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Richard C. Larson Most Influential Operations Research Leader & Innovator in Education 2025 Richard never dreamed of being a professor. His path to academia was more by accident than intention, driven by an early fascination with concrete systems such as circuitry, signal processing, and hardware logic. But it wasn’t until he stumbled upon Operations Research (OR) that something clicked. “I was fascinated by the applicability of OR to the external world,” he remembers. It wasn’t the modelling or the mathematics; it was that OR might help make tricky problems in society more manageable. And this insight made him pursue a different route.   The turning point in Larson’s career was through Professor Alvin W. Drake, an electrical engineering and OR specialist who recognised in Dr. Richard the potential for something better. Another important person was Dr. Alfred Blumstein, who served on the President’s Crime Commission’s Science and Technology Task Force. This initial exposure to actual applications of OR, specifically in urban policing, had a deep influence on Dr. Richard’s outlook. It not only gave him an academic grounding but also a sense of social obligation. His PhD dissertation, which maximised urban police patrols, became his first book, Urban Police Patrol Analysis, published in 1972. The book was subsequently awarded the Lanchester Prize, establishing Larson as a leading applied systems thinker.   The MIT Lifer and the Enduring Art of Teaching: How Richard C. Larson Turned Classrooms into Catalysts for Lifelong Learning When Professor Alvin W. Drake offered Dr. Richard a position on the MIT faculty as an assistant professor, he was surprised as well as flattered. He seized the opportunity, initiating what would be a lifelong connection with the institution he is proud to call his own. Instead of merely staying at MIT, he contributed significantly to changing the way Operations Research was taught, practised, and enjoyed. In the classroom, he went beyond dry theory and memorisation. He emphasised application to real-life situations, everyday storytelling, and a people-centric approach to high-level sub-areas, emphasising applied probability and queueing theory. Inspired by great teachers like Dr. Amar Bose, he created a learning style based on accessibility and utility. He sought to make certain that students would be able to engage with depth.   “Never really a theorem-proof kind of person,” Dr. Richard says. “Always pragmatic, always from the real world.” This approach appealed to students and faculty members. He was not educating equations or models. He was teaching me to think differently. His most lasting legacy may be the belief that systems modelling, when done with clarity and intention, is accessible to all. By leading students to view challenges as organised and resolvable, he enabled them to make reflective, wise choices in their careers and their lives. Leading with Purpose and Presence: Richard C. Larson’s Timeless Blueprint for Impactful and Compassionate Leadership Dr. Richard’s leadership was quiet but deeply effective, built on the motto of leading by example. In mentoring PhD students or working alongside colleagues, he held the belief that by showing hard work, integrity, and high standards in his behaviour, others would be spurred to emulate him. His quiet confidence and absolute commitment said much, frequently doing more than outright instruction. “Treat students and colleagues with respect and dignity, and they will respond in wonderful ways,” he says. Instead of depending on directives or micromanaging, he put significant value on substantial, face-to-face conversation. These were not just discussions, they were platforms for mutual respect, collective insight, and genuine leadership. He created settings where people felt valued, challenged to think boldly, and inspired to give their best. Numerous individuals who worked with or under Dr. Richard’s leadership went on to become powerful figures in Operations Research and systems science. To him, leadership was not control, it was trust-building through consistency, compassion, and purpose. He believed the best leaders empower others to find and follow their strengths and visions. When things got tough, he stayed calm and reflective, opening up for input and creating clear, logical directions forward. This intentional, collaborative style allowed those around him to act with clarity and confidence. Model Thinking for Everyday Life: Communicating the Invisible Logic That Shapes Smarter Decisions and a More Understandable World  In retirement, most professors fade into the background of academia. Not Dr. Richard. During the lockdown of the COVID-19 pandemic, while the rest of the world stood still, he wrote MODEL THINKING for Everyday Life, a book that challenged readers to bring systems models and decision-making frameworks to the masses, to convert crisis into contribution, bringing clarity amidst confusion. To him, “model” has a double meaning: as something to aim for and as a mental or mathematical abstraction of how the world works. The book expresses his philosophy for life that anyone can make better, wiser decisions by thinking in models. It’s an effort to democratise intellectual tools, once the exclusive province of classrooms and scholarly papers. He calls this approach “MODEL THINKING”, a way of thinking that enables one to navigate oneself through the chaos of modern life with foresight and purpose. Through stories, practical advice, and humour, the book simplifies complex systems into common sense. He doesn’t merely teach models, he