The world’s leading institution for the study of Asia, Africa and the Middle East

2020 Vision and Strategy for the 2016 Centennial and Beyond

September 2012 i | 2020 Vision and Strategy for the 2016 Centennial and Beyond

Contents

Welcome 1 Achieving Our Vision 2 Background 4 Our Purpose 5 Our Vision 5 Our Values 7 Our Strategic Direction 8 Supporting Strategies 12 SOAS at a Glance 13 Student Numbers 14 Governing Body 15 SOAS Alumni, Friends and Supporters 16 Our Identity 17

SOAS has a long and distinguished history of widening the horizons of its students 2020 Vision and Strategy for the 2016 Centennial and Beyond | 1

Welcome

Established in 1916, SOAS, University As SOAS looks forward to its centenary in 2016, our of , has built a unique academic offerings and contribution to our fields of excellence has never been greater, more relevant reputation for the contribution it or essential to understanding how the world is makes to intellectual scholarship changing. The twenty first Century is undeniably within the specialist subject areas SOAS’ time! of Asia, Africa, and the Middle East. As the world looks ever more to the East and the SOAS’ role has become indispensable as an South, this provides SOAS with exciting opportunities interpreter in a complex world. for the future, allowing us to build on our heritage. Our vision, values and strategic priorities for the next Our staff and students are the guardians of specialised eight years, leading up to this important milestone knowledge in the languages, cultures and histories of and beyond, reflect these opportunities. civilizations across Asia, Africa and the Middle East that is not available anywhere else in the UK. Our aspirations are ambitious as we develop as a centre of innovation and opportunity, whilst They are at the forefront and grapple with pressing emphasising our inherent focus on research issues such as democracy, development, human excellence. Continuing to build an institution based rights, identity, legal systems, poverty, religion, social on understanding, tolerance and the recognition of change, confronting two-thirds of humankind. intellectual achievement is crucial to our strategy, and we are confident that the approach outlined in This makes SOAS synonymous with intellectual this document will ensure SOAS reaches new heights enquiry and achievement. It is a global academic in achieving these aims. base and a crucial resource for London.

Our vision, values and purpose drive this great university and those within it to make a positive contribution to the regions in which we specialise and in turn make a positive impact on the rest of world. Our priorities ensure we do it in time to make a difference.

Dr Tim Miller Chairman of Governing Body, SOAS 2 | 2020 Vision and Strategy for the 2016 Centennial and Beyond

Achieving our Vision

At SOAS, we recognise that clarity Our students will go on to change the world. They about where we want to get to will become presidents, ambassadors, human rights lawyers, diplomats, business leaders, journalists, and how we are going to get there, philosophers, writers – and lots of other things is crucial to the success of our besides. And we want to inspire our students to make university and our community. a positive impact on the world we live in.

In the difficult financial circumstances that all I believe that the next few years will be challenging universities will face over the next few years it is and difficult ones for SOAS and other universities in more important than ever before that we all work the UK, with increased uncertainty and increased together to ensure that our exciting, innovative and competition, but I am confident that our community thoughtful strategies are implemented and modified of scholars and professional staff will convert our where appropriate. aspirations into a successful reality and position SOAS as the university of the 21st century. That is why I am particularly pleased to present this vision and strategy for the centennial and beyond. The vision, values and strategic priorities included in this document were contributed by staff and students and shaped by the leadership team. The whole SOAS community has worked collaboratively on this document, so now we all know what needs to be done to ensure a sustainable future for our unique institution.

It’s an ambitious plan but more than ever before we Professor Paul Webley need to focus on what matters. Director

It’s our job to create an academic environment that nurtures, challenges and inspires the next generation to develop ideas for a fairer and more cohesive world. 2020 Vision and Strategy for the 2016 Centennial and Beyond | 3

The SOAS library has around 1.5 million items, extensive electronic resources and one of the largest collections of Archives, Manuscripts, Rare Books and Special Collections in the . 4 | 2020 Vision and Strategy for the 2016 Centennial and Beyond

Background

The School was founded in 1916 The School’s eight-year strategy 2012-2020 as the School of Oriental Studies, comprises four key elements: becoming the School of Oriental 1 Our Purpose – what we do and African Studies in 1938, to 2 Our Vision – where we want to be in 2020 reflect its development and growth 3 Our Values – what we believe in and in regional expertise. what we care about Today the School is known worldwide by its 4 Our Strategic Direction – what we will do abbreviation, SOAS, and as we have always been part of the University of London, this is reflected in our name: SOAS, University of London.

