20131212 creating innovative production environments - phase 1

1CREATING INNOVATIVE PRODUCTION

ENVIRONMENTSa spatial design-testing strategy

for Delft and Leiden

CREATING INNOVATIVE PRODUCTION ENVIRONMENTS

KNOWLEDGE PARTNERS

Municipality of DelftMunicipality of Leiden

The knowledge partners and investors provided the necessary information and data resources for the first phase of the project.

INITIATIVE

3

PARTNERSSprintCity is an initiative of the Deltametro-polis Association. The project is developed in collaboration with the project partners TUDelft and Movares.The knowledge partners and investors provide the necessary information, data and financial resources for SprintCity.

INITIATIVE STAKEHOLDERS

KNOWLEDGE PARTNERS KNOWLEDGE PARTNERS

PUBLIC AUTHORITIES

Ministry of Infrastructure & EnvironmentPublic Transport Agency RandstadStedenbaanPlus

Province of Zuid-HollandProvince of GelderlandProvince of Noord-HollandProvince of Noord-BrabantProvince of UtrechtProvince of Flevoland

Region of AmsterdamRegion of Arnhem-NijmegenRegion of BrabantStadRegion of DrechtstedenRegion of HaaglandenRegion of Holland-RijnlandRegion of Utrecht

Departments of spatial planning, traffic & transport and housing of many municipali-ties in Noord-Holland, Utrecht, Zuid-Holland, Noord-Brabant and Gelderland.

KNOWLEDGE INSTITUTIONS

Architectural Association LondonCurtin University Perth/RMIT MelbourneDelft University of Technology (Urbanism/TPM)Hong Kong University (Architecture)Radboud University Nijmegen (Planning)University of Amsterdam (Planning)University of Applied Sciences Rotterdam (Spa-tial Planning)Utrecht University (Geography)VU University Amsterdam (Geography)Wageningen University

PRIVATE ORGANISATIONS

AFFRANWB APPM consultantsConnexxionGoudappel CoffengMolster StedenbouwMovaresMTR corporationNS ReizigersNS PoortTNOPerkins+Will ProRailSchiphol GroupStipo

The project started in July 2013 and is an initiative of the Deltametropolis Association. It is concieved and executed by Anke Wetzel, and developed in collaboration with project partners Frank van Oort (Professor of Urban Economics, Utrecht University) and Helmut Thoele (senior urban planner, Province of SouthHolland).

Deltametropolis Association Mauritsweg 51a, NL-3012 JW RotterdamP.O. Box 600, NL-3000 AP Rotterdam+31 (0)10 413 0927

December 6, 2013

Project page: http://deltametropool.nl/nl/production_environments

Contact:Anke Wetzel, project [email protected]


41

Companies in the 5 innovative sectors in 2010, in the larger area of Delft, and their movements within the last 15 years.

INDEX

1 Creating innovative production environments page 1

1.1 A spatial testing strategy

1.2 Research steps

2 Case studies: Delft and Leiden page 6

2.1 Existing networks in the province of South Holland

2.2 Impact of these networks in the areas at research

3. Cluster conditions and qualities page 21

3.1 Theoretical framework

3.2 Choosing relocation as a method

4 International comparison page 43

4.1 International case studies

4.2 Implications for this research

5 Conclusions page 53

5.1 Lessons learnt

5.2 Findings

6 Follow-up study: Whats next? page 54

6.1 Four main steps

Project plan overview page 57

References page 59


1

This is the first publication of Creating innovative production environments, a project by the Deltametropolis Association in co-operation with the project partners Frank van Oort (Professor of Urban Economics, Utrecht University) and Helmut Thoele (senior urban planner, Province of SouthHolland), and the municipalities of Delft and Leiden. It focuses on the question: What spatial tools can the province of South Holland use to achieve greater resilience and opportunities for innovation and growth?

Europes economic and urban systems are increasingly becoming regionalised. The flexible networks of companies cluster into regional agglomerations larger than the city itself. This process of agglomeration and the emergence of forming new centres is connected to patterns of innovation and local

industries to compete in an increasingly extended market.

Through these networks smart specialisation occurs. Research institutions and companies align goals for a common development, thereby reinforcing one another. This specialisation happens on a variety of scales; on the regional level, but also on the level of a single cluster where highly specialised companies coexist and sometimes even share the same building. Although the average enterprise within such specialised networks is most often relatively small, it is able to compete on a very large - sometimes global - scale. A network within one city-region is often embedded within a number of worldwide interregional networks of competition and exchange. These smart specialisation networks, often made up by small to medium-sized companies,

The contemporary town is not one but many places. It is a complex, many layered, multifarious structure, made up of complementary and interconnected ideas, concepts and systems. Ungers, O.M., 1997, The Dialectic city

1.Creating innovative production environments

2have proven to be both successful and resilient in economical terms. Second-tier cities play an important role in these regional systems, especially those cities that have a high knowledge component. Their rich patchwork of different work areas, in close proximity to each other, offers great possibilities for the industrial system and the knowledge system to locally work together and potentially form strong nodes in broader regional innovation systems.

A good example of an area for innovative regional development is the province of South Holland. It has different knowledge centres and embedded industries like in the municipalities of Delft and Leiden. The area has a considerable potential for growth and becomes a key part of the regional system and an economic driver for the Netherlands as a whole. However, the region faces fundamental obstacles for economic growth, something that has already been analysed in the research Weerbare Regio (Province of South Holland, 2012). The findings of this study form a starting point for the Deltametropolis Association to take a more in-depth look at the knowledge economy in this area and the ways in which the province of South Holland can exploit its full potential.

In identifying the shift within the knowledge economy, Leiden and Delft are case studies. A spatial testing strategy was used in search of the areas with the greatest potential for strengthening the regional economic productivity.

1.1 A SPATIAL TESTING STRATEGY

The Weerbare Regio study reported two main findings on spatial-economic

policy for the knowledge economy in the province of South Holland that are of interest for this research.

Firstly, there is large growth in the service and knowledge economy, and less growth in the production economy. Currently the province of South Holland accommodates several big industries, like harbour and horticulture complexes, that have reached their full growth and are therefore relatively less innovative. Moreover, it is to be expected that they will shrink in time. How can this be avoided and how can these industries be given the opportunity to renew themselves?