lives them, making abstract models concrete wisdom. He aims to make the invisible reasoning of life visible and accessible to all, irrespective of origin or vocation. The Challenges of a Fractured World and the Role of Human Intelligence: Navigating Global Crises with Wisdom, Compassion, and Ethical Innovation Even from the sidelines of the academic world, Dr. Richard is very much in touch with the problems of the world. His first concern is peace, observing that there will always be some areas where war rules. The answer, in his view, is constant dialogue and active diplomacy, particularly by major powers. Health is another concern. Dr. Richard is convinced that international cooperation and funding are the solutions to health emergencies and providing access to basic care for everyone. He insists that the rich need to invest not only in their

Dr. Mariam Shaikh Most Empowering Woman in Education of the year 2025 Education now blends tradition and technology, responding to local and socioeconomic diversity while promoting inclusive teaching practices. Online learning environments, immersive simulations, and data-based assessment are blended into institutions to tailor learning. Teachers focus on comprehensive development, interweaving social-emotional learning, critical thinking, and global citizenship into the curriculum. Branch campuses and dual-degree programs are supported by international collaborations, taking quality teaching to growth regions. Demographic shifts and economic inequality compel policymakers to advocate for lifelong learning pathways, micro-credentials, and competency-based approaches. Stakeholders balance academic strength with enhanced access through scholarship programs, public-private partnerships, and responsive course design. With this changing landscape, leadership vision and intentional resource distribution are crucial for overcoming equity gaps and preparing all learners for a more interconnected world. Dr. Mariam Shaikh has dedicated over three and a half decades to revolutionizing education in the United Arab Emirates. As Founder and Chief Executive Officer of MS Education Consultants, she has directed thousands of students toward international opportunities through strategic recruitment, counselling, and student-experience planning. Her leadership enabled branch campuses for world-famous foreign universities, while her collaborations with UNHCR provided scholarships for refugee students. Able to serve the world-class recognition for equity and innovation, she reflects a visionary dedication to the access, excellence, and well-being of students. Pioneering Early Childhood Education: Establishing a Innovative, Child-Focused Nursery School Model Through Entrepreneurial Vision in the 1980s Dr. Mariam started in the early 1980s by setting up a boutique nursery school based on her vision of child-centred learning. Inspired by the needs of her children during their developmental years, she created a curriculum that had cognitive milestones integrated with social-emotional learning. She hired educators dedicated to ongoing professional development and collaborated with developmental psychologists to include hands-on learning activities. Classrooms had interactive art, science, language, and play centres that supported exploration and self-expression. Small class sizes meant individualized feedback, and ongoing parent-teacher consultations promoted collaborative goal setting. The philosophy of the school promoted resilience, creativity, and collaboration through projects in groups and community activities, developing empathy and leadership skills early on. Dr. Mariam held parent and teacher workshops on early literacy techniques, behavioural intervention, and universal design for learning strategies. She established collaborations with neighbourhood health providers to provide screenings and support services for children with special needs. With yearly inspections and feedback mechanisms, she constantly improved operations and teaching methods. By the end of its first ten years, the nursery had served hundreds of families, with waiting lists testifying to its reputation for quality. Not only did this early endeavour influence thousands of learners, but it also solidified her dedication to scalable, high-quality education that emphasizes the individual strengths and requirements of each child. Transforming Education Through the Balanced Implementation of Rigorous Academics, Cultural Sensitivity, and Modern Technology in an Asian-Curriculum School Based on her achievements with a nursery school, Dr. Mariam Shaikh became Principal at a well-established Asian-curriculum school chain within the UAE, managing over seven thousand pupils. She adopted a far-reaching approach that effortlessly balanced academic stringency, cultural sensitivity, and technological innovation. Among her defining initiatives was opening a leadership academy for teachers, which provided instructors with data-driven pedagogy and customized learning strategies for a myriad of students. Student support services were greatly enhanced during her tenure, such as counselling, career counselling, and an array of extracurricular clubs ranging from art to robotics to promote students’ overall development. Dr. Mariam collaborated successfully with the regional education authorities to gain official recognition, raising the status of the school and maintaining compliance with high standards. She also fostered strong community relationships, expanding extracurricular programs and providing international exchange visits that expanded students’ international perspectives. Campus facilities doubled