In recent years, SOAS has grown considerably and is now one of the world’s leading centres for the study of a range of language-based humanities and social sciences subjects concerned with Asia, Africa and the Middle East.

The most distinctive feature of its research and teaching activities is a powerful intellectual combination of language scholarship, regional focus and disciplinary skills.

SOAS is poised to become the university of the 21st century: it is concerned with the regions that matter and the issues that matter (such as human rights, poverty reduction and globalisation).

This Vision and Strategy was developed in consultation with staff and students. It is designed to ensure that SOAS fulfils its potential. 2020 Vision and Strategy for the 2016 Centennial and Beyond | 5

1. Our Purpose 2. Our Vision

SOAS provides resources and SOAS has a shared vision of its identity knowledge about Asia, Africa and and character enabling it to face the the Middle East to equip people future with confidence and a strong for a global economy and a sense of purpose. multicultural world. By 2020 SOAS will:

The School’s purpose is to: • Be one of the world’s leading universities in its key • Advance through teaching and research the areas of expertise knowledge and understanding of Asia, Africa, the • Provide a distinctive coverage of disciplines in the Middle East and the diasporas of those regions humanities and social sciences. In particular, it • Contribute to the development of the School’s will continue to provide specialist language-based academic disciplines regional teaching and research in minority areas concerned with Asia, Africa and the Middle East. • Provide high quality education so that our There will be a strong research and postgraduate students achieve excellence in their chosen emphasis across all of its disciplines subject/s and develop their intellectual and other core skills • Build on our research and postgraduate strengths to link to and sustain high quality undergraduate • Promote and lead global public education in our programmes which are informed by research areas of specialist expertise concerning Asia, Africa and the Middle East, both in the United Kingdom • Take SOAS’ expertise into the world through the and around the world continuing development of distance learning and flexible/blended learning programmes • Focus on and engage with the contemporary world • Promote global understanding with a commitment to having an impact on the world through research, teaching, and translating research into policy • Be an autonomous, self-directed and sustainable institution strengthened and supported by collaborating with existing and new partners who share SOAS’ commitment to excellence 6 | 2020 Vision and Strategy for the 2016 Centennial and Beyond

Pushing the boundaries of mainstream thought*

*All student quotes are from the 2011 Reputation and Identity Review Student Focus Groups 2020 Vision and Strategy for the 2016 Centennial and Beyond | 7

3. Our Values

Our core values are promoted and Ethical standards celebrated, and underpin all our SOAS will maintain the highest ethical standards in all activities. They help guide staff and of its dealings and will be open, honest, tolerant, fair students in their work and studies: and responsible in everything it does. Community Excellence SOAS recognises that staff, students and alumni are its SOAS is committed to striving for excellence in all greatest assets. Collectively we will strive to create an its activities. atmosphere of community, collegiality and cooperation Equality and diversity for all staff, students, alumni, partners, friends and supporters. SOAS is above all else an intimate single community that celebrates diversity and is respectful and Evaluate and self-reflect collegial. The School’s diverse population is one of SOAS is committed to regularly monitoring, its greatest strengths and equality of opportunity is at evaluating and reviewing all activities, procedures the core of all it’s activities. and processes in order to self-reflect and improve Freedom of speech and tolerance Transparent and accountable SOAS is committed to the pursuit and dissemination SOAS will make decisions that are consistent and of knowledge. This can only be conducted effectively evidence based and will ensure that good quality in an atmosphere of open enquiry, mutual respect information is shared widely with an emphasis on and intellectual freedom. In practice this means transparency. We aspire to exemplary standards of we acknowledge the paramount importance of governance in all that we do. freedom of expression. However, this freedom may not be exercised to threaten the safety or freedom of Environment expression of others. SOAS will embed good environmental practice at Cultural understanding an institutional level and will continue to reduce its carbon footprint and energy consumption. SOAS is committed to fostering broad cultural understanding in the world at large. 8 | 2020 Vision and Strategy for the 2016 Centennial and Beyond

