On The Rocks – an initiative launched by St Andrews’ students in 2009 – is the largest student run Arts festival  in Scotland. Designed to showcase not only the best of drama and flmmaking in St Andrews, OTR provides a  platform to demonstrate the creativity and talent of artists, photographers, dancers, musicians and comedians  within the student community.



Entreprenurial glyph

We will encourage a culture of innovation and create an inclusive entrepreneurial ecosystem to enhance our impact on society and diversify and grow our research funding streams. This ecosystem will be created through the interactions of students and staff, through enterprise and entrepreneurial education, and through strong engagement with business, government, the third sector, and other funders.

To be entrepreneurial in our culture is to see potential in existing and future activity and to translate that into enterprise for the benefit of wider society. Entrepreneurial St Andrews is rapidly gaining prominence as a mainstream activity in the University, enabling regeneration locally and transformation nationally. We will encourage our entrepreneurial ecosystem, securing increased funding for research, integrating entrepreneurial and enterprise education, and stepping up external engagement.


Through our contributions to the entrepreneurial ecosystem and social enterprise, we will further our ambition as a university to effect the lasting changes society needs. The priority given to addressing the climate emergency will be emphasised through linking enterprise and entrepreneurial education directly to education for sustainable development in its broadest sense. That ambition requires ideas and innovation which are best generated in diverse groups and are strengthened through research and exchanges across disciplines. The Eden Campus will stimulate our entrepreneurial activities in St Andrews and beyond.


  • We will enable our staff and students, who express interest, to make the best of the ideas they generate by providing inclusive opportunities to engage with entrepreneurship through the core curriculum, co-curriculum, the Entrepreneurship Centre, and professional skills programmes. 
  • We will encourage activity to grow the pipeline of opportunities for the five commercial pathways of licensing, spin-out, start-up, contract research, and consulting engagements, and for the development of dynamic and sustainable social enterprises. 
  • We will provide support throughout the stages of the entrepreneurial journey in a seamless way, linking effectively to university operations. 
  • We will grow research volume by diversifying beyond traditional funding streams, including philanthropic opportunities.
  • We will establish a network which provides opportunities for friends and alumni actively to advise, mentor, and support entrepreneurs.

Research, impact, and innovation

We will:

  • Drive and support the development of an increasing volume of research from across all our disciplines that delivers the innovation that supports entrepreneurial success. 
  • Enable research that links strongly with external partners from industry, government, and the third sector to deliver research with societal impact. 
  • Become a role model for how staff and ideas can move smoothly between universities, industry, and the wider world.

Education and the student experience

We will:

  • Support and recognise the design of curricula and forms of assessment to reward risk-taking, problem-solving, and creativity, and ensure students are adept at identifying opportunities for enterprise and provide the tools to take these forward successfully. 
  • Promote the value of student and staff engagement with business, charity, and social enterprise initiatives. 
  • Offer training, dedicated space, and funding to enable students and staff to progress entrepreneurial ideas.

We will deliver this by

  • Developing our entrepreneurial identity underpinned by clear physical and virtual entrances to entrepreneurial activities at the University and supportive communications that effectively position the University’s capability and entrepreneurial culture globally. 
  • Nurturing and growing effective links with external stakeholders and supporters. 
  • Establishing networks which provide opportunities for friends and alumni actively to advise, mentor, and support entrepreneurs, and create opportunities for alumni and supporters to promote fledgling ventures in new markets. 
  • Establishing an integrated reporting system with clear accountability for performance goals, overseen by effective governance. 
  • Identifying and supporting the resource required to deliver our entrepreneurial education programmes.
  • Supporting staff to embed entrepreneurship in our curriculum through the encouragement of enterprise and entrepreneurship.

Progress will be indicated by

  • Increased sustainable funding generated from multiple entrepreneurial activities. 
  • The pipeline of opportunities for spinout, start-up, contract research and consultancy.
  • The establishment of a patent portfolio which is exploitable and exploited, and a rising number of invention disclosures. 
  • Opportunities for our staff and students to be innovative and engage in entrepreneurial activities and increase engagement with policy, consultations, and public dialogue.