in size to meet growth and innovation, with state-of-the-art science laboratories, digital media studios, and wellness centres. Enrollment grew steadily as families looked for an education that honoured cultural heritage and prepared students for international challenges. Dr. Mariam’s leadership through this time cemented her position as a visionary who could lead a multifaceted educational institution while keeping the personalized, high-level learning experience intact. Spearheading Higher Education Partnerships, Facilitated Branch Campuses, Aligning Global Standards with Local Cultural Regulatory Priorities In acknowledging the UAE’s increasing position as a worldwide academic centre, Dr. Mariam Shaikh made efforts to bring elite overseas universities to Dubai Knowledge Village and other innovation precincts. One of her landmark achievements was negotiating the University of New Brunswick’s first Middle East campus, where she effectively reconciled international accreditation requirements with Emirati cultural and regulatory demands. She created strategic roadmaps that covered site selection, regulation compliance, and market positioning, working closely with government bodies to obtain highly attractive incentives. Dr. Mariam worked with university leadership to modify curricula, incorporating regional studies with necessary global competencies to ensure relevance and academic standards. A targeted marketing campaign emphasized the campus’s distinct blend of North American pedagogy and Middle Eastern setting, successfully enrolling students from more than sixty nations. Building on this success, she brokered such collaborations with Heriot-Watt University, the Canadian University of Dubai, and Amity University, each developing programs in areas like sustainable development, engineering, and business leadership. Through strategic project management and coordination with stakeholders, she made the UAE a thriving international hub for higher education, promoting more cross-border academic interactions and collaborative research potential. Driving Student Enrollment Growth at International University Branch Campuses Through Scholarships and Experiential Learning Initiatives Through her senior leadership positions at the Canadian University of Dubai, Heriot-Watt University, and Amity University in Dubai, Dr. Mariam Shaikh led significant growth in both enrollment and academic offerings. She implemented flexible governance approaches that allowed faculty and administration to be agile and quickly adapt to new educational needs, such as hybrid learning modalities and executive education. Understanding the importance of diversity and inclusion, she initiated scholarship initiatives for high-achieving students from underserved areas, supported by strategic partnerships with major industry sponsors who offered mentorship and internship opportunities. To maintain sustained academic excellence, she strengthened quality assurance frameworks through

Bala Sathyanarayanan Most Transformational HR Leader of the year 2025 The industrial packaging business is a vital component of the global supply chain, serving a broad spectrum of markets such as chemicals, pharmaceuticals, food and beverage, agriculture, and manufacturing. The business is engaged in the design, manufacturing, and sale of rugged packaging solutions like steel and plastic drums, fiber containers, intermediate bulk containers (IBCs), and flexible packaging. These items are critical to the safe handling, storage, and transportation of raw materials and finished products over long distances. With international trade growing and sustainability at the top of the agenda, the industrial packaging sector is increasingly turning to environmentally friendly materials, innovative designs, and intelligent packaging technologies. Firms in this arena, such as Greif, Inc., are taking the lead by aligning packaging solutions with customer requirements and focusing on environmental stewardship, operational effectiveness, and supply chain resilience. With a career spanning continents and industries, Bala V. Sathyanarayanan has established a distinctive niche as a visionary human resources executive. Currently Executive Vice President and Chief Human Resources Officer at Greif, Inc., Bala has spent his career revolutionizing organizational culture, integrating HR initiatives with worldwide business objectives, and advocating for employee wellness. Respected for his collaborative leadership and strategic thinking, Bala is the embodiment of how people-driven innovation can propel global success in the modern business landscape. From Humble Beginnings to Human-Centered Leadership: A Journey Fueled by Passion for People Bala started his professional career in the energetic city of Chennai, India, a city that cultivated his values, drive, and early professional insight. His early days at world giants Coca-Cola, Hewlett-Packard (HP), and Xerox set the stage for his destiny as a worldwide HR leader. Every position honed his mind on one critical factor: people. At Coca-Cola, Bala immersed himself in the core of people development and training systems. This experience was instrumental, giving him a lifelong passion for talent development and the conviction that well-trained people are the foundation of any successful organization. He subsequently moved to Hewlett-Packard, where he helped establish the linkage between HR planning and the company’s global goals. In this part of his career, he learned the significance of balancing human resources with overall business plans, making HR not a support function but a driving force for development. At