4. Our Strategic Direction

To achieve our vision for 2020, SOAS will pursue the following growth, academic and organisational priorities: 1. Growth Priorities

Our focus is on some of the fastest changing parts of 3 Increase the number of postgraduate taught the world, and growth will help SOAS keep up with students and the range of programmes it offers. these changes. There has been an increase in demand for the School’s MA and MSc degrees, and it is important Growth will also enable us to build critical mass in that we are sensitive to students’ needs and offer a wide range of areas. The School aims to extend high quality and up-to-date programmes of study. the range of its disciplinary coverage, which will deepen our understanding and continue to increase 4 Increase and extend its distance and undergraduate, postgraduate and staff numbers. flexible/blended learning activities. Building on the strength of our existing SOAS will: programmes, and the expertise of those 1 Introduce new disciplines to its portfolio. colleagues who joined SOAS from in SOAS will strive to provide a comprehensive 2007. The expansion of these learning activities coverage of social science and humanities will allow us to take our expertise to the world disciplines that are relevant to its regions. It will and enable students who cannot study solely in increase its ability to advance our understanding London to benefit from our programmes.T his will of Asia, Africa and the Middle East by extending involve working with the University of London its disciplinary range, for example by introducing International Academy to offer new programmes. new degree programmes in international relations, 5 Aim to increase the number of environmental studies and public policy. postgraduate research students. 2 Collaborate with partners, who share These students are the key to the long-term SOAS’ commitment to excellence, in sustainability of our disciplines as well as making a London (and elsewhere) to develop new vital contribution to research. This will involve the inter-disciplinary programmes, both further development of the doctoral school and undergraduate and postgraduate. fundraising for scholarships for research students. We believe that many of the problems facing the 6 Develop and grow a comprehensive world, and our regions, are best understood using summer school programme. an inter-disciplinary perspective, and through To help meet the School’s aim of promoting and appropriate collaborative arrangements we will leading global public education in our specialist broaden our scope. Though this will not be a areas, in the next few years we will develop a quick process, since collaborative ventures take comprehensive summer school programme. considerable time to develop, we would expect to This will build on our existing activities (eg, have some inter-disciplinary programmes at the the World Music Summer School, current planning stage by our Centenary. short courses) and our undergraduate and postgraduate programmes. 2020 Vision and Strategy for the 2016 Centennial and Beyond | 9

SOAS is a forward-thinking and progressive institution – you are taught to think outside of the box 10 | |2020 2020 Vision Vision and and Strategy Strategy for for the the 2016 2016 Centennial Centennial and and Beyond Beyond

Heading 2. Academic Priorities

1 Maintain specialist language-based regional 5 Strengthen research cultures in Africa: study and the study of Asian and African Through the support of partnerships and research languages. There is a national need to foster broad collaboration between staff in SOAS and in African cultural understandings at a time of increasing universities. SOAS seeks to establish and maintain tensions between different national and ethnic long-term mutually beneficial relationships with groups; a need for a pool of high quality regional scholars working in African universities built upon expertise to draw on when regions become of shared research interests through scholarships, strategic or commercial significance; and an fellowships and joint projects. academic need to counter the Euro-centrism of many academic disciplines. SOAS will continue 6 Create a cross-disciplinary China Institute: to encourage and sustain the study of Asian and A think-tank, knowledge hub and publishing African languages – this will involve, among other centre of leading academic research, including things, striving to increase the pool of people the acclaimed China Quarterly. It will also host a wishing to study these languages, encouraging new Masters programme in Contemporary China the take-up of language optional courses and Studies and a two-year pre-doctoral programme seeking endowments for academic posts in the less designed to give future contemporary China commonly studied languages. scholars the linguistic and inter-disciplinary basis that they need to excel in their chosen specialism. 2 Focus on contemporary issues: and build Outreach events, seminars and conferences will on the School’s strengths in the historical to bring existing leaders in business, government, the inform the contemporary. These issues include media and academia to SOAS, in order to share contemporary language, culture and societies; our expertise, sharpen the relevance of our work environmental matters; multiculturalism; and make a long-term impact. development, development policy and poverty alleviation; law and human rights; capacity 7 Develop a cross-disciplinary India Institute: building for democratic transitions; globalisation; Focus on three main axes: tackling contemporary international management; international relations; India’s problems (poverty, water, sanitation, public policy; film; music and religion in society. property rights), analysing its opportunities In some cases this will involve the development of (economic development and gender issues) and thematic Masters programmes, in others we may preserving India’s cultural heritage (art, literature, introduce new undergraduate programmes or film, music). This will bring together the wide short courses, briefings and bespoke activities. range and breadth of SOAS’ expertise.

