Accountable for End-to-End Commercialisation
The new Unhas organisational statute positions DHK-STP as the driving unit for the downstream stage: business portfolio, incubation and acceleration, manufacturing readiness, business development, marketing, spin-off and startup formation, commercial cooperation, royalties, and Science Techno Park management.
Thank you for visiting. DHK-STP exists to make sure every Unhas invention that is ready for the market has a clear path: from market validation and incubation to production readiness and transactions with partners.
We are open to researchers, startups, industry, and investors. Let us work together to turn research into benefits for society.
From an Activity-Based to a Portfolio-Based Way of Working
The shift from the Directorate of Technology Business Incubation and Science Techno Park to DHK-STP is a change of mandate, not merely a change of name. The directorate sits under the coordination of the Innovation and Business Management portfolio and is required to manage the entire downstream stage: business development, production readiness, incubation, marketing, commercial transactions, startup and spin-off formation, strategic cooperation, royalties, and STP development.
Every invention received from the Directorate of Innovation and Intellectual Property is treated as a portfolio with one identity, one roadmap, two leads — incubation and commercialisation — and documented stage-gate decisions.
Translating the Statutory Mandate into Operational Work
DHK-STP formulates and implements policy and plans, develops, coordinates, and manages the downstreaming and commercialisation of research results, inventions, and prospective innovations — including business development, production, commercialisation, and Science Techno Park management.
Formulating the roadmap, SOPs, stage-gates, priority portfolio, and performance contracts.
Managing a single tenant pipeline and research-based venture building.
Building the MRL system, pilot batches, quality control, costing, and a manufacturing partner network.
Preparing a business case and commercialisation decision memo for each product.
Running the deal room, investor forum, negotiations, contracts, and royalty monitoring.
Managing a productive district: facility services, living lab, testbed, and innovation gallery.
Operating the end-to-end dashboard and the annual impact report.
Boundary of Work with the Directorate of Innovation and Intellectual Property
Intellectual property protection, TRL advancement, testing, and certification belong to the upstream stage. DHK-STP takes over once the portfolio is handed over through a handover gate accompanied by the minimum documentation.
Identification and mapping of inventions; prototype development; TRL advancement; IP protection and the TTO function; regulation, standardisation, testing, registration, and certification.
Accompanied by technical documents, IP status, regulatory status, TRL, utilisation potential, and the TTO recommendation.
Market analysis; business models; incubation; production readiness; valuation; marketing; licensing; spin-offs; joint ventures; manufacturing cooperation; sales; royalties; STP management.
“To be an excellent, integrated, and impactful driver of research downstreaming and commercialisation through business development, startups, industry, and the Science Techno Park, strengthening the global competitiveness of Universitas Hasanuddin.”
Every activity has an outcome, a beneficiary, and evidence of impact.
Market and user needs inform development from the outset.
GO/HOLD/PIVOT/STOP decisions rest on data, not personal preference.
A single portfolio is managed across units, disciplines, and expertise.
The rights of inventors, the university, founders, partners, and users are governed transparently.
Programmes can pivot based on technical, market, and regulatory learning.
Business models, funding, facilities, and impact are designed to outlast the grant period.
Eight Strategic Pillars
One portfolio system integrating inventions, IP, TRL, regulation, tenants, production readiness, market, transactions, revenue, and impact.
Closing the gap between laboratory prototypes and products that can be manufactured consistently, safely, to quality, and economically.
Turning incubation programmes into venture formation with a team, product, customers, business model, and governance.
Packaging technology, setting the commercialisation route, negotiating, and closing transactions.
Turning networks into a pipeline of demand, trials, contracts, financing, and technology adoption.
Managing the STP as a portfolio of services, not merely buildings or event space.
Building blended funding and reinvestment so the pipeline does not stall when grants end.
A full-time organisation with cross-disciplinary competence, accountable and auditable.
Two Sub-directorates, One Portfolio
Tenant incubation and acceleration, product milestones and validation, pilot production, STP facility management and services, and alumni venture support.
Market analysis, business case and valuation, manufacturing readiness, licensing/spin-off/JV deal making, industry and investor partnerships, and contract and royalty monitoring.
Functional Organisational Structure
Downstreaming and Commercialisation Policy Framework
Every collaboration runs on a clear policy framework: intellectual property ownership, benefit sharing, occupational safety, and reporting.
Request a copy of the policy documents →Governs ownership, protection, and benefit sharing for inventions by members of the academic community.
Service turnaround standards, occupational safety, and procedures for using STP facilities.
Provisions for lecturers and researchers involved in spin-off entities.
Mechanisms for royalty reporting, use of funds, and annual performance audits.
Cooperation Network
Documents of Achievement and Accountability
Summary of achievements, portfolio, and facility utilisation
Summary of achievements, portfolio, and facility utilisation
Summary of achievements, portfolio, and facility utilisation
Summary of achievements, portfolio, and facility utilisation
Would you like to know the capacity of Unhas more closely?
We can arrange an introductory session, a facility visit, or a joint needs-mapping exercise with your team.