Edarabia had the opportunity to interview Dr. Tod A. Laursen, Chancellor of the American University of Sharjah, to gain insights into the university’s vision, initiatives, and strategies. The interview covered a range of topics, including the university’s future plans, adaptation to digital learning, commitment to diversity and inclusion, approach to global issues, industry partnerships, student mental health support, faculty retention, and alumni engagement. Dr. Laursen provided detailed and comprehensive responses, highlighting the university’s strengths and future direction.

1. What is your vision for the university’s future, and how do you plan to achieve it in the next five years?

AUS is already one of the region’s leading institutions, and over the next five years, our goal is to build on that foundation to become a truly research-intensive university—one that is recognized globally for its contributions to knowledge and society. That means continuing to uphold the academic excellence that defines AUS, expanding the scope and impact of our research, while ensuring we make a positive impact on the communities we serve.

We also plan to enhance our interdisciplinary programs, expand global partnerships, and continue investing in our newly established research centers. We are fortunate to be guided by the visionary leadership of Her Excellency Sheikha Bodour bint Sultan Al Qasimi, President of AUS, whose support has been instrumental in shaping the university’s strategic direction through to 2030.

One of the things that truly sets AUS apart is the exceptional breadth of our academic offering. This year, we secured accreditation for six new academic programs, including three PhD programs. These additions complement our already strong portfolio, which spans engineering, business, architecture, design, the arts, humanities and the natural sciences. AUS now ranks second in the UAE for both employer reputation and employment outcomes (QS World University Rankings, 2025), which I believe reflects the strength and relevance of our programs to industry. In total, AUS now offers 33 undergraduate majors, 48 minors, 21 master’s degree programs and eight PhD programs across its academic colleges and we plan to continue expanding this offering.

2. How is the university adapting to the challenges of digital learning and integrating new technologies into education?

AUS is actively embracing digital transformation, however, we are careful to ensure that the technologies we bring into the classroom also support learning outcomes.

We are currently experimenting with things like AI-generated quiz questions, feedback and summaries help save time and offer more adaptive and personalized support for students. We also set up a Jalinga studio, an interactive studio and recording space where faculty can easily create high-quality interactive lectures. On top of that, we’ve started working with Apple on an iPad in the classroom program, for new ways of teaching and interacting with content.

Perhaps most significantly, we’re embedding AI, machine learning and related skills into the curriculum at scale. AUS currently offers 58 courses in these areas across its colleges. In 2024, we also launched an AI Hub, housed within the Center for Innovation in Teaching and Learning, which has helped faculty harness the power of AI to enhance learning outcomes and student engagement. We have also recently begun piloting an AI tutor in subjects like calculus and physics and of course, and AUS faculty are also contributing to regional and global AI advancements in a range of fields through their research.

Hybrid learning is currently offered in select programs, including our MBA, and we are actively exploring ways to expand flexible learning models across the university, while maintaining the academic quality and depth of experience that can sometimes be lost in fully digitized education platforms.

Beyond the classroom, AUS fosters ongoing dialogue on emerging technologies through a wide range of public lectures and academic events. In 2025 alone, we hosted a variety of AI- and tech-focused initiatives—from international conferences to ethical debates and student-led hackathons.

We have also partnered with global technology leaders to strengthen our capabilities. To that end, we’ve launched strategic collaborations with Cisco and Amazon Web Services (AWS). Our partnership with AWS is particularly exciting, as it will enhance our research infrastructure, support cloud-based innovation, and help build digital expertise across the university.

In short, AUS is not only adapting to the digital age, we’re helping to define the future role of technologies like AI within higher education.

3. What strategies are you implementing to ensure diversity, equity and inclusion across campus?

I can confidently say that, at AUS, diversity, equity and inclusion are embedded in both our strategic planning and daily campus life. We are proud to be home to students and faculty from more than 100 nationalities, and we ensure equal opportunities for all regardless of race, religion, gender, ability or background.

This commitment is reflected in our inclusive recruitment practices, program design (for example, offering flexible graduate courses to accommodate busy professionals and parents), and campus infrastructure.

Female students represent the majority of our student body (52%) and in engineering, they account for 37% of undergraduates and 47% of graduate students—well above regional and global benchmarks.

We provide a range of academic and physical accommodations for students of determination, including ADA-compliant facilities (i.e., built to meet international standards for accessibility) and accessible residential halls. These include fully modified rooms for students who use wheelchairs, as well as elevators and other accessibility enhancements. We also recently developed a structured protocol to support students with both long-term and short-term disabilities, such as sudden illness or injury.