3 Act as guardian of specialised knowledge in 8 Offer viable, attractive and relevant teaching the arts and cultures of Asia, Africa and the programmes: Certain activities which are of key Middle East: continue to develop our research academic value may be cross-subsidised within and teaching on the heritage of these regions as agreed and transparent limits. core to our purpose. In particular we will seek 9 Enhance the international excellence of its ways in which to further integrate our world class research: Through improving the quality of its gallery into the life of the SOAS community and research outputs and increasing its research encourage the wider public to learn about the arts and enterprise income. The School recognises and cultures of our regions of expertise through that research grants are vital to the health of a our exhibitions, outreach, education activities and research-led institution and that there is a need teaching on non-degree programmes. for more interdisciplinary research, including 4 Further develop our focus on the diaspora larger projects reaching beyond SOAS. both in the UK and around the world: This will involve an engagement with diasporic communities in the UK, the development of relevant research and teaching and recruitment around the world. 2020 Vision and Strategy for the 2016 Centennial and Beyond | 11

3. Organisational Priorities

SOAS will focus on:

1 Student experience 4 Staff Ensuring our students have an excellent SOAS’ staff members are its most valuable experience here is essential. SOAS will work resource and play a crucial role in achieving the closely with the Students’ Union to develop plans School’s vision. SOAS aims to recruit excellent and act on feedback from student surveys to staff and provide them with a positive work enhance the student experience. We will, among environment and proper levels of recognition other things: and reward. The School will work with its campus • Maintain the staff/student ratio at a level which unions, UCU and UNISON, to develop staffing is significantly above the average for the Higher policies and procedures that are fair, provide Education sector appropriate career structures and are aligned with the strategic aims of SOAS. • Improving access to and the quality of our library and other resources 5 Communication • Respond to students’ concerns about SOAS will make open communication and assessment and feedback inclusiveness – a fundamental tenet of institutional behaviour in relation to policy • Improve the employability of students, formulation. For the School to advance through, for example, more internships, successfully, it must respond to the constructive fostering student enterprise and work insights of its members. Wider engagement will experience produce greater ownership and more successful • Work to ensure that the services, support and implementation of improved strategies and facilities we provide are fully geared towards operational plans at all levels of the School. students’ needs 6 Volunteering 2 Student accommodation Many students and staff at SOAS devote The School will explore ways of developing considerable amounts of time and energy to our residential accommodation in the short, volunteering. The School will encourage and medium and longer terms, and invest more in support student and staff volunteering, as this advice services to enable students to navigate the exemplifies the ethical values of SOAS. accommodation market better. In turn this will allow SOAS to improve facilities for students and 7 Reputation increase student intake. SOAS will work hard to improve its reputation. It is essential that it is as well known in the UK as 3 Widening participation elsewhere in the world and attracts the best staff SOAS is committed to widening access for and students. students both in the UK and around the world. It is essential that excellent students are able to study at SOAS whatever their background and financial resources. This would translate into a commitment to increase the number of scholarships and bursaries that we offer, and for fundraising for scholarships to be a priority. 12 | 2020 Vision and Strategy for the 2016 Centennial and Beyond

Supporting Strategies

The School’s objectives across the full range of its activities are summarised in eight sub-strategies, There is a close which underpin the delivery of the SOAS Vision and Strategy for the relationship built Centennial and Beyond. with the teaching They are: staff 1 Learning and Teaching Strategy

2. Research and Enterprise Strategy

3. Student Experience Strategy

4. Financial Strategy

5. External Relations and Communications Strategy

6. HR Strategy

7. Estates and Infrastructure Strategy

8. Information Strategy

Each supporting strategy includes specific targets and key performance measures. 2020 Vision and Strategy for the 2016 Centennial and Beyond | 13