Secondly, it appears that the province of South Holland is a spatially dispersed area; a polycentric field of activities. The knowledge-related clusters are mainly located in the urbanised regions, while the production economy is situated in the periphery. This separation of manufacturing and knowledge systems does not allow for entrepreneurial, integrated, and synergistic environments to compete in global markets. In short, opportunities arise in the emerging smaller sectors, but at the moment they are nor innovative, nor sufficiently connected to production environments.

For the knowledge economy, the question arises how to interconnect industry-related clusters and knowledge clusters to form innovative and economically strong areas and corridors. Where do the clusters emerge? What are their spatial qualities? What are the spatial requirements of innovative companies? What tools can the province apply to upgrade the spatial conditions?

The Deltametropolis Association developed a spatial testing strategy on the


3

microscale in order to gain more insight into these clustering processes, spatial requirements and the possibilities to accommodate these better. This in order to show the potentials and weaknesses of some of the existing knowledge clusters. This researcht complements the findings of the Weerbare Regio study and serves as input for the spatial vision of the province of South Holland. It can be seen as a concretisation of the former work, leading to a larger study on spatial design testing and development of regional strategies for innovative clusters and corridors. It serves as a first test defining a method that can be applied to further cities, sectors or bigger industrial complexes. The goal is to support planning and policy in the province of South Holland, for future economic stability and growth.

1.2 RESEARCH STEPS

To overcome the weaknesses of the current market and understand the value potential within certain areas of the province of South Holland, our focus is on the spatial organisation of synergetic and integrated work environments, so-called Innovative production environments.

Complimentary to the Weerbare Regio study, the first phase of the project focuses on the spatial analysis of innovative clusters in the province of South Holland on a microscale. It analyses the economic position and spatial settings on the municipality and cluster scale. This is a pilot project, so no final conclusions will be drawn. This first phase is used to analyse existing cluster conditions; show their weaknesses, potentials and to get a view on possible ways to strengthen them. This project and publication are a first step towards a large scale project, and contribute to

answer: What tools can the province of South Holland use to achieve greater resilience and create opportunities for innovation and growth?

In order to design new urban strategies we need to understand the way innovation functions as a production factor in the regional economy; what are the spatial setting and requirements for innovative clusters; and how do they start to form a regional production system? The main part of the project concentrates on the analysis of existing clusters conditions and their activities. Next to this, a comparison with international case studies will give important input in understanding the position of the selected Dutch areas in a broader context, as well as provide insight in the missing links needed for enhancing innovation and growth. The preliminary results were discussed during several interviews and an expert meeting with the project partners and local actors. The expert meeting focused on an open discussion about new urban strategies to facilitate the needs of the knowledge economy.

ANALYSIS OF EXISTING DUTCH CLUSTER CONDITIONS

Since the area of the province of South Holland is too large to undergo spatial research on the microscale, the focus lies on two case areas: Leiden and Delft. To understand the value potential of the two chosen areas, our

RESEARCH STEPS1. Analysis of existing cluster conditions in South Holland, Delft and Leiden2. International comparison3. Local actor involvement

4research examines the spatial behaviour of a specific type of small companies. A type of fast growing entrepreneurs called Gazelles (Stam, 2005). They are seen as the most innovative and flexible, form strong crossover relationships between universities and local industries and show the greatest opportunity for strengthening the regional economy. Characterised by a minimum of 5 years of existence, these companies are established in the market and their success is relfected by an immense growth. Starting as entrepreneurs, with less than 5 employees, some firms double or even triple each year. Because of their immense growth these companies have the need to move and their location choice automatically becomes important. Good examples are Microsoft, Apple, Dell, Yahoo, Google and Cisco, which were all Gazelles in their early days. Therefore, studying their location choice gives insight into their spatial requirements, as well as into the quality of the existing clusters they chose. The selection is based on a

large company dataset with longitudinal data over the last fifteen years.

To understand the position of the selected areas, their weaknesses and strengths, we need to understand the existing spatial and economical conditions of innovative clusters. Therefore, the data is examined in order to measure the contribution of the innovative sectors to economic growth at 2 scales: the provincial and municipality scale. To achieve the greatest possible outcome in the limited time available, visualisation is limited to a choice of sectors, based on the outcomes of the Weerbare Regio study. This exploration resulted in a first broad overview of cluster locations and company conditions. By applying different filters on the data, we concentrated on Gazelles and their impact on the area.

If Gazelles are the most innovative companies, we need to understand their location preferences and spatial requirements in order to build strong knowledge corridors and regional innovation systems.

Legend (0)

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Proposed knowledge axis Rotterdam-Delft-Leiden & Company clusters on the microscale


5

Data visualisation helped in answering the following sub questions: How did innovative companies develop over the last years? Where do innovative companies and innovative cluster appear? What are preferred cluster locations of Gazelles? How are these innovative cluster organised? What kind of companies start to cluster together and what kind of spatial qualities do they contain?

The research was done on 3 scales. The largest scale gave a broad overview of the movement of Gazelles in the province of South Holland. In order to understand their location preferences, the focus was next placed on the most potential areas within the municipalities of Delft and Leiden. By mapping the locations of different Gazelles on a municipal scale, successful cluster locations were identified by targeting the distribution of different urban milieus. Lastly, the cluster scale was examined in detail; three top locations were chosen, with the focus on company characteristics (age, growth, number of employment) and activities, as well as the spatial qualities these clusters contain. This gave a first insight into the complexity and spatial requirements of innovative sectors. Additionally, in order to get a more detailed understanding of the innovation factor, spatial requirements and relation to other companies / institutions in the area for certain companies, questionnaires were developed and sent out to 60 of these companies.

INTERNATIONAL COMPARISON

In order to get a view on global trends and typological shifts of working areas, a comparison was made with several international examples. Research and industry-related clusters in Asia and

Europe (like North-One, Singapore and Science city, Zrich) were analysed to understand the shift of urban systems in the past and future, and how this transformation affects the shape of clusters, cities and regions. This provides insight in new strategies for strengthening urban conditions in the Dutch regions of Delft and Leiden.

During this phase the following sub questions were answered: What urban strategies are used to interconnect industry-related clusters and knowledge clusters to form innovative production environments? What spatial qualities and conditions do other regions provide to form innovative clusters and regions?

