Division 22 is the external knowledge, research-partnership, academic-collaboration and open-innovation engine of the AGL Innovation Hub. Where Division 21 converts innovations into IP, products and commercial opportunities, Division 22 builds the external ecosystem that continuously supplies new knowledge, research capability, technologies, talent, ideas and collaboration opportunities — connecting AGL engineering problems with universities, research institutions, airports, manufacturers, technology companies and startups to create validated solutions faster than any single organization could develop alone.
The principle this division follows — "Do not innovate alone when the right external capability can accelerate the solution — but always retain strong technical governance, IP clarity, evidence-based validation and controlled knowledge transfer."
Divisions 18–21 build, test, benchmark and commercialize innovation inside the organization. Division 22 does not operate only after Division 21 — it continuously feeds all four divisions with new partners, knowledge, technologies and research capability, closing the innovation loop.
Connect AGL engineering problems with fundamental research capability — mathematical modelling, optical research, AI/ML research, materials research, electronics research, robotics research and energy research — plus access to student and researcher talent.
Access specialized laboratories, testing facilities and advanced research capabilities that would not be practical to build in-house.
Airports should be treated as living laboratories for AGL innovation — this matters because laboratory performance does not always translate directly into operational performance.
Manufacturer collaboration should clearly distinguish three ownership categories before work begins — this connects directly with Division 21 — Innovation IP, Patents & Commercialization:
Accelerate AGL digital transformation using external technology-company capability rather than building every capability internally.
Startups can provide rapid experimentation and unconventional solutions that larger, slower-moving organizations rarely produce.
Joint research should be organized around clearly defined engineering problems rather than open-ended exploration.
Instead of conducting isolated projects, establish long-term research programmes that accumulate knowledge over multiple cycles.
| Programme | Focus Areas |
|---|---|
| AGL Smart Infrastructure Programme | Smart fixtures, sensors, IoT, monitoring, digital control |
| AGL AI Programme | Computer vision, failure prediction, automated inspection, photometry analytics |
| AGL Photometry Programme | Advanced sensors, automated measurement, optical modelling, AI photometry |
| AGL Reliability Programme | Failure prediction, RUL, condition monitoring, reliability modelling |
| Sustainable AGL Programme | Energy optimization, materials, lifecycle carbon, renewable integration |
Innovation challenges convert real engineering problems into structured external competitions. Example question:
Engineering competitions generate new ideas while developing technical talent, complementing the more formal Innovation Challenge programme.
Every major research collaboration should begin with a structured proposal rather than an informal agreement.
| Section | Question It Answers |
|---|---|
| A. Problem | What engineering problem exists? |
| B. Current State | What technology is currently available? |
| C. Research Gap | What is not currently solved? |
| D. Research Question | What must the research determine? |
| E. Methodology | How will it be investigated? |
| F. Expected Outcome | What will be produced? |
| G. PoC | How will the result be demonstrated? |
| H. IP | What IP may be created? |
| I. Commercial Potential | Could the research become a product/service? |
| J. Timeline & Budget | What resources are required? |
This is one of the strongest links between Division 22 and Division 19 — PoC & Pilot Projects. A collaborative PoC can bring together an airport, the AGL engineering team, a university, a manufacturer and a technology company around one demonstration.
| Partner | Contributes |
|---|---|
| Airport | Site, existing system, operating data |
| University | AI algorithm |
| Manufacturer | Hardware |
| Technology Company | Cloud / IoT platform |
| AGL Engineering Team | System architecture, testing, validation, operational engineering |
The result can become a jointly validated innovation, carried forward into Division 20 (Technology Evaluation & Benchmarking) and Division 21 (IP, Patents & Commercialization).
Knowledge exchange should be treated as a formal programme rather than incidental contact between organizations.
Every collaboration should generate reusable knowledge where appropriate, rather than knowledge that exists only for the duration of the project.
Workshops should focus on specific engineering challenges rather than generic presentations.
| Workshop | Focus |
|---|---|
| AGL AI Workshop | AI inspection, failure prediction, computer vision |
| AGL Photometry Workshop | Automated measurement, optical modelling, photometric data |
| Smart AGL Workshop | IoT, sensors, intelligent fixtures |
| AGL Reliability Workshop | Failure modes, RUL, predictive maintenance |
Long-term strategic partnerships should be established with organizations that complement the AGL capability, beyond single projects or one-off collaborations.
