Number of university spin-off companies established through research and innovation activities.
University Spin-Offs [List] (9.3.1)
Introduction:
Al-Ahliyya Amman University (AAU) actively supports the creation, incubation, and commercialization of university spin-off companies that emerge from applied research, student innovation, engineering design projects, digital solutions, and interdisciplinary entrepreneurial initiatives. In alignment with SDG 9, AAU’s innovation ecosystem empowers students, faculty members, and researchers to transform ideas into sustainable enterprises, contributing to national industrial growth, technology development, and economic competitiveness.
Through a robust policy framework including the University Spin-Off Support Policy, the Industrial & Commercial Research Funding Policy, and the Spin-Off Mentorship & Support Procedure AAU ensures structured pathways for prototype development, IP protection, start-up incubation, and early-stage commercialization.
AAU’s innovation infrastructure includes specialized laboratories, fabrication spaces, business incubators, and strong industry partnerships that accelerate the growth of spin-off companies in key sectors such as renewable energy, electric vehicles, artificial intelligence, recycling technologies, materials engineering, digital health, and advanced ICT solutions.
Centers and Departments:
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1. Center for Innovation and Entrepreneurship (CIE)
The CIE is the primary institutional body responsible for supporting university spin-offs. It provides structured incubation, technical guidance, investment readiness training, and commercialization pathways for student and faculty innovations.
The Center oversees:
- Spin-off pre-incubation screening
- Prototype development support
- Access to mentors and industry experts
- Business model validation
- Market-entry and investor networking
- Innovation bootcamps and hackathons
The CIE works closely with Engineering Labs, ICT facilities, the Sustainability & International Ranking Center (SIRC), and external industrial partners to ensure that spin-off companies receive the technical, financial, and strategic support required for successful market entry.
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2. Human Resources and Institutional Development Unit
In the SDG9 context, the HR & Institutional Development Unit contributes by enabling institutional structures that support innovation talent, entrepreneurial training, and research productivity.
Its responsibilities include:
- Ensuring staffing for innovation and R&D units
- Supporting workload allocations for faculty innovators
- Managing incentives for research and start-up development
- Facilitating partnerships through institutional capacity-building
The Unit collaborates with SIRC to ensure accurate tracking and reporting of spin-off outcomes, research productivity, and institutional innovation performance.
Activities:
Impact Evaluation & Development Plan
- Performance Evaluation
- Structured Assessment Tools
AAU applies standardized innovation-assessment tools, start-up readiness rubrics, prototype evaluation sheets, and commercialization scorecards to measure progress in spin-off development. Assessment focuses on:
- research-to-market readiness,
- scalability and innovation potential,
- societal and industrial relevance,
- sustainability of business models,
- technological viability and design performance.
These evaluation tools ensure alignment with SDG9 principles of sustainable industrialization and innovation capacity-building.
- Annual Assessment Cycles
Annual cycles measure:
- number of new spin-offs generated,
- progress of ongoing incubated companies,
- volume of research projects converted into market solutions,
- industry-funded innovation projects,
- success metrics for prototypes, patents, and commercialization pathways.
The yearly cycle allows AAU to track progress, identify barriers, and refine innovation-support systems.
- Quantitative & Qualitative Indicators
Quantitative Indicators
- number of spin-off companies created annually,
- number of incubated projects,
- patents filed or granted,
- prototypes developed,
- external funding attracted,
- industry partnerships supporting commercialization.
Qualitative Indicators
- innovation quality and impact potential,
- stakeholder feedback,
- technology readiness level (TRL) evolution,
- case studies of successful spin-offs.
These indicators provide a multidimensional understanding of AAU’s spin-off ecosystem.
- Integration with Curriculum
Assessment results guide program improvements across engineering, ICT, business, health sciences, and applied sciences. Enhancements include:
- embedding innovation and entrepreneurship in all majors,
- integrating capstones with real industrial problems,
- requiring prototype development in graduation projects,
- strengthening interdisciplinary design teams,
- linking coursework with incubator programs.
- Transparency and Public Reporting
All spin-off performance data are validated by SIRC and published in:
- AAU Sustainability Report 2024–2025
- SDG9 Executive Sustainability Report
- AAU Sustainability & Innovation Portal
ensuring transparent reporting and global best-practice alignment.
- Development Actions
Action 1: AAU Spin-Off Commercialization Pipeline
A structured system guiding innovators from idea to prototype to market. Target: 20 commercialization-ready projects by 2027.
Action 2: Innovation Competency Rubric
Rubric evaluating creativity, problem-solving, prototyping, and entrepreneurial skills. Target: Fully adopted by 2026.
Action 3: Enhanced Curriculum Integration
Embed spin-off development within senior projects across all faculties. Target: 100% integration by 2027.
Action 4: Spin-Off Digital Dashboard
A public platform tracking patents, prototypes, spin-offs, and innovation indicators. Target: Operational by 2026.
Action 5: Regional Benchmarking
Annual benchmarking against MENA and global innovation universities.
Target: Publish annual benchmarking report. - Benchmarking & Best Practice
AAU benchmarks its spin-off and innovation ecosystem against leading institutions such as:
- MIT – USA
- University of Cambridge – UK
- MARA University of Technology – Malaysia
- Technion – Israel Institute of Technology
Best Practices Adopted
- structured incubation pipelines,
- joint university–industry innovation labs,
- early-stage IP support,
- interdisciplinary innovation teams,
- transparent commercialization dashboards.
Localization to Jordan’s Context
AAU aligns with:
- Jordan’s National Innovation Strategy,
- National Digital Transformation Plan,
- Jordan Industrial Partnership Framework,
- AAU Spin-Off Support Policy,
- Industry Partnership Development Procedure.
Future Goal (by 2028)
Establish the AAU Technology Transfer & Innovation Observatory
A centralized platform for tracking commercialization rates, innovation maturity, industry engagement, and the economic impact of AAU spin-offs.
Institutional Integration Summary
AAU ensures that innovation and spin-off development are fully embedded across academic, research, and administrative systems.
The Center for Innovation and Entrepreneurship (CIE), in collaboration with SIRC, HR, and academic faculties, oversees the incubation pipeline, industrial partnerships, and commercialization processes.
Through evidence-based development, structured innovation support, and a national focus on industrial growth, AAU advances Jordan’s innovation ecosystem strengthening SDG9 while supporting SDG4, SDG7, SDG8, SDG12, SDG13, and SDG17.
