Investing in people, advancing research

Over the past year, how has your institution’s vision and mission adapted and what have been the key priorities for you?

Taif University’s vision is built around three core pillars: excellence in education, excellence in scientific research and developing individuals and the community. These pillars have remained consistent, but what has evolved is the level of our ambition and, more importantly, how we translate them into measurable outcomes.

Before 2021, Taif University was not present in the major global university rankings. Yet the University already possessed its most valuable asset: highly qualified faculty members with strong academic and research capabilities. Our priority was to invest in this human capital and create the environment, opportunities and resources needed to turn that potential into tangible institutional impact.

Guided by Saudi Vision 2030 and the strategic direction of the Council of Universities Affairs, we translated national ambitions into clear institutional priorities. We established strategic partnerships to develop the research skills of our faculty and researchers, improve the quality and impact of research output and strengthen the University’s research capacity. This was not simply about increasing research volume, but about producing better research with greater scientific and societal impact.

On the ground, our priorities have been clear: investing in people, supporting quality research, strengthening academic programmes, and expanding national and international academic accreditation, particularly through the National Center for Academic Accreditation and Evaluation. Equally important has been ensuring that our financial and institutional resources are directed efficiently towards initiatives that support measurable strategic outcomes.

Our community role is also fundamental. Taif University has strengthened its participation in local forums, conferences, major events and community occasions in Taif, bringing our faculty, students and expertise closer to the community. We want the University to be not only located in Taif, but to be an active partner in its development.

Ultimately, our approach is straightforward: invest in minds and use resources wisely. Laboratories, infrastructure and technology are essential, but people give them value. Empowering our faculty, researchers and students, while directing resources efficiently towards clear priorities, is how we believe Taif University can achieve sustainable progress and make a meaningful contribution to the ambitions of Saudi Vision 2030.

The skills agenda remains an important factor for universities and students. Where have those skills changed and how is your university leading the conversation?

This connects directly to our priority of investing in minds. At Taif University, we see skills development as a continuous process that includes our faculty, researchers, students and the wider community.

For our academic staff, we have focused on improving the design and quality of academic programmes, expanding academic accreditation and continuously measuring learning outcomes. For researchers, we have taken a different but complementary approach: bringing globally recognised researchers, including researchers ranked among the top 1% in Clarivate databases, into collaboration with our faculty to transfer knowledge, strengthen research capabilities and enhance our academic and research reputation. We also encourage our researchers to compete for educational and research awards and secure competitive research grants nationally and internationally.

For students, skills are increasingly developed through experience, not only in the classroom. We have organised hackathons and innovation activities across health, economic and technology fields, including partnerships with government sectors such as health clusters in Taif and the General Authority for Defense Development (GADD). We are also developing training partnerships that can create stronger pathways between students, graduates and future employers.

Our responsibility extends beyond the University. We host programmes for talented secondary-school students in cooperation with the King Abdulaziz and His Companions Foundation for Giftedness and Creativity (Mawhiba), helping develop the next generation before they enter university.

Technology is also reshaping these skills. With 2026 designated the Year of Artificial Intelligence, and October highlighting cybersecurity awareness, AI, digital capability and cybersecurity are increasingly important — but they are part of a broader skills agenda.

For us, the objective is clear: develop people at every stage, connect skills with real opportunities, and create an environment where knowledge is transferred, tested and applied.