LOCAL ACTOR INVOLVEMENT

In order to understand the possibilities for strengthening the region and the tools needed to apply new strategies, a network of different partners was established. The network consists of representatives and experts from the municipalities and province, as well as knowledge networks such as Medical Delta, Yes!Delft and Science Port Holland. The networking and lobbying by innovative economic sectors plays an important part in building up regional innovation systems. Through personal interviews and an expert meeting, it was explored how the research results could be applied and translated into regional strategies.

The sub questions answered in this phase: What kind of planning tools are already used in the areas to achieve the goals? What strategies or visions are needed?

This booklet will guide you through the case studies, the preliminary findings, conclusions and the next steps we want to take after this first phase.

6The municipalities of Delft and Leiden were chosen as case studies for their high knowledge components and rich pattern of different working and production zones, which form an interesting base for the creation of an innovative economic network. With an approximate population of 100.000 each, they are located along the knowledge axis Delft-Leiden-Rotterdam, as proposed in the study Weerbare regio (Provincie Zuid Holland, 2012). Understanding their economic position in the regional network and their potential to form innovative clusters, may provide tools, which can be applied to other areas in the province of South Holland.

The Weerbare Regio and other economic studies acknowledge that the best place for urban growth are not the largest metropolitan regions, but medium-sized urban regions (about 2 million inhabitants) that provide a diverse urban network. Well-known examples are the Oresund region (Copenhagen/Malm), the Dsseldorf-Kln-Bonn region, the Antwerp-Ghent region and the province of South Holland. In these regions there is optimal interaction between regional and international networks, where the service, knowledge and production systems are located in close proximity and get easily intertwined.

The Weerbare Regio concentrates on economic activities in the province of South Holland. Through a focus on strong and promising sectors, it distinguishes their skill-relatedness and network positions, measured by foreign investment. The detailed analysis provides insight into the possible overlap in skills, knowledge and technologies, and where complementarity and combination of different sectors could

contribute to cluster formations and renewal of existing ones. Compared to current spatial-economic trends in Europe, like smart specialisation strategies or the Dutch top sector policy, the outcomes are focused on reinforcing innovative and growing segments within the traditional strong sectors.

The study identifies the four most important sectors within the province of South Holland, which show strong diversification opportunities. Examined seperately, the sectors and crossover opportunities are listed as followed:

Life Sciences & Health: diversification options towards the optical industry, the pharmaceutical industry, specific forms of the chemical industry, education and research headquarters;

Water & Delta technology: crossover opportunities with business services, engineering, greenhouses, chemistry;

Greenports: skill related associations with biotechnology research, ICT and broadcasting, engineering and refrigeration, chemical & commercial sectors and pharmaceuticals industry;

Logistics: skill related associations with high education sectors, such as engineering and architecture, maintenance, metals, greenhouses and machinery, businesses (cleaning, shop staff, transport).

For our research on innovative sectors, it was decided to add an additional sector: ICT. As described in the report Roadmap ICT for the Top Sectors (Amandus, Peter 2012), ICT is present almost everywhere, ranging from the equipment for communication, aerospace, automotive industry, solar energy, advanced medical diagnostics and treatment.

2. Case studies: Delft and Leiden


7

2.1 EXISTING NETWORKS IN SOUTH HOLLAND

Several knowledge networks were found in the province of South Holland, which already aim to stimulate the economic growth through developing, transferring and implementing new knowledge in the highlighted innovative sectors. All this is undertaken to speed up the transfer from science to market and from idea to product. These networks foster the connections between the Triple Helix: academia, industry and government. The concept of the Triple Helix of university-industry-government relationships was initiated in the 1990s by Etzkowitz (1993) and Etzkowitz & Leydesdorff (1995). It implies the shift from a dominant role divided between industries and government in an industrial society towards a growing triadic relationship between universities, industries and government in a knowledge society.

MEDICAL DELTA CONSORTIUMThe Medical Delta consortium is

a network consisting of partners in academia, industry and government which concentrates on the integration of science, business and education in research-driven life sciences and the medical technology cluster, in the province of South Holland and at different levels. With attention for community building and effective communication between stakeholders, it aims to spark innovation. Through this network, the Health TIES project was developed. A project promoting innovation and for speeding up knowledge transfers in healthcare technology on an international level. In this project, four European top regions in biosciences, med-tech and health entrepreneurship join forces: Medical Delta (Delft, Netherlands), Biocat

(Barcelona, Spain), Life Sciences Zurich (Zurich, Switzerland) and Oxford & Thames Valley (Oxford, UK). A fifth region, to be mentored by the other partners, is szak-Alfld (Debrecen, Hungary). This joint project provides detailed insight into the strengths and weaknesses of the region. The interactive map (http://www.medicaldelta.nl/about /map) gives a detailed overview of the innovative companies in the region and their position in the value chain.

LEIDEN BIO SCIENCE PARK FOUNDATION

Supported by Leiden University, the LUMC, the cities of Leiden and Oegstgeest, the foundation aims to attract new life sciences-related companies and institutes, to promote the park and strengthen its life sciences cluster. The management of the park is run by the entrepreneurial society OV BSP, which aims to represent the interests of companies and institutes at the Leiden Bio Science Park. The society promotes, communicates and anticipates current economic and social developments. Within various facilities projects, the business park manager Ellen Smit acts as the direct contact for companies and institutes.

CLEANTECH DELTACleantech Delta is a private-driven

triple helix membership cooperation based in Rotterdam. It focuses on networking between internationally operating companies, knowledge institutions and local governments. Established in May 2013, with Jan Nijhof as its director, it has the ambition to strengthen the cleantech cluster in the province of South Holland. With several new public-private partnership projects, like Bioforce (aimed at realising logistics for large-scale import of wood (chips) in the port of

8to smart specialisation

Rotterdam) and a bioprocess facility in Delft, it concentrates on Cleantech delta projects and new funding models in order to contribute to the development of the regional economy. Research programmes include: Biobased Economy and Sustainable Energy, Water and Delta Technology, Infrastructure and Transportation, Sustainable Building and Regional Planning.

YES!DELFTInitiated by the University of Delft, the

municipality Delft and TNO, Yes!Delft is a high tech entrepreneurs centre in Delft. It focuses on entrepreneurs with concrete ideas for technical, innovative and scalable products or processes. It provides knowledge, offers facilities and bundles forces in order to access an interesting international network. The supported companies have had an impact in numerous sectors: medical technology, cleantech, ICT, industrial applications and consumer products.