SOAS At a glance

89% Satisfied Opportunity SOAS is above the national average for student More than forty per cent of our degree programmes satisfaction at 89% (National student survey 2012) offer the opportunity to spend a year studying in another country. Students SOAS has more than 6,000 students from 300 Academics 160 countries, and 38 per cent of them are from SOAS has the largest concentration of specialist outside the UK. staff (300+ academics) concerned with the study of Africa, Asia and the Middle East at any university in Equal Split the world. There is a roughly equal split between undergraduates (55%) and postgraduates (45%). National Leader In the Research Assessment Exercise of 2008, at least Mature Students 60 per cent of our submissions were ranked at either 41 per cent of undergraduates are over 21 when they the highest grade of 4* (world-leading quality) or 3* start their course. (internationally excellent). 350 Degree Combinations 11:1 Ratio More than 350 undergraduate degree combinations Small-group teaching remains an important feature are available in social sciences, arts, humanities and of study at SOAS – our student-staff ratio (11.3:1) is languages, all with a distinctive regional focus and one of the best in the UK. global relevance. Close to 200 Postgraduate Languages Programmes SOAS offers an unparalleled range of non-European SOAS has close to 200 postgraduate programmes languages, all of which may be studied without prior (taught and distance learning) in the social sciences, knowledge. The school was awarded the Queen’s humanities and languages with a distinctive regional Anniversary Prize in 2009 for the excellence, breadth focus and global relevance. and depth of its language teaching. Resources The SOAS Library – recently refurbished – has more than 1.5 million items and extensive electronic resources for the study of Africa, Asia and the Middle East, and attracts scholars from all around the world.

SOAS is a vibrant hub of students from all around the world 14 | 2020 Vision and Strategy for the 2016 Centennial and Beyond Student Numbers For the academic year 2011/12

The School had 6,054 full time equivalent students in 2011/12, an increase of 178 over the previous year. Full Time Students Full Time Students

6000 Undergraduate

Taught Masters 5000 Research Postgraduate

Diplomas & Certificates 4000 Exchange & Occasionals Language Centre 3000 (Evening & Short courses)

Distance Learning

2000 Full time equivalents (fte )

1000 Undergraduate and Postgraduate Full Time Students by origin 0 fte fte fte fte FullFull TimeTime Undergraduate and and Postgraduate StudentsPostgraduate by origin Students by origin 2008/09 2009/10 2010/11 2011/12 4% 4%

Distance Learning 481 539 632 616 13% 13% UK Language Centre 186 181 181 165 Evening & Short Courses) EUEU (Outside UK) UK) 6% 6% Exchange & Occasionals 139 124 162 147 2% 2% Other European 51% Diplomas & Certificates 391 404 427 402 2% 2% 51% AfricaAfrica Research Postgraduate 406 389 425 464 AmericasAmericas Taught Masters 1,394 1,597 1,561 1,707 22% 22% Asia/Pacific Undergraduate 2,399 2,514 2,488 2,553 Asia/Pacific Near and Middle East Near and Middle East 2020 Vision and Strategy for the Centennial and Beyond | 15

