العربية 
Sana’a – The Deanship of Development and Quality Assurance, in cooperation with the Strategic Planning and Development Administration at the University of Science and Technology (UST), organized on Saturday, Muharram 5, 1448 AH corresponding to June 20, 2026, at the Seminar Hall, a workshop to discuss the results of the strategic environmental analysis. This comes as part of the core stages for preparing the University’s third strategy, with the participation of academic and administrative leaders and members of the preparation teams.
The workshop aimed to review the outputs of the environmental analysis across its four categories: the internal environment, stakeholder needs and partnerships, the competitive and market environment, and the external and future environment. This process aimed to identify the most influential strategic priorities and filter the elements of the SWOT analysis—namely strengths, weaknesses, opportunities, and threats.
At the opening of the workshop, UST President, Prof. Dr. Al-Qassem Mohammed Abbas, emphasized that preparing and implementing the strategy is a collective institutional responsibility requiring the concerted efforts of various academic and administrative sectors, alongside active participation from university affiliates. This ensures that planning outputs transition from conceptual stages into actionable and measurable programs and initiatives.
He explained that the third strategy should stem from a realistic reading of both internal and external environments, anticipate future shifts in education, the labor market, and technology, and place students at the forefront of its priorities. This will be achieved by developing their skills and capabilities and enhancing their professional readiness, thereby meeting youth aspirations and cementing the University’s role in serving society and contributing to development.
The University President called for cementing a culture of institutional work and teamwork throughout the stages of strategy preparation and implementation, linking objectives and initiatives to resources, responsibilities, and performance indicators to enhance execution efficiency and ensure sustainable results.
The workshop program featured several specialized presentations. Mr. Murad Al-Awadi outlined the workshop’s objectives and main axes, presenting a summary of achievements in developing the third strategy.
Meanwhile, Associate Professor Dr. Amin Al-Kastaban delivered a comprehensive presentation on the results of the environmental analysis across its four categories: internal environment, stakeholder needs and partnerships, competitive and market environment, and external and future environment.
Furthermore, Prof. Dr. Naaman Al-Najjar addressed the methodology for formulating strategic issues and refining SWOT elements, detailing the mechanism for transitioning from initial lists to governing priority issues based on evidentiary strength, strategic impact, urgency, and malleability.
Prof. Dr. Bilal Al-Fahidi reviewed the strategic issues and nominated SWOT elements, explaining their implementation mechanism, distribution across working groups, and alignment with the University’s strategic orientations and dimensions.
On the practical side, participants were divided into four working groups according to the strategic dimensions: Learning and Growth, Internal Processes, Customers and Beneficiaries, and the Financial Dimension. Their task was to review the nominated strategic issues and SWOT elements, prioritizing them to arrive at a focused list reflecting key challenges, opportunities, and capabilities shaping the University’s future.
The workshop concluded with presentations and discussions of the working groups’ findings in preparation for adopting the final outputs of the environmental analysis and utilizing them to shape strategic orientations, objectives, and initiatives.
This workshop marks a pivotal milestone in the formulation of the University’s third strategy, transitioning strategic work from the diagnosis and evidence-gathering phase to the selection and focus phase. This contributes to building a realistic and forward-looking strategy that responds to stakeholder needs, keeps pace with changes in the education and labor market, and enhances the University’s stature and leadership in education, scientific research, and community service.