ICT COMPANY ASSOCIATIONICT Company Association, founded

early 2013, aims to strengthen the cooperation of existing ICT companies in the South Wing of the Netherlands. Reflecting on the contemporary every man for himself situation, the programme focuses on the important knowledge exchange and networking between companies, to strengthen the ICT sector and enhance crossover opportunities with other sectors.

2.2 IMPACT OF THE NETWORKS IN THE RESEARCHED AREAS

The aforementioned networks play an important role in the regional development and provide a solid base for understanding the goals and visions of the region and its international positioning. The work done by these regional networks shows local challenges

to overcome, in building up specialised and strong networks needed in the international competition.

A focus on networking and establishing fast knowledge exchange between industries, stakeholders and government is one important element in forming innovative regions. This study, which concentrates on the spatial settings of companies and their activities on a microscale, complements the work already done by the aforementioned knowledge networks, and will provide further knowledge on the positioning of certain sectors, due to the spatial point of view of this research. Over the last 3 months contact was established with most of the networks, in order to discuss the results of our research and collaborate on further steps for potential urban strategies.

To understand the success and innovation potential of the selected economic sectors, cluster locations and company activities were mapped. This provided a first insight into economic development potentials in the region. Based on a broad company dataset, data visualisation was used to explore this development.

How did innovative companies develop over the last years? Where do innovative companies and innovative cluster appear? What are the clusters with the biggest potential in these areas? With these questions in mind, the following four steps were taken:

RESEARCH STEPSA. Exploring overall employment in both municipalities (page 9)B. Exploring economic development in 5 innovative sectors (page 11)C. Exploring company conditions in the municipalities (page 15)D. Exploring the development and location of Gazelles (page 17)

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Using data visualisation as a tool, firm locations, their sectors and their employment were explored and displayed on several maps. By applying different filters on the job data, the field of research was narrowed down and company conditions and cluster locations unfolded. First, we concentrated on the overall employment in the municipalities of Delft and Leiden, in order to understand the economic strength of both. Categorising all companies in four commonly used groups gives a first insight into the economic activities of these areas.

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Trade and IndustryBusiness and ICT servicesBank and InsurersGovernment and non-profit

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A. OVERALL EMPLOYMENT IN DELFT AND LEIDEN

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Municipality of Leiden - all companies in the 4 categories

In Delft, we see a higher contribution in the overall employment. With a split of 47% in Leiden and 51% in Delft, Leiden has a higher employment rate in Industry and Trade, while Delft shows more employment in Business and ICT services. Overall, the two areas are very well comparable for further analysis.


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By applying different filters on the company dataset (LISAdata and so-called SBI codes per sector explained on the right), we focused on the visualization of the main innovative sectors also addressed by the Weerbare Regiostudy: ICT, Life Sciences & Health, Water & Delta technology, Greenports and Logistics. Based on these sectors, we looked at the economic development over a 15-year period, in order to produce the strengths and economic position of the municipalities of Delft and Leiden. The data visualisation helps to understand which sectors are more prominent in the area, which areas start to specialise in certain sectors and where specific cluster locations emerge. Within the province of South Holland the exploration of these 5 sectors on the map distinguishes several first areas of specialisation. On the next few pages their economic development from 1996-2010 is displayed.

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B. ECONOMIC DEVELOPMENT IN THE 5 INNOVATIVE SECTORS


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Overall employment compared to the 5 sectors from 1996 - 2010 South Holland

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1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

LISAdata is a database for socio-economic and spatial research, containing information on all economic branches in the Netherlands. Providing information on spatial location (address) and a socio-economic component (employment and economic activity), this type of descriptive data is available for the years of 1996 up to now and forms a valuable tool for many policy areas and policy makers. (http://www.lisa.nl)

Selected SBI-Codes from LISAdata:1. ICT: 62.01, 62.02, 62.03, 62.09. 2. Life Science & Health: 21.1, 21,2, 72.113. Water cluster: 30.11, 3012, 42.914. Greenports (a) trade: 46.22; (b) construction of greenhouses: 25.11, 28.25, (c) biotechnology: 72.11.15. Logistics: 49.10, 49.3, 49.4, 50, 51, 52

The overall employment in the innovative sectors in the province of South Holland shows a relatively small share, with a percentage of about 6,5 %. Over the last 15 years, we can see hardly any growth in the innovative sectors.

5 innovative sectors:

ICT

Life Science & Health

Water & Delta technology

Greenports

Logistics

Looking at the sectors separately, we see a high share of Logistics-related companies. The Life Sciences & Health and the ICT sector, are the only ones showing slight growth, while the Water & Delta technology and Greenports- related companies remained the same over the years. The development within each sector becomes much more prominent on a municipality scale.

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Overall employment compared to the 5 sectors from 1996 - 2010 Municipality of Del

Overall employment compared to the 5 sectors from 1996 - 2010 Municipality of Leiden

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1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

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Municipality of Leiden: Still showing a relatively small share in the overall employment, the innovative sectors are slightly increasing. When looking at the development of the sectors separately, a considerable growth of the Life Sciences & Health sector can be seen over the years; it has more than doubled. These highly specialised companies have started to form a strong cluster in the Bioscience park Leiden, which underpins their need for excellent research and laboratory facilities. With 3% in the overall employment, the potential crossover possibilities to local industries of the Life Sciences & Health sector shows strong potential for the future. However, difficulties and limits were experienced with the data selection. As the Life Sciences & Health sector is far too complex, including different related industry activities, the selection through the LISAdataset was not detailed enough. Further research is necessary to unfold the full impact of the Life Sciences & Health sector.

mention bioscince park0 1 20,5

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COLLIS BV

SIERAFOR BV

CENTOCOR BVHAL ALLERGY BV

KATWIJK FARMA BV

ISOFT NEDERLAND BV

ASTELLAS PHARMA EUROPE BV

A J JONGENEEL BV TRANSPORTBEDRIJF HEEREMA MARINE CONTRACTORS NED BV

TH LUBBE BV TAXI TOURINGCARBEDRIJF

Municipality of Leiden - companies in the 5 innovative sectors


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1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