The Academic Support Center offers extended-time and reduced-distraction testing services for those who need them. We also promote campus-wide awareness through online DEI training for faculty, staff and students, helping to foster a respectful, informed and inclusive culture.

To ensure we remain aligned with international best practices, we conduct regular accessibility audits, adhere to Americans with Disabilities Act (ADA) standards, and maintain an active membership in the Association on Higher Education and Disability (AHEAD).

Of course, there’s always more we can do. We’re continuing to push forward and have several new projects underway—such as improving the accessibility of our website. All that said, I’m proud to work alongside colleagues who are genuinely committed to making AUS a place where everyone feels welcomed, supported and able to thrive.

4. What role do you see the university playing in addressing global issues like climate change or public health?

I think universities have both a responsibility and a unique capacity to help tackle global challenges such as climate change and public health given their access to world-class research, talented students and faculty, and far-reaching alumni networks.

At AUS, we are ranked first nationally for environmental sustainability. Our Office of Sustainability leads our university-wide efforts to reduce carbon emissions and promote responsible resource use. We have an ambitious Climate Action Plan, launched in 2022, as part of which we’ve implemented robust emissions tracking across all three scopes and introduced initiatives such as green building upgrades, electric transportation options and campus-wide awareness campaigns.

Our students and faculty are deeply involved in these efforts, from participating in events like COP28 to co-hosting forums such as the Higher Education Climate Dialogues. Sustainability is also widely integrated into our academic offerings, with 21 out of 22 departments currently offering at least one sustainability-focused course.

Three of our six research centers are focused on sustainable environments, advanced materials and entrepreneurship. Each of these areas is directly linked to addressing key sustainability challenges. To further deepen this research impact, AUS has also launched the BEEAH Professorship in Environmental Innovation and Sustainable Development, supported by AED 5 million from BEEAH Group. The role will advance research in areas like renewable energy, climate resilience and the circular economy, while preparing future leaders to drive environmental innovation across the region.

Lastly, health and wellness form a key pillar of our sustainability framework, reflecting our belief that a healthy planet and healthy people are deeply interconnected. We’ve launched initiatives such as the Cook for Change program and the AUS-Manbat Farmers’ Market to promote nutritious, locally sourced food on campus and raise awareness of the links between personal and planetary health. Faculty and students are also contributing to public health through their research in areas such as environmental health, sustainable food systems and clean energy technologies.

We also collaborate closely with national and regional partners, including the UAE Alliance for Climate Action and the Universities Climate Network, to drive positive change across the entire higher education sector in the UAE.

Taken as a whole, I believe AUS is a strong driver of positive change in the UAE’s higher education sector.

5. How are you fostering partnerships with industry to enhance job opportunities for students?

Industry engagement is an area where AUS truly excels—thanks in part to our foundation in the American higher education model, which emphasizes experiential learning and strong university-industry collaboration.

We offer a wide range of structured opportunities for students to gain industry exposure, including career fairs, internships, industry-led workshops, career forums, field visits, student competitions and conferences. Through these initiatives, our students gain practical experience, expand their professional networks and develop a clear understanding of employer expectations, which helps them transition confidently into the workforce.

This year’s AUS Career Fair welcomed 79 leading employers and generated more than 914 internship and employment opportunities for over 1,500 students and alumni. It was preceded by a dedicated Career Prep Week focused on CV writing, interview techniques and personal branding. For the first time, the fair also featured a Career Assessment Booth—introduced in collaboration with the Abdullah Al Ghurair Foundation—which offered personalized career guidance through an AI-powered skills assessment platform.

In parallel, we continuously align our academic offerings with evolving market needs and have launched several new programs in high-demand areas such as machine learning, digital construction, chemical and biological engineering, intelligent systems and mechatronics. Just as importantly, especially in light of how AI is transforming the workplace, we’ve embedded essential soft skills like leadership, entrepreneurship and communication into our curricula, while encouraging students to sharpen these further through a rich array of extracurricular opportunities.

Each of our colleges maintains active partnerships with professional and industry networks to ensure continued relevance and responsiveness to employer expectations. Alongside their strong academic foundation, these opportunities and initiatives have helped AUS graduates secure roles at leading organizations such as Google, Microsoft, Emirates, ADNOC and the UAE Space Agency. Many have also gone on to establish successful startups or pursue graduate studies at top global institutions including MIT, Harvard and Cambridge.