Xerox, Bala’s purview expanded greatly. He was given charge of leading Human Resources and Business Transformation for 145 countries. This enormous assignment allowed him to refine his skills at managing cross-cultural organizations and dealing with complex worldwide issues. It was also one of the first instances he implemented change management on a massive level a talent that would form the backbone of his leadership philosophy. The Turning Points: Expanding Global Horizons and Redefining Leadership Across Borders Two pivotal leadership positions at Avaya Inc. and United Technologies (Otis Elevator Company) represented turning points in Bala’s career. These roles broadened his technical skill set and his global perspective. At Avaya Inc., Bala transitioned into leadership positions that helped him comprehend the changing dynamics of the tech and telecom industries. He became a change-making leader, spearheading global HR initiatives that transformed Avaya’s talent strategy and operations. He was recognized as someone who could inject clarity and focus in high-stakes settings. At Otis Elevator Company, part of United Technologies, Bala’s experience expanded further. Working in one of the world’s most renowned engineering and industrial companies, he contributed to bridging old-world manufacturing strategies with imaginative, people-centric HR practices. This was another landmark—a chance to infuse human capital strategies into a corporate setup that was famous for engineering prowess. These critical assignments solidified Bala’s global management expertise and strategic vision. They positioned him for his most impactful role yet—at Greif, Inc. Greif, Inc.: Pioneering Global HR Transformation Through Unified Vision and People-First Innovation At Greif, Inc., the industrial packaging industry’s leading global company, as Executive Vice President and Chief Human Resources Officer, Bala faced the colossal task of integrating HR systems with Greif’s worldwide vision. His first revolutionary contribution was to bring in HR strategies that not only facilitated business objectives but propelled them. With the awareness of the interdependence between employee experience and customer satisfaction, Bala made it his mission to place people at the heart of all strategy. He spearheaded the development of Greif University,” a centralized learning environment to upskill employees and develop leadership. By investing in ongoing learning and leadership growth, Bala developed a robust internal talent pipeline that was capable of addressing the needs of a fast-changing industry. He also launched the “Lead to Last” program yet another flagship initiative aimed at long-term leadership sustainability. Through initiatives such as these, Bala fostered an environment in which learning, development, and accountability were organizational standards. Most significantly, perhaps, Bala realized global gender pay parity at Greif—an accomplishment that few global companies have yet been able to equal. This historic achievement demonstrated his commitment to equity, transparency, and inclusivity. Adaptive and Inclusive Leadership Rooted in Humanity and Vision Bala’s own leadership style is as diverse as his background. He characterizes it as customer-focused, strategic, and inclusive—but above all, it’s human. Throughout the years, his leadership philosophy has evolved. Shaped by his experience at Coca-Cola, HP, and Xerox, Bala has crafted a style that melds strategic vision with emotional acuity. He values transparency and candor, making sure employees at every level feel heard, seen, and empowered. At the core of his philosophy is the practice of servant leadership—a notion that leaders need to empower their people by making their needs their top priority. Through creating this culture, Bala has developed cultures in which innovation is a driving force and people are encouraged to give their best. His highest inspiration as a leader is Peter Drucker, whose works on management and human capital had the most profound influence on Bala’s mind. Similar to Drucker, Bala also shares the view that the best measurement of leadership is the capacity to grow people so that the organization thrives even when the leader is not there. From

Protais Muhirwa Most Visionary Advocate Driving Social Change and Empowering Communities 2025 The social services and community development sector focuses on enhancing the welfare of individuals and communities, particularly those facing social, economic, or cultural challenges. This sector empowers vulnerable groups, such as refugees and disadvantaged populations, by assisting in education, employment, mental health, and housing. The industry aims to promote inclusion, connect individuals with resources, and facilitate social integration. Organizations within this sector are dedicated to advancing social justice, equality, and active participation in society, with nonprofits and community-based organizations playing a crucial role in fostering long-term positive change for marginalized communities. Protais Muhirwa is a visionary leader and committed refugee and migrant advocate. As the Founding Director of ARMIA (Active Refugee & Migrant Integration in Australia), he has dedicated his life to helping refugees and migrants achieve harmonious integration into Australian society. Through his leadership and passion, Protais has transformed the lives of countless individuals by assisting them in overcoming challenges such as social isolation, cultural barriers, and employment difficulties. His own experiences exemplify resilience, empathy, and a strong belief in the potential of all individuals. A