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TOPDESK BV

KONING & HARTMAN BV

UTS VOERMAN ABBINK BV

DSM ANTI-INFECTIVES BV

L VAN DER LEE EN ZN BV

OPERATOR GROEP DELFT BV

CONNEXXION OPENBAAR VERVOER

EXACT SOFTWARE NEDERLAND BV

TRANSPORTBEDRIJF VAN VLIET BV

DELFTSE TAXICENTRALE DELTAX BV

CENTRIC MANAGED ICT SERVICES BV

Municipality of Delft: Compared to Leiden, the overall employment share of the innovative sectors is still slightly higher in Delft, but has been declining over the last few years. While the overall employment in the 5 innovative sectors remains the same, we find an increase in the ICT-sector. The share of ICT-related employment in Delft is more than 6% of the total employment and has increased significantly over the last 15 years. ICT cluster locations start to appear in the old city core for smaller companies and around the Technical University of Delft for bigger companies.

Compared to international employment data (The European ICT clusters, Hansen & Serin, 2010) the contribution of 6,4% of the total employment is still only average. Most European countries experience a share of 8% or higher. Another significant event is the drop in employment rates of the Life science & Health sector, mainly caused by the relocation of DSM GIST SERVICES BV headquarters to Heerlen.

Municipality of Delft - companies in the 5 innovative sectors


20 - 100 employees

100 - 300 employees



municipality border

01

23

40,

5Ki

lomet

ers

RESEARCH

15

2411

83

97others

Gazelles

Survivors

Young starters

58

33

190

221

Company condions Municipality of Leiden

others

Gazelles

Survivors

Young starters

Company condions Municipality of Del

1904

150

1560

766

555

0 0 1239

326

0 0 7 16

347

0 4 2 190

200

400

600

800

1000

1200

1400

1600

1800

2000

Employment per company condion per sector Municipality of Del

Employment per company condion per sector Municipality of Leiden

481

1387

48

798

277251

104 83

0 0

105

2 19 6 17

243 262

0 1 130

200

400

600

800

1000

1200

1400

1600

B

others

Gazelles

Survivors

Young starters

ICT Lifescience&Health Water&Deltatech. Greenport Logisc


Looking at the overall split in company types in the municipalities of Delft and Leiden, the high share of Young Starters becomes prominent, and underpins the importance of this study. Considering they are potential Gazelles, they may grow in the near future, enhancing the innovative sectors in the region. What is their spatial impact and what kind of working areas should be provided to facilitate their needs?

Subquestions: What kind of working environments could be offered by the municipalities to comply with the spatial needs of these companies? What will be the spatial impact on the growth of certain sectors?

The small contribution of innovative sectors to the overall employment supports the analysis in the Weerbare Regio study; overrepresentation of mature sectors and a relative lack of new innovative ones. This largely determines the resilience of the region. In order to understand the potentials of each sector in terms of innovative elements and renewal, an explorative study on company conditions performed on age, company size and development over the years. Through additional filtering we were able to be more precise and distinguish several company types: Young Starters, Gazelles, Survivors and Big Starters (for definitions, see illustration on the right). Each type is of importance for the economic development, but in order to understand the innovative elements, we need to concentrate on Gazelles and Young Starters. As described in chapter 2, Gazelles are characterised by immense growth and their flexibility and crossover abilities form an important element to reinforce economic sectors. Young starters can be seen as potential Gazelles and offer insight in the potential economic development of an area.

C. COMPANY CONDITIONS IN DELFT AND LEIDEN

01

23

40,

5Ki

lomet

ers

16

2411

83

97others

Gazelles

Survivors

Young starters

58

33

190

221


others

Gazelles

Survivors

Young starters


1904

150

1560

766

555

0 0 1239

326

0 0 7 16

347

0 4 2 190

200

400

600

800

1000

1200

1400

1600

1800

2000



481

1387

48

798

277251

104 83

0 0

105

2 19 6 17

243 262

0 1 130

200

400

600

800

1000

1200

1400

1600

B

others

Gazelles

Survivors

Young starters



2411

83

97others

Gazelles

Survivors

Young starters

58

33

190

221


others

Gazelles

Survivors

Young starters


1904

150

1560

766

555

0 0 1239

326

0 0 7 16

347

0 4 2 190

200

400

600

800

1000

1200

1400

1600

1800

2000



481

1387

48

798

277251

104 83

0 0

105

2 19 6 17

243 262

0 1 130

200

400

600

800

1000

1200

1400

1600

B

others

Gazelles

Survivors

Young starters



When visualising the employment rates of the different company types in the related sectors (see graph on the left), both municipalities show a high share of ICT-related Young Starters and Gazelles. Except for the Life Science & Health sector in Leiden, the employment rate in entrepreneurial company types is relatively low in the 5 innovative sectors.

Subquestions: How can entrepreneurial company development be enhanced and supported? What kind of innovative milieus and cluster typologies are needed to support crossover opportunities within the sectors?

Young Starters < 5 year old

Survivors > 5 years old < 5 employees starting year > 10 employees after 5 years

Gazelles > 5 years old < 5 employees start-up year > 10 employees after 5 years

Big Starters > 5 years old

Company types:5 innovative sectors:

ICT

Life Sciences& Health


Greenports

Logistics

01

23

40,

5Ki

lomet

ers

RESEARCH

17

If Gazelles are the engines behind the formation and growth of sectors, we need to understand where they appear, where they cluster and which locations they are likely to choose. Their location choice is an important indicator of the success of high-tech clusters. These clusters are also said to nurture, attract and retain these entrepreneurial firms thanks to the knowledge networks and resources they provide. As a result, Gazelles are high on the agenda of regional and national policymakers (Stam, 2005).

Province of South Holland: By mapping Gazelles for the province of South Holland, several first innovative cluster locations were discovered. While ICT-related companies tend to cluster in urban inner city locations, the Gazelles in the Life Sciences & Health sector are located in highly specialised research park locations. The Greenports cluster can be found in the more rural/peripheral areas: the greenhouse locations. Water & Delta technology-related companies tend to cluster around the port and water driven areas, while the Logistics sector is located at the warehouse areas at the belt of cities and urban areas.

