Eqi in Siwa Environmental Quality International (Eqi)

EQI in Siwa

Environmental Quality International (EQI) in Siwa

Environmental Quality International in SIWA

This essay examines project risk management challenges faced by Environmental Quality International (EQI) in furthering the Siwa Sustainable Development Initiative.

EQI, a private Egyptian development firm, was tasked with promoting sustainable development projects. The firm launched a project in SIWA consisting of several commercial ventures intended to promote economic development, while at the same time meeting EQI's objectives of maintaining Siwa's environment and revitalizing its cultural heritage. EQI intended the project to keep Siwa's culture, traditions and heritage intact as much as possible. EQI planned to do this by combining the wisdom, skills, and creativity of Siwa's local community with modern expertise that would result in a model of sustainable development (Story, 2009).

The Siwa initiatives consisted of a series of projects that took advantage of the Andrere Amellal (White Mountain in the native Siwa language) oasis resources (Story, 2009), using them to target high-end consumers of global tourism. The success of the project depended on the undisturbed quality of the oasis. The scope of the project entailed three hotels, a line of traditional jewelry and embroidery products, and the export of organic agriculture (Story, 2009).

One of the project's critical success factors was developing a viable business model based on Siwa eco-tourism. To this end, EQI needed to construct lodges from traditional materials using palm logs and blocks built from rock salt and mud. This constraint was in keeping with EQI's vision of promoting Siwa's cultural heritage. Other critical success factors included EQI's mandate to not damage the local environment or economy. Not damaging the environment required that the hotels be built using eco-friendly and sustainable construction methods, materials, and furnishings. Preserving the local economy required that EQI be sensitive and pragmatic in setting wages and in determining which industries to promote. In 2001 EQI launched the Siwa Women's Artisanship Development Initiative as a way of empowering women and developing economic self-sufficiency through home-based business opportunities. By promoting traditional jewelry and embroidery, EQI increased the participation of local women in the economic success of Siwa projects (Nakla, 2007).

Siwa project benefits accrued to a number of stakeholders beginning with the Egyptian government. In 1988 the Egyptian government, in conjunction with the Italian government, launched the Siwa Environmental Amelioration Project (SEAP) to "contribute to the sustainable development of the oasis through initiatives based on participatory approach, including income-generating activities implemented by women" (Ibrahim, 2001). Egyptian government issues included economic development, preservation of Siwan culture, and promoting the conservation of natural resources through the introduction of new agricultural practices, including improved soil and water conservation techniques (Ibrahim, 2001).

Local Siwan tribal government and community was also a key stakeholder. All 11 Siwan tribes were represented in the Siwa Community Development and Environmental Conservation (SCDEC) Association which partnered with EQI to promote the development of Siwa within the identified project objectives (Ibrahim, 2001). The management, shareholders and employees of EQI, in particular the president Mounir Neamatalla, were key stakeholders who stood to benefit from successful project completion. EQI stood to gain a satisfied client in the Egyptian government, increasing the likelihood of future engagements. EQI's reputation was also enhanced by Siwa's success as a model for sustainable development, garnering green eco-tourism awards and publicity. The lodge became a flagship for EQI's business model, which would contribute to the firm's ability to book other projects (Story, 2009).

Siwa project employees were also key stakeholders. Siwa men who were involved in lodge and hotel construction benefitted from the project, as did the lodges' predominantly local staff. Local Siwan women also benefitted from employment, while training others and/or producing embroidery and jewelry products.

The local Siwan community benefited from an improved local economy, and well as enhanced agricultural practices, making them stakeholders as well. The local community also saw an improved standard of living for its citizens, as well as preservation of the region's cultural heritage. Local farmers shifted to organically produced crops and cattle farming, additional instances of sustainable development.

Tourists and customers were also key stakeholders. People looking for environmentally aware travel destinations comprising authentic cultural traditions and experiences gained from the success of the Siwa project.

EQI's organizational culture was ideally suited to embrace the Egyptian and SCDEC initiatives and therefore produce superior results. Neamatalla's sensitivity to the cultural value of Siwan traditions and heritage as well as its economic potential was invaluable. Even though this was the firm's first venture away from planning into implementation, they were well suited to the task, as shown by their resolution of construction challenges (Story, 2009).