The overall shape of Division 22 — how external partners, joint research and field validation connect back into IP and industry adoption.
Every collaboration — university, institute, airport, manufacturer, technology company or startup — should follow a controlled ten-stage lifecycle.
Identify a research partner.
Assess capability and strategic fit.
Initiate technical discussions.
Develop a research problem and objectives.
Establish scope, responsibilities, IP and confidentiality arrangements.
Execute the research.
Develop the technical solution.
Demonstrate the solution.
Evaluate technical and operational performance.
Proceed toward product, licensing, transfer or deployment where appropriate.
Not every organization should become an innovation partner — candidates should be assessed against a consistent set of criteria before engagement begins.
To make Division 22 operational rather than theoretical, these twenty registers should be maintained and kept current.
Twenty-five KPIs across five categories, used to track how far the external research ecosystem has matured.
Division 22 should not operate only after Division 21 — it continuously feeds the entire innovation engine, from strategy through to commercialization.
Innovation Strategy & Roadmap → sets the priorities that external research and collaboration should target.
Prototype Development & Engineering Laboratory → builds and tests concepts that joint research and manufacturer collaboration help supply.
PoC & Pilot Projects → collaborative PoCs and airport pilots feed directly into this division.
Technology Evaluation & Benchmarking → uses research outputs and field-validation data to establish technology maturity and value.
Innovation IP, Patents & Commercialization → protects, owns and commercializes what collaborative research and PoCs discover.
Innovation Database & Project Intelligence → preserves the research, partnership and collaboration intelligence generated across every partner.
Division 22 should remain the external ecosystem layer, not the internal execution layer. It brings new knowledge, partners, technologies and research capability into the system — through universities, research institutes, airports, manufacturers, technology companies and startups — while the building, testing, benchmarking and commercialization of what that ecosystem produces sit in Divisions 18–21.
Its strongest connections are to Division 19 (PoC & Pilot Projects), through collaborative PoCs and airport pilots, and to Division 21 (IP, Patents & Commercialization), through the collaboration-to-IP pathway that runs from discovery through invention identification, patent registration, prototyping, validation and protection to commercialization.
The guiding principle is simple: "Do not innovate alone when the right external capability can accelerate the solution — but always retain strong technical governance, IP clarity, evidence-based validation and controlled knowledge transfer." This makes Division 22 the continuous research engine that keeps the entire AGL Innovation Hub supplied with new ideas, scientific knowledge, technologies, partners and commercialization opportunities.
Quick answers about Innovation Research & Collaboration in the AGL Innovation Hub.
Division 22 is the external knowledge, research-partnership, academic-collaboration and open-innovation engine of the AGL Innovation Hub. It covers 15 topics (RC-01 to RC-15).
The 15 topics are University Collaboration, Research-Institute Collaboration, Airport Collaboration, Manufacturer Collaboration, Technology-Company Collaboration, Startup Collaboration, Joint Research Projects, Industry Research Programmes, Innovation Challenges, Engineering Competitions, Research Proposals, Collaborative PoCs, Knowledge Exchange, Technical Workshops and Innovation Partnerships.
Divisions 18–21 build, test, benchmark and commercialize innovation inside the organization. Division 22 does not operate only after Division 21 — it continuously feeds all four divisions with new partners, knowledge, technologies and research capability, closing the innovation loop.
The overall shape of Division 22 — how external partners, joint research and field validation connect back into IP and industry adoption. The steps or layers are: Universities | Research Institutes | Airports; Research Programmes; Manufacturers | Technology Companies | Startups; Joint Research / Collaborative PoC; Field Validation; Technology Evaluation; IP / Patent / Product; Commercialization & Industry Adoption.
Every collaboration — university, institute, airport, manufacturer, technology company or startup — should follow a controlled ten-stage lifecycle. STAGE 1; Identify; Identify a research partner; STAGE 2; Evaluate; Assess capability and strategic fit; STAGE 3; Engage; Initiate technical discussions; STAGE 4; Define; Develop a research problem and objectives; STAGE 5; Agree; Establish scope, responsibilities, IP and confidentiality arrangements; STAGE 6; Research; Execute the research; STAGE 7; Prototype; Develop the technical solution; STAGE 8; PoC; Demonstrate the solution; STAGE 9; Validate; Evaluate technical and operational performance; STAGE 10; Commercialize; Proceed toward product, licensing, transfer or deployment where appropriate.
Not every organization should become an innovation partner — candidates should be assessed against a consistent set of criteria before engagement begins. It includes Technical capability, Research capability, Relevant expertise, Laboratory capability, Track record, Innovation capability, AGL relevance, Project resources, IP capability, Data-security capability, Commercial capability, Geographic relevance and Long-term strategic fit.
To make Division 22 operational rather than theoretical, these twenty registers should be maintained and kept current. It includes Innovation Partner Master Register, University Collaboration Register, Research-Institute Register, Airport Collaboration Register, Manufacturer Collaboration Register, Technology-Company Register, Startup Collaboration Register, Joint Research Project Register, Industry Research Programme Register, Innovation Challenge Register, Engineering Competition Register, Research Proposal Register, Collaborative PoC Register, Knowledge Exchange Register, Technical Workshop Register and Innovation Partnership Register.
Twenty-five KPIs across five categories, used to track how far the external research ecosystem has matured. It includes Active university partnerships, Active research-institute partnerships, Airport innovation partnerships, Manufacturer partnerships, Technology-company partnerships, Startup partnerships, Research projects initiated, Research projects completed, Joint research programmes, Research proposals submitted, Research proposals approved, Collaborative PoCs, Collaborative prototypes, Patent concepts generated, New technologies identified and Commercialization candidates.
Division 22 should not operate only after Division 21 — it continuously feeds the entire innovation engine, from strategy through to commercialization. DIV 01 Innovation Strategy & Roadmap → sets the priorities that external research and collaboration should target; DIV 18 Prototype Development & Engineering Laboratory → builds and tests concepts that joint research and manufacturer collaboration help supply; DIV 19 PoC & Pilot Projects → collaborative PoCs and airport pilots feed directly into this division; DIV 20 Technology Evaluation & Benchmarking → uses research outputs and field-validation data to establish technology maturity and value; DIV 21 Innovation IP, Patents & Commercialization → protects, owns and commercializes what collaborative research and PoCs discover; DIV 25 Innovation Database & Project Intelligence → preserves the research, partnership and collaboration intelligence generated across every partner; Most Important Design Principle; Division 22 should remain the external ecosystem layer, not the internal execution layer. It brings new knowledge, partners, technologies and research capability into the system — through universities, research institutes, airports, manufacturers, technology companies and startups — while the building, testing, benchmarking and commercialization of what that ecosystem produces sit in Divisions 18–21.
Connect AGL engineering problems with fundamental research capability — mathematical modelling, optical research, AI/ML research, materials research, electronics research, robotics research and energy research — plus access to student and researcher talent. Potential AGL Research Areas: AGL photometry, LED optical systems, AI-based inspection, Predictive maintenance, Digital twins, IoT sensors, Robotics, Advanced materials, Energy optimization and Reliability engineering.
Instead of conducting isolated projects, establish long-term research programmes that accumulate knowledge over multiple cycles.
Long-term strategic partnerships should be established with organizations that complement the AGL capability, beyond single projects or one-off collaborations. Partnership Types: Academic partnership, Research partnership, Airport partnership, Technology partnership, Manufacturer partnership, Startup partnership, Testing-laboratory partnership, Joint-development partnership, Commercialization partnership and Strategic innovation partnership.
Innovation research and collaboration start with understanding academic partnerships, joint research programs and industry-university engineering exchange. The next step is building the technical knowledge required to evaluate, develop and apply collaborative research with confidence.
Develop structured knowledge across:
Understand how engineering problems become opportunities, technologies, concepts, validation activities and measurable improvements.
Understand today's AGL. Build tomorrow's capability.
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