< 5 employees

5 - 20 employees

20 - 100 employees

100 - 300 employees

< 300 employees


South Holland - Gazelles in the 5 innovative sectors

D. DEVELOPMENT AND LOCATION OF GAZELLES

Employment 5 sectors compared to Gazelles over 15 years South Holland

total employment Gazelles total employment in 5 sectors

0

20000

40000

60000

80000

100000

120000

140000

Employment of Gazelles from 1996 - 2010 in South Holland

0

50

100

150

200

250

300

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Gazelles per sector South Holland

Amount of Gazelles per year of existence in 5 the sectors

0

5

10

15

20

25

30

35

40

45

50


15141312111098765

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

01

23

40,

5Ki

lomet

ers

18

In order to understand the development over a 5-year period, the employment rates and company age were analysed. The total employment share of Gazelles in relation to the employment in the innovative sectors is slightly increasing.

Even when a high share of ICT-related companies is seen, the share of entrepreneurial Gazelles still remains small in the overall comparison.

< 5 employees

5 - 20 employees

20 - 100 employees

100 - 300 employees

< 300 employees


Young Starters < 5 year old

Survivors > 5 years old < 5 employees starting year > 10 employees after 5 years

Gazelles > 5 years old < 5 employees start-up year > 10 employees after 5 years

Big Starters > 5 years old

Company types:5 innovative sectors:

ICT

Life Sciences& Health


Greenports

Logistics



0

20000

40000

60000

80000

100000

120000

140000


0

50

100

150

200

250

300

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010



0

5

10

15

20

25

30

35

40

45

50


15141312111098765

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

01

23

40,

5Ki

lomet

ers

RESEARCH

19

Municipality of Leiden - Gazelles in the 5 innovative sectors

The emergence of new companies over the years is highlighted by visualising the age of the Gazelles. While participation is relatively high in the sectors ICT, Logistics and Greenport, we hardly find entrepreneurs in the Life Sciences & Health and Water & Delta technology sectors, which is probably due to the relatively high investment costs during start-up years for these sectors.

Employment 5 sectors / Gazelles over 15 years_

total employment Gazelles total empl

0

20000

40000

60000

80000

100000

120000

140000

Employment of Gazelles from 1996 - 2010 in

0

50

100

150

200

250

300

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Gazelles per sector _ South Holland

Gazelles per sector _ Region Del

Gazelles per sector _ Region Leiden

Amount of Gazelles per year of existence in

0

5

10

15

20

25

30

35

40

45

50

ICT Lifescience&Health Water&Deltatech. Greenpo

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

105

1

29

37

29

23

27

9

Subquestions: What are the tools to enhance participation in the innovative sectors and increase entrepreneurship for future growth of these sectors?


20 - 100 employees

100 - 300 employees



municipality border



0

20000

40000

60000

80000

100000

120000

140000


0

50

100

150

200

250

300

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010



0

5

10

15

20

25

30

35

40

45

50


15141312111098765

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

total employment Gazelles

0

20000

40000

60000

80000

100000

120000

140000

0

50

100

150

200

250

300

Gazelles per sector Municipality of Leiden

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

248

16

86

139

4

Gazelles per sector Municipality of Del

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

248

16

86

139

4

&Health

atech.

248

16

8666666666

139

44444

Health

ech.

22222222222222222222244444444444444444448888888888888888888888

11111111111111111111111111111116666666

88888888888888888888666666666666666666

1111111111333333333333333999999999999999

4444444444444

01

23

40,

5Ki

lomet

ers

20


Municipality of Delft - Gazelles in the 5 innovative sectors

Entrepreneurship in innovative sectors is strongly related to knowledge exchange, based on face-to-face interaction between companies, universities and local industries. Mapping the location of Gazelles in relation to the mobility system and urban areas provides a first insight into strong cluster locations and the relationship between the different clusters. In our examination of the larger areas of the municipalities of Delft and Leiden no regular pattern of clustering was found.

Even Gazelles from the same sector are based at different cluster locations. A dispersed field of different work clusters in the two areas becomes visible. Within the region and municipalities a clear separation of knowledge environments, work/office areas and production zones is present. Depending on the work field of the Gazelles, the companies are located according to

their activities; spread out over the area in a related work or production cluster. Especially in companies in the so-called most innovative Topsectors, more consciousness regarding the choice of location in terms of accessibility or proximity of institutions was expected.

This raises two main concerns. First; most companies are not aware of the importance of successful clustering and simply choose the best available location from a personal and/or financial point of view. Second; the provided work areas are far too generic and not specialised in any way.

Subquestions: How can more specialised nodes be created in the South region? What is the relevance of each cluster within the chosen geographical area? What tools can the province of South Holland use to form successful clusters in a more specialised region?

total employment Gazelles

0

20000

40000

60000

80000

100000

120000

140000

0

50

100

150

200

250

300

Gazelles per sector Municipality of Leiden

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

248

16

86

139

4

Gazelles per sector Municipality of Del

ICT

Lifesciences&Health

Water&Deltatech.

Greenports

Logiscs

248

16

86

139

4

&Health

atech.

248

16

8666666666

139

44444

Health

ech.

22222222222222222222244444444444444444448888888888888888888888

11111111111111111111111111111116666666

88888888888888888888666666666666666666

1111111111333333333333333999999999999999

4444444444444


21

3. Cluster conditions and qualities

The research in chapter two, which concentrates on the economic positioning of the municipalities of Delft and Leiden and the appearing cluster locations of Gazelles, has two main outcomes. Firstly, as already discovered in the Weerbare Regio study, we experience a small contribution to the overall employment in the innovative sector, which show hardly any growth over the last fifteen years. Secondly, the existing cluster locations of Gazelles companies are dispersed throughout the wider area of the municipality Delft and Leiden. Using spatial reasoning as an analytical tool, we can argue that the spatial dispersion of the different sectors, as well as the clusters and working locations, is of main concern, as it does not contribute to a synergetic, entrepreneurial environment.

Therefore the questions arise: If place matters for firm location and innovation,

what kind of cluster conditions and work areas are needed to provide successful formation of innovative production environments? How can we interrelate innovative clusters? Which are the most successful ones and what are their spatial settings?