Unique Model of Service That Empowers the Least Advantaged Protais Muhirwa’s most significant contribution beyond Rwanda is the establishment of ARMIA (Active Refugee and Migrant Integration in Australia), an organization based in Brisbane that is revolutionizing community care. ARMIA has created a genuinely distinctive model of service delivery that aims to empower the least advantaged, particularly refugees, migrants, and individuals with disabilities. Their 24/7 NDIS support provides integrated care, enabling people with disabilities to live ordinary, meaningful lives with their families. The organization also delivers multicultural in-home and aged care services, paying tribute to the seniors who constructed today’s world by allowing them to live in dignity in their own homes. What distinguishes ARMIA is its outcomes-based employment support model. Initiatives such as SQW (Skilling Queenslanders for Work) and Work Ready are empowering job seekers to move away from welfare reliance and construct strong, independent futures. Every individual who comes into ARMIA seeking training or employment leaves with a chance. By merging personal care with realistic results, ARMIA is teaching the world a thing or two about empowerment—the empowerment of one, of one family, of one community at a time. ARMIA’s Journey of Compassion: Healing the Incurables, Uplifting Communities, and Restoring Hope for the Marginalized At the very centre of Australia’s richly textured and dynamic multicultural society, ARMIA (Australian Refugee and Migrant Inclusive Alliance) has become a mighty force for hope, strength, and change for refugees, migrants, and Indigenous Australians. With a deep and unshakeable dedication to its founding motto, “Healing the Incurables,” the organization provides an integrated, empathetic response that meets the mental, physical, emotional, and social needs of individuals confronting some of life’s most difficult situations. Through its open-access drop-in centre, specially adapted life skills training, educational and language assistance, and widespread coordination with local services and government agencies, ARMIA provides those who are isolated, excluded, or unsupported with the tools, the guidance, and the opportunities to restore their dignity, gain social integration, and establish a future based on self-reliance and belonging. ARMIA (Australian Refugee and Migrant Inclusive Alliance) is a group that is changing the paradigm of support for marginalized communities in Australia. Formed to empower and raise, ARMIA’s services embody a keen insight into the complexities of the problems of refugees, migrants, and indigenous people. The organization is not limited to a single mode of care—rather, it operates along a continuum of needs, such as health, education, employment, and social integration. ARMIA’s guiding principle, “Healing the Incurables,” says everything about the heart and soul of their mission. This slogan summarizes the organization’s emphasis on those who have been ignored, written off, or failed by current systems. For ARMIA, no one is incurable. They aspire to restore dignity, offer hope, and bring long-term, sustainable change to the lives of those they serve. Nurturing Body, Mind, and Dignity: ARMIA’s Holistic Approach to Health and Compassionate Elderly Care ARMIA believes well-being is a broad concept covering the physical, mental, and emotional aspects. The agency incorporates health education within its services to educate clients on healthy behaviours, disease prevention, and contact with medical services. Clients are empowered with information and support to make wise choices regarding their well-being. For those with mental health issues, ARMIA provides key referrals to general practitioners so that there is a guarantee of access to relevant care with cultural sensitivity and confidentiality. Besides these medical services, ARMIA meets the specific demands of elder citizens with Aged and In-Home Care initiatives. Elderly migrants and refugees often experience a feeling of displacement that is exacerbated by language isolation and lack of support. ARMIA assists these elderly individuals in retaining their sense of dignity and independence by allowing them to live comfortably in their own homes. Care is not just physical—it involves emotional companionship and culturally sensitive interaction that honors their traditions and values. Combined, these efforts create an integrated approach to health that touches every stage of life, reinforcing ARMIA’s dedication to fostering whole people and communities. Weaving Belonging Through Connection: ARMIA’s Mission to Build Community and End Social Isolation At the centre of ARMIA’s outreach efforts is its drop-in centre—a facility intended to be as welcoming as it is accessible. Clients can walk in without appointments, eliminating barriers and providing instant support in a warm atmosphere. The centre is a multicultural space, with staff and volunteers frequently sharing the same cultural and linguistic backgrounds as the clients. This mutual experience is a confidence builder that facilitates greater connection and communication. But ARMIA does even more to combat one of the most long-standing challenges of refugees and migrants: isolation. Through organized community activities, ARMIA provides opportunities for individuals to establish relationships and connect with others again. Life skills training—everything from sewing and cooking to gardening—not only offers practical advantages but also a natural environment for social interaction. English classes and vocational skills training are part of ARMIA’s