When you consider everything we’ve put in place to help our graduates succeed, it’s perhaps not that surprising to learn that AUS ranks second in the UAE for both employer reputation and employment outcomes (QS World University Rankings, 2025).

6. What steps is the university taking to support student mental health and well-being?

At AUS, we’ve developed a multi-layered approach to supporting the emotional, psychological and social well-being of our student community.

At the core of this is our University Counseling Services (UCS)—a dedicated on-campus center that provides free, confidential psychological support to students, faculty, staff and their families. Our licensed counselors are equipped to address a wide range of concerns, including anxiety, depression, grief, identity-related challenges, relationship issues and academic stress. Counseling sessions are flexible, culturally sensitive and tailored to individual needs.

Beyond one-on-one support, we place strong emphasis on cross-campus collaboration to ensure early identification and coordinated care. For example, our UCS team regularly works with the Academic Support Center and partners with Residential Life to train Resident Assistants and graduate students, building a strong support network across campus.

We also recognize that the transition from high school to university can be a big adjustment for many and have developed a thoughtfully designed First Year Experience program to help new students adjust. During exam periods, when student stress tends to peak, we run extra initiatives. For instance, the university library provides wellness spaces and organizes de-stress activities to encourage students to take care of their mental health.

We’ve really started to see a meaningful shift in how mental health is understood and discussed on campus. The Office of Student Experience, University Counselling Services and many other departments have played a central role in this cultural change, organizing regular campaigns, workshops and outreach events that promote positive coping strategies and help reduce stigma.

That said, sometimes it’s necessary to extend support beyond our campus and normal office hours, so last year we introduced a service called TalkCampus—a global, 24/7 mental health platform that allows students to seek anonymous peer support or connect with trained professionals anytime, anywhere. It’s already widely adopted by universities around the world and has been especially helpful for students who prefer more immediate or informal support, or who may feel hesitant to seek in-person counseling.

7. How do you plan to attract and retain top faculty in a competitive academic environment?

Our leadership has spent considerable time reflecting on what makes a workplace genuinely supportive, engaging and sustainable—particularly for those in academia. We understand that faculty don’t just seek competitive offers; they look for an environment where they feel respected, inspired and part of a larger purpose.

Attracting and retaining top faculty is therefore a core part of our academic strategy. We offer globally competitive compensation packages, research funding and meaningful professional development—all within a culture that encourages academic freedom and interdisciplinary collaboration and shared governance through an active Faculty Senate. For eligible faculty, rolling contracts also provide an alternative to tenure and many of our faculty appreciate this continuity and job security.

One of the things that really distinguishes AUS is how we involve our community in shaping its future. For senior academic appointments such as Deans, we follow an open and inclusive selection process: candidates visit campus, present their vision to faculty, staff and students, and the AUS community is invited to share feedback and vote. This approach strengthens transparency and helps ensure that leaders are aligned with the values and expectations of those they serve.

To expand our reach, we’ve also partnered with respected international executive search firms. These collaborations complement the efforts of our HR team and help us identify exceptional candidates from around the world. In 2025, we welcomed 32 new faculty members, further diversifying a world-class academic community that now represents 51 nationalities, with over 92 percent holding terminal degrees.

Together with AUS’ vibrant community life, beautiful campus and reputation for academic excellence, we’re confident that AUS will remain an attractive and rewarding place for faculty to grow their careers.

8. How is the university leveraging alumni networks to support current students and recent graduates?

Alumni are one of a university’s most valuable lifelong assets. At AUS, we’re fortunate to have a community that stays deeply engaged long after graduation. Our alumni are active, generous with their time, and genuinely committed to supporting the next generation.

In 2025, our Alumni Association launched a formal mentorship program that connects current students and recent graduates with experienced AUS alumni across a wide range of industries and regions. The program is built around mutual growth: mentors find meaning in giving back, while mentees gain confidence, career insight and access to real-world guidance from those who’ve walked the same path.

Beyond mentorship, our alumni frequently return to campus as guest speakers, panelists and industry representatives at events such as the Career Fair. Students find these interactions energizing and insightful because they lead to new, valuable connections—and often, job opportunities.

And of course, nothing highlights the strength of our alumni networks quite like our Annual Alumni Reunion Dinner, which brings hundreds—and often more than a thousand—graduates back to campus each year. It’s a powerful reminder of the strength of our alumni network and the lasting bonds formed at AUS.

9. If you could share one motivational quote on a highway billboard, what would it say?

“Education is the most powerful weapon which you can use to change the world.”
– Nelson Mandela