Governing Body For the academic year 2012/13

Patron Her Majesty The Queen President Mrs Graça Machel Visitor The Rt Hon Sir Anthony Evans QC BA MA LLM Chairman Dr Tim Miller BA MBA MLitt DBA (Director, Property, Research & Assurance, Standard Chartered Bank and Chairman, Standard Chartered Korea) Ex-officio Members Professor Paul Webley BSc PhD AcSS (Director, SOAS, University of London) Professor Graham Furniss BA PhD FBA (Pro-Director (Research and Enterprise), SOAS, University of London) Professor Nirmala Rao OBE AcSS (Pro-Director (Learning and Teaching), SOAS, University of London) Other Members Dr Fiona Adamson BA MA PhD Mr Harrison Lanigan-Coyte BA (Department of Politics and International Studies, (Co-President Finance and Communications, Students’ SOAS,University of London) Union, SOAS, University of London) Mrs Susie Aliker BA MBA ACMA Mr Neil Lerner MA FCA (Chief Operating Officer, Financial Services start-up business) (Chair, SOAS Audit Committee and The Royal Brompton) Professor Sir Ivor Crewe DL MA MSc Ms Rosna Mortuza BA MA (Master of University College, Oxford) (Associate Director for Commissioning, NHS Oldham) Mr Gautam Dalal (Honorary Treasurer) Dr John Parker BA PhD (Department of History, SOAS, University of London) (Former partner KPMG London) Sir Graham Fry KCMG Mr John Robinson BA MA (Director of Library and Information Services, SOAS, (FCO member, Ambassador to Japan (retired)) University of London) Ms Alex Fulton BA (Co-President Welfare and Education, Students’ Union, SOAS, Mr Steve Tinton MA FCA (Non Executive Director and Audit Chair of NHS South of University of London) Strategic Health Authority) Professor Barbara Harriss-White Ms Zoe Weaver BEd PGDipPM FCIPD MA MA DipAgSc PhD (Director of Resources, Ambitious About Autism) Emeritus Professor of Development Studies, Senior Research Fellow, Oxford) Lord Williams BSc MSc PhD (Member of the House of Lords and Mr Charles Ilako BSc MSc FCA International Trustee of the BBC) (Executive Director, UK Pension Regulator) Ms Elizabeth Wright BA MA (Vice-Chair) (Chair, the Advisory Board of the China Policy Institute, University of Nottingham) Secretary Mr Donald Beaton BA MA DMS FRSA (Registrar and Secretary, SOAS, University of London) 16 | 2020 Vision and Strategy for the 2016 Centennial and Beyond SOAS Alumni, Friends and Supporters

SOAS Alumni SOAS Development Board SOAS has a strong and active global network of more The SOAS Development Board brings together than 50,000 alumni across 200 countries. Our alumni members of Governing Body and the Development participate in events on campus and around the office with senior and influential individuals from world, including networking events, social gatherings a variety of professional backgrounds. They are and lectures. They are a valuable international social committed to meeting regularly and dedicated to and professional network for SOAS graduates, helping the School to achieve its vision through the particularly those embarking on work or travel in other development of philanthropic initiatives and direction countries or those returning to their home countries of fundraising strategy. SOAS Development Board from living away. They are a vital support for SOAS members are also de facto SOAS Global Ambassadors. through their ongoing engagement, supporting recruitment initiatives, offering mentoring and SOAS Global Ambassadors internship opportunities and contributing to the SOAS SOAS Global Ambassadors are senior individuals from annual fund, the Alumni and Friends Fund. For more a variety of professional backgrounds who are experts information visit www.soasalumni.org in their own fields and influential in the regions of the world in which we specialise. Together they form American Friends of SOAS a worldwide volunteer network of active supporters Founded in 2011, American Friends of SOAS (AFSOAS) for the School and help us to realise our ambitions is our partner organisation in the USA. A registered through their networks and philanthropy. 501(c)3 not-for-profit organisation, AFSOAS is led by a board of six high-profile SOAS alumni based SOAS Benefactors in key American cities and provides a vital network We would like to acknowledge and thank our for US based SOAS alumni. AFSOAS are SOAS’ chief generous benefactors, companies, individuals, trusts, ambassadors and advocates in the US, organising foundations, alumni and friends for their generous and hosting events, supporting recruitment initiatives support and belief in our vision and ambitions. and helping to raise scholarship and other funds to These individuals and organisations understand support current and future SOAS students. For more the School’s vital contribution to international information visit www.afsoas.org scholarship. They have played an essential role in making SOAS the world-renowned institution that it is today and continue to play a vital role in helping secure the best opportunities for future generations of students and scholars.

More information If you would like to know how you can become involved in alumni, supporter or philanthropic activities at SOAS, please contact Paulo Gomes, Head of Development and Alumni Relations via email [email protected] or telephone +44 (0)20 7898 4136. Our Identity The ten leaves that make up the SOAS tree were LONDON chosen to be representative of our regions of expertise, and for their interesting shapes.