3.1 THEORETICAL FRAMEWORK

Our desk research shows that successful cluster locations rely on several characteristics. Most studies concentrate on external frameworks and internal qualities to maintain a companies needs. The ICT-report (Hansen & Serin, 2010) focuses on the comparison of several innovative ICT clusters in Europe and summarises successful cluster conditions as follows. External conditions of qualitative and successful clusters rely on a highly developed infrastructure. Mobility

For several years, there have been discussions about the importance and relevance of agglomerations and clusters of firms within geographical areas,

often related to corporate competitive conditions, growth and employment. These discussions can generally be divided into two groups of issues: firstly,

external framework conditions for cluster development and secondly the relationship between businesses inside the cluster their perception of collaboration and competition situations. (Hansen & Serin, 2010)

22

formation of clusters and nodalisation

environments. To ensure a sustainable future in the knowledge economy, Saris & Modder emphasise the importance of lifecycles of developments for creative and innovative industries. Within these lifecycles they state the different phases of company development. They state that in each phase of development, the right urban environments will support a company; depending on the phase of the company it has different needs and spatial requirements. Companies are able to move within these diverse environments in relation to their lifecycle development.

Saris and Modder distinguish four types of business environments, according to the lifecycle of a company: incubator places, creative workshops, transactional environments and places of production (see illustration, page 23).

Experimental incubators are small core enterprises (1 - 3 persons) that need urban environments with a great deal of variety. Entrepreneurs in creative workshops need complementary companies and interaction. They seek affordable urban spaces that offer diversity, space and openness. In transactional environments the core creative entrepreneurs and the distributional, organisationally oriented companies interact with eachother and meet clients. The average size of these companies is slightly bigger. Market oriented companies in places of production have more employees and are strictly focused on production costs.

This classification relates to the degree to which a company needs a supportive urban environment in order

infrastructure has become one of the main assets, not only for fast and constantly changing logistics, but also to connect centres of excellence and open up opportunities for knowledge exchange. The proximity to excellent educational infrastructures as well as technical and legal infrastructures becomes increasingly important, just as access to high speed Internet, tax stability and legal protection. Lastly, a strong network to access markets is needed, as well as qualitative creative and cultural environments for high skilled workers.

The internal quality of a cluster depends on the innovation factor, echoed in collaboration and competiveness. A high level of innovation is mirrored by high-skilled manpower in the area. This general competitive situation within the cluster and the area enhances innovation as well as collaboration between firms to foster innovation.

Saris and Modder (2005) take this a step further: with the rise of the knowledge society, the international economy has undergone a major shift where innovation, and especially the environments where these take place, plays an extremely important role in the development of a firms competitiveness. Framework conditions for innovative environments are fostering innovation in the form of knowledge exchange between producers, users, universities, research institutions and regional authorities. Achieved through networking between business as well as exchange of high skilled workers, this face-to-face interaction is central to the creation of innovative and competitive

The internal quality of a cluster depends on the innovation factor, echoed in col-laboration and competetiveness.

The right urban environment will support a company, depending on the phase of development it has different needs and spatial requirements.


23

to generate innovation. The importance of direct surroundings, local interaction and networks differs for companies between the start-up and production phase (Dijk, 2013).

Even though the method of Saris and Modder does not give a final answer to how different clusters are related to each other, they do state an important fact. And even though our research concentrates on different sectors, there is a general challenge in incorporating diverse working environments, which support a companies activities and the important knowledge exchange within each phase of development.

3.2 CHOOSING RELOCATION AS A METHOD

To identify the most potential cluster locations in the larger areas of Delft and Leiden a method was developed, based on the spatial behaviour of Gazelles.

Even though the decision-making process for the relocation of companies is often influenced by soft factors and personal preferences, it gives insight into preferred locations, spatial requirements and cluster qualities.

As argued by Risselada, Schutjens and Van Oort (2013), entrepreneurs have social and/or business ties that influence relocation choice. Lifestyle preferences as well as individual preferences, like the look and feel of a property, are important factors influencing location choice. Furthermore, external quality factors such as the quality of life and local buzz are increasingly important in relocation decisions. Firm size and growing ambition, translated into preferred property size and type, also play an important role in the decision-making process.

Despite these factors, the relocation ambitions - which are key in this

Experiment Market

Intro

vert

Ext

rove

rt

urban interdisciplinary open and tolerant multifunctional new or old center

Places of production

Creative workshops

Incubators/breeding places

open and divers affordable space complementary external interaction

internal interaction diversity starters habitat trial and error

uniform habitat industrial sites brainparks monofunctional

Transactional environments

Creative environments

Creative Business Environments (Saris & Modder, 2005)

24

analysis - will provide new insights into the cluster qualities of the previously selected areas.

The spatial behaviour of Gazelles was analysed on three scales, in the 5 innovative sectors. With the importance of knowledge exchange and innovation fostering in mind, the company locations and relocation patterns were examined, taking into account mobility, proximity of institutions as well as the overall spatial setting of the different clusters to one another. The following research steps were taken:

The location of firms has

increasingly attracted the attention of scholars in recent years. This growing interest is largely explained by the important implications of these location decisons, both in terms of effects on the areas that recieve the new (relocated) economic activities and the policies aimed to increase the attractiveness of these areas. (Arauzo-Carod & Anjon-Antolin, 2013)

RESEARCH STEPSA. Examining location choices of Gazelles (page 25)B. Creating a heat map of the most successful cluster locations (page 27)C. Examining 3 clusters in-depth (page 30)

01

23

40,

5Ki

lomet

ers

RESEARCH

25

A. LOCATION CHOICE OF GAZELLESThrough specific data preparation, we visualise the movement of Gazelles in

each sector. Job related data is used from 1996-2010, including the location of companyies. This first explorative study on the movement patterns aims to identify the most preferred cluster locations in the province of South Holland.

Subquestions: In which sector do the most relocations occur? If a company moves, is it in relation to growth or are other factors (more) relevant?


Legend

ICT

Lifescience&Health

Water&Deltatechnology

Greenport

Logistic

South Holland - Relocation of Gazelles in the 5 innovative sectors (1996 - 2010)

01

23

40,

5Ki

lomet

ers

26

Movement of Gazelles:

Mapping the location choice of Gazelles to find a regular movement pattern is difficult. What becomes obvious, however, is the relatedness of the different areas and clusters to each other. While different company relocations can be seen in the The Hague and Delft area, as well as between Rotterdam and Leiden, there are no relocations between Leiden and Delft. Closer examination shows a tendency in the movement from housing areas to business park-like locations, but not as a regular pattern. Just a few selected high-tech spin-off companies from the TU Delft or University of Leiden chose high quality locations within the new developments of Technopolis and Bioscience Park Leiden.

0

50

100

150

200

250

300

350

400

450

Number of Gazelles in relaon to amount of movement/movement in relaon to growth

248

16 2374 3 2

418

210

86

104

52

139

203

87

ICT Lifesciences&Health Water&Deltatech. Greenports Logiscs

A quick explorative study of movement in relation to growth shows that half of the relocations was related to growth, in nearly all of the innovative sectors. This implies changing spatial needs in relation to growth; the current working location could either not accommodate more employees or during the development of the company its activities changed, leading to the need for a different working location. The scale of the province of South Holland is far too broad to draw final conclusions on the location choice of Gazelles. Therefore a different method, called heat mapping, is used to identify the most important cluster locations in the larger region of Delft and Leiden.

Relocation distance / Number of companies:

6,2 km/ per company1277 km

1,7 km

56 km

247 km

593 km

206 Gazelles

3 Gazelles

14 Gazelles

56 Gazelles

93 Gazelles

0,5 km/ per company

4,0 km/ per company

4,0 km/ per company

6,3 km/ per company

ICT

Life Sciences & Health


Greenports

Logistics


Legend

ICT

Lifescience&Health

Water&Deltatechnology

Greenport

Logistic

Number of Gazelles

Number of movements

Movement in relation to growth

01

23

40,

5Ki

lomet

ers

RESEARCH

27

B. HEAT MAP: GAZELLE CLUSTERS

related to research in chapter 2, cluster location - identification of hotspots, for

Based on the amount of Gazelles in one location, heat maps were developed to identify these hot spots. A hot spot is defined as a cluster which contains more than one Gazelle within 300m proximity (a walkable distance). The more Gazelles a cluster contains, the more prominent it appears on the heat map. The clusters in the larger area of Delft and Leiden totalled 3 - 6 Gazelles (see illustration on the right for more information). The total employment of the Gazelles in each cluster, split in each sector will give further insight into the cluster conditions and activities.

Municipality of Leiden - Gazelle hot spots

Employment 5 sectors / Gazelles over 15 years_ South Holland


0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

50

100

150

200

250

300

Westland Deltpark next deltp. green del ora biocince l. ict del L next to city north ora alphe

Chart Title



0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

50

100

150

200

250

300


Chart Title



0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

50

100

150

200

250

300


Chart Title



0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

50

100

150

200

250

300


Chart Title

Bioscience Park Leiden

Flora Holland Rijnland

01

23

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5Ki

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ers

28

Hot spots in Leiden:Within the larger area of Leiden, one

prominent hot spot can be found: Flora Holland. With 8 Gazelles, in one cluster, it shows the highest employment rate of all hot spots. All other cluster locations in the area show relatively low cluster conditions. With mainly 2 or 3 Gazelles in one cluster, these other hot spots are dispersed throughout the area. Only in Alphen a/d Rijn, another cluster formation exists in close proximity.

Even though Flora Holland is the most prominent hot spot, the focus of this research is on Bioscience Park Leiden. This choice is based on previous research showing the immense growth of the Life Sciences & Health sector over the last 15 years.

related to research in chapter 2, cluster location - identification of hotspots, for

300m300m

Gazelles Gazelles

Clusters:5 innovative sectors:

Hot spots:

2 Gazelles

3 Gazelles

4 Gazelles

5 Gazelles

6 Gazelles



0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

50

100

150

200

250

300


Chart Title

ICT



Greenports

Logistics

01

23

40,

5Ki

lomet

ers

RESEARCH

29


Hot spots in Delft:Compared to Leiden, the larger area of Delft shows a higher number of hot

spots. The ICT-related clusters are located around the city centre of Delft or in close proximity to train station nodes. The two hot spots around Technopolis Delft, less than 2km distance from each other, are an interesting case for further development of urban strategies. The 2 hotspots in the Westland area show great diversity of activities in different sectors, which is interesting for further analysis.

Municipality of Delft - Gazelle hot spots



0

20000

40000

60000

80000

100000

120000

140000


ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

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Chart Title



0

20000

40000

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ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

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128

58

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104

10

52

58

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21

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Chart Title

Honderdland Business Park

Flora Holland

01

23

40,

5Ki

lomet

ers

30


This data visualisation is limited to the 5 innovative sectors, but it still provides an interesting approach for identifying hot spots in the areas. Based on this, the 3 most important clusters in the area were chosen for analysis. In order to understand the strengths and weaknesses of each of the 3 clusters they are examined on company types, company activities and spatial settings. The following clusters are examined:

Cluster I : Bioscience Park Leiden (page 31)

Cluster II : Delftechpark (page 35)

Cluster III : Honderdland Business Park (page 39)



0

20000

40000

60000

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ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

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104

10

52

58

168

21

3239

185

7

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Chart Title



0

20000

40000

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ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

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Chart Title



0

20000

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ICT

Lifescience&Health

Water&Deltatech.

Greenport

Logisc

248

16

86

139139

4

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2

68

235

99

11 9 16

128

58

11 24

104

10

52

58

168

21

3239

185

7

0

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Chart Title

300m300m

Gazelles Gazelles

Clusters:5 innovative sectors:

Hot spots:

2 Gazelles

3 Gazelles

4 Gazelles

5 Gazelles

6 Gazelles

ICT



Greenports

Logistics

Delftechpark

C. THREE CLUSTERSEXAMINED IN-DEPTH

Technopolis Innovation Park

01

23

40,

5Ki

lomet

ers

RESEARCH

31

BASECLEAR BV

BRICHELLE BVDL FLOWERS BV

EJR QUARTZ BV

N VD EYKEL BLOEMEN MAXLEAD SERVICES BVHK IMPORT EN EXPORT BV

OCTOPLUS DEVELOPMENT BV

SWITCH AUTOMATISERINGSPERSONEEL BV

AKERBOOM YACHT EQUIPMENT MACHINEFABRIEK

SEMLAB

DTA

SYST

EMS

BV

JANS

SEN

FLOW

EREX

PORT

BV

0 250 500125Meters

Bioscience Park Leiden:