Decreasing inflation rate

Threats
Using Expansion through strategic
alliance with the communications
Good calibers travelling
ministry to overcome the low quality
abroad for better
infrastructure
opportunities
Low quality technological
infrastructure
Low quality internet
service providers

By using the internal strengths and the external opportunities, the best strategy to use is the
product penetration through introducing the digital transformation to the existing geographic
coverage of educational institutes

The second strategy to use by taking advantage of the opportunities to deflect the weaknesses is
the Joint venture with one of the foreign educational institutes to overcome the low IT quality
and to make training programs for the teachers abroad.

The third strategy is utilize the internal strengths to deflect the threats by using the strategic
alliance with the ministry of communications to overcome the low quality IT infrastructure
 5.3 QSPM Analysis

Expansion through Expansion through

Strategic Objectives Product Development cooperation(Joint cooperation(Strategic
Venture) alliance)

Weighted Weighted Weighted

Opportunities Weight Rate Rate Rate
Score Score Score

Good relations with

many Developed 0.08 2 0.16 4 0.32 3 0.24
countries
Good economic 0.08 4 0.32 3 0.24 3 0.24
development
Decreasing inflation 0.07 4 0.28 2 0.14 3 0.21
rate
Threats
Good calibers
travelling abroad
0.08 2 0.16 4 0.32 4 0.32
for better
opportunities
Low quality
technological 0.1 4 0.4 3 0.3 5 0.5
infrastructure
Low quality internet 0.08 4 0.32 2 0.16 4 0.32
service providers
Strengths
Fixed Government 0.08 3 0.24 3 0.24 2 0.16
ASSETS
Geographical
0.06 5 0.3 2 0.12 3 0.18
coverage
Human Resources 0.07 4 0.28 2 0.14 3 0.21
Weaknesses 0 0 0
IT quality 0.1 3 0.3 4 0.4 4 0.4
Effective Training 0.11 3 0.33 4 0.44 3 0.33
Employee skills 0.09 3 0.27 2 0.18 2 0.18
Total 3.36 3 3.29

After evaluating the QSPM, we concluded that the best strategy to use is the expansion
strategy through product development by introducing the digital transformation
We will use also in the same time the strategic alliance with the ministry of communications
to give more priority to enhance the infrastructure, and to take advantage by enhancing
the employees training benefits.

5.4 Strategic Objectives

Our strategic objectives will be aligned with EGYPT VISION 2030

 Digitalizing all higher education sector in Egypt

 To reach the 45th rank in the higher education global ranking
 To reach 7 Egyptian universities to be listed among the top 500 universities in the world
(Shanghai Index)
 To reach 20% Unemployment rate among university graduates to total unemployed
according to specialization

We extracted the strategic objectives of the higher education in Egypt from Egypt Vision 2030
 6.Control And Evaluation Mechanisms

6.1 Balance Scorecard

We will take each strategic objective and cut it into smaller objectives with time plan and action
plans

Time frame
Strategic Objective 1 Target KPI 1 2 3 4 5 6 7 8 9 10

To reach
Digitalizing all higher % of
100% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
education sector in Egypt Digitalization
Digitalized

Time Frame
Strategic
Objectives Target KPI 1 2 3 4 5 6 7 8 9 10
Map

Training of
100 % of stuff Percentage
existing staff
trained in the of trained 20% 40% 60% 80% 100% 100% 100% 100% 100% 100%
for the use of
next 5 years staff
digitalization
HR

Percentage
Recruitment
To recruit all the of newly
and selection 30% 60% 90% 100% 100% 100% 100% 100% 100% 100%
needed new staff recruited
system
staff
 Internal
policies and
Defined and % of
control 20% 60% 80% 100% 100% 100% 100% 100% 100% 100%
executed execution
defining and
implementing

To fully
Cyber data
secure the % of
Legal protection laws 20% 40% 60% 80% 100%
digitalization execution
introduced
legally

Granting the
sufficient Securing the Secured
Financial needed funds funds/total
Finance 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
resources and through the project
managing project budget
expenses

To be fully
Internal IT
technologically % of
Business Infrastructure 25% 50% 75% 100% 100% 100% 100% 100% 100% 100%
Developed completion
Process development
within 4 years

Operations To reach 90%

Efficiency efficiency using
Actual/
Procurement Till end Highest 70% 75% 80% 85% 90% 90% 90% 90% 90% 90%
Target
Of Quality
project Available
 Time frame
Strategic Objective 2 Target KPI 1 2 3 4 5 6 7 8 9 10

Reaching the 45th rank

in the higher education
To move 10
global ranking, and 7 Ranking
ranks 10 10 10 10 10 10 10 10 10 10
Egyptian universities to accomplishment
annually
be listed in the top 500
in the world

Time Frame

Strategic Map Objectives Target KPI 1 2 3 4 5 6 7 8 9 10

Ministry 100%
Actual/
HR Organizational restructuring 20% 40% 60% 80% 100% 100% 100% 100% 100% 100%
Target
restructuring In 5 years

To jump from
35% to 70%
Internal Usage of the
of total Actual/
Business geographical 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
enrollment in Target
Process coverage
higher
education
To fully
update the
Updating
admission
Administration admission 100% 30% 60% 100% 100% 100% 100% 100% 100% 100% 100%
system across
system
all
universities
To optimize
expenses to
reach 50%
Finance Cost savings 50% 10% 20% 30% 40% 50%
cost savings
in the coming
5 years
 to reach
Stakeholders satisfaction to Satisfaction
NPS 4 4 5 5 6 6 7 8 8 10
satisfaction all stakeholder 100%
and customer

Internal Optimizing
To enhance
business links between 80% 20% 40% 60% 80%
by 80%
process business areas

Using
marketing To reach 35%
campaigns to increase in
encourage students Actual/
Marketing 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
more students enrollment in Target
to enroll in higher
higher education
education

6.2 Control and evaluation

We will use the 4 basic strategic controls types to achieve all the mentioned above objectives

 Premise control which is concerned with environment and internal factors

 Strategic surveillance in all daily operations
 Special alert control for sudden unexpected events
 Implementation control using Milestones review

HR

All existing staff should experience many kinds of trainings according to their specialization in
the next 5 years focusing on coping with change and importance of digitalization, by the help of
well-known training academies. In the same time recruitment for skillful staff should be ongoing
based on the new needed qualifications needed for the change. Also importantly internal policies
should be implemented to secure the new digitalization process

Legal

Digital transformation is changing the way legal advice is delivered, so we should be prepared
for protecting legally all the following important fields the soonest (Big data, cloud computing,
E-payment,….etc.).

Finance

To start such a huge project, funds should be prepared from the beginning, and we will be
depending on the bigger budget projected for the higher institution, a loan from the world bank,
and the foreign funds we will be securing from some of the developed countries through our
good relations. Also, it is important to reduce the costs by 50% in the first 5 years to be able
spend on the project continuity.

Internal Business Process

There should be a complete development for the IT infrastructure to be able to cope with the big
digital transformation as well as enhancing the links between all the business areas to facilitate
communication to achieve the best results

Administration

It is Important also to update the admission system to be fully automated within 3 years to cope
with the digital transformation.

Stakeholders Satisfaction

We will be monitoring all the stakeholders satisfaction and feedback using NPS to check
periodically the quality of the project. The target is to reach 8 as an average quality factor

Marketing

We will be focusing on attracting students that had the intention not to continue their higher
education due to various reasons.

Procurement

The target is to enhance significantly the buying operations procedures to reach highest quality
with minimum costs
 7.Internal policies and procedures to implement the chosen strategies

Internal control policies and procedures are checks that help protect the organization from
internal threats, such as corruption and mismanagement of finances by employees, suppliers or
customers.

We focused on policies related to the digitalization transformation due to the criticality and
vulnerability of cloud data to be hacked and stolen

Restricted Data Access

Data files contain confidential and sensitive data. An internet policy that prohibits workers from
using the internet for personal use or social networking will protect computer networks from mal
ware and unauthorized access.

External Audits

External audit policies and procedures are enforced to prevent mismanagement of staff or issues
with efficiency. External audits detect concerns to boost efficiency before they cause damage or
draw media attention.

Safety and Security

Safety programs designed to follow the guidelines of the Health and Safety Administration act
as the policies and procedures for internal security control. Criminal background checks,
alcohol screening and credit checks during pre-employment help ensure a healthy working
atmosphere. Employee identification policies and procedures use employee badges ,time clocks
and recognition systems to secure organization buildings, systems and properties.

Levels of Approval

Various levels of contract approval, disciplinary actions and terminations make each individual
accountable for serious decisions. Each approved individual has the ability to challenge an
action and stop the operation, thus reducing errors and corporate responsibility..
Control environment

The digital environment is a completely different monster compared to traditional environments.

The senior management team must immerse them in and appreciate the current cyber
environment of the organization.

Risk assessment

The organization’s risk profile will vary every year. we need to be fully aware of how their
operations, reporting mechanisms and targets for compliance change. There is no question that
emerging cyber and digital threats can focus on the current processes and priorities that need to
be addressed.

Control activities

As the risks expand, new manageable procedures have to be created. Such procedure then have
to be converted to inspection activities. Control activities for managing cyber risks have to take
into account the unique aspects and constraints of each technology.

Information and communication

As more cyber threats are monitored, so as well increases the amount of information that needs
to be produced and published. Identifying that the information is vital to the internal control
mechanism and ensuring that the said information remains of the highest quality is important.
Knowledge itself would be worthless , unless it can efficiently transmitted.

Monitoring activities

Monitoring is what measures the efficiency of the control policies, procedures, activities and
communication channels in place. The process of choosing a suitable evaluation procedure
should be adjusted to ensure that the control mechanism is doing its job. Deviations must be
identified and transmitted to the appropriate participants. Finally, corrective action must be taken
and enhancements prepared to the process in a sensible way.
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https://egyptjustice.com/egypt-law-an-overview

https://www.cbe.org.eg/en/Pages/default.aspx

https://www.usaid.gov/egypt/higher-education

https://cabinet.gov.eg/e371_8e49/GovernmentStrategy/pages/egypt%E2%80%99svision2030.asp
x

https://smallbusiness.chron.com/internal-controls-policy-procedures-44667.html

https://www.egypttoday.com/Article/3/73937/Higher-education%E2%80%99s-budget-increases-
LE-7B-during-current-year
THANK YOU