The leaves are from a variety of habitats and environments and were selected in consultation with academics and regional specialists across English Oak Quercus robur the School. Botanists at the Royal Botanic Gardens, Kew have verified The English oak is probably the most well-known and the accuracy of the leaf drawings and descriptions. best-loved of the tree species native to Britain. Found in a wide range of habitats in the UK, Europe, Asia, North Africa and North America, mature specimens can grow up to 40 m high and can live for more than a thousand years, giving home to a wide variety of wildlife. The English oak has for millennia played an important role in British culture, from providing community meeting places, to acorns for animal feed and timbers for building construction and the navy.

ASIA AFRICA MIDDLE EAST

Bodhi Mountain Acacia Date Palm Ficus religiosa Brachystegia glaucescens Phoenix dactylifera A species of fig tree belonging to the Mulberry or Native to south tropical Africa and the less humid Found in Arabia and North Africa, the Date Palm is Moraceae plant family, its natural habitat is the humid parts of east equatorial Africa, the Mountain Acacia’s believed to have originated around the lands of the forests of Bangladesh, Nepal, Pakistan, , wide distribution is largely due to its ability to grow Persian Gulf, and to have been cultivated as early as Southwest China, Indochina, India, Burma and Thailand. to a maximum size in places where many other trees 4000 BC. Dates are traditionally an important crop Also known as the Bo Tree or Sacred Fig, it is held would find the soil too thin or poor. It is dominant on throughout the Middle East and Date Palms thrive sacred in Hinduism, Jainism and Buddhism and it is rocky hills, escarpments, rocky granite soils and leached in deep, sandy loam soils with plenty of water and believed that Gautama Buddha received enlightenment reddish soils and in high altitude and rainfall areas. sunshine. The traditional saying is that Date Palms will under a Bhodi tree at Bodh Gaya some 2,500 years ago. ‘grow with their feet in running water and their heads in the fire of the sky’.

Coral Bark Maple Lasiodiscus Pomegranate Acer palmatum Lasiodiscus rozeirae Punica granatum A species of woody plant native to Japan, South Korea Native throughout Africa and its adjacent islands, The Pomegranate is native to the area of modern day and China, Acers have been cultivated in temperate Lasiodiscus rozeirae was discovered and named in Kurdistan, Iran and Iraq but has been cultivated across areas around the world since the 1800s. They are now 1954 on South-eastern São Tomé island in the Gulf of the Middle East and the Caucasus since ancient times. synonymous with the high art of oriental gardens, are Guinea. Commonly found in the understory of tropical Acclaimed for the beauty of its flowers and health- a popular choice for bonsai enthusiasts and have long forests, or in swamp forest, the small trees have striking giving properties of its fruit, it has been important in been a subject in art. Preparations from the branches opposite, often asymmetric leaves. art, culture, mythology and medicine for thousands of and leaves are used as a treatment in traditional years. Pomegranates can adapt to all kinds of soil and Chinese medicine. climate and have a tolerance of drought. Today they are widely cultivated throughout Turkey, Kurdistan, Iran, Syria, Iraq, Lebanon, Egypt, Saudi Arabia, Israel and Jordan, as well as parts of Southeast Asia, the Mediterranean and tropical Africa.

Teak African Pear Ghaf Tectona grandis Dacryodes edulis Prosopis cineraria A tall tree native to Burma and India and found in A fruit tree native to most of Africa with a range The Ghaf is a small flowering tree native to Saudi Indonesia and Malaysia, Tectona grandis is the source extending from in the North, Angola in the Arabia, the United Arab Emirates, Yemen and Iran and of a high quality general purpose hardwood known South, Sierra Leone in the West and Uganda in the East. arid portions of Western and South Asia. Over the as teak. Teak grows best in a warm, tropical climate It thrives in shady, humid tropical forest but can adapt centuries it has provided shade, sand dune stabilisation, and is widely cultivated with teak timbers used for ship well to variations in soil type, humidity and temperature. wood for cooking, timber for shelter and food in decking, flooring, furniture and construction. The tree the form of edible leaves and fruit. It is a true desert is also used for traditional medicine in Southeast Asia. survivor with a tolerance to saline conditions, and its long roots enable it to reach water from subterranean sources beyond the grasp of most other plants. If you would like to find out more about the SOAS tree and our visual identity visit www.soas.ac.uk/visualidentity SOAS, University of London Thornhaugh Street London WC1H 0XG +44 (0)20 7637 2388 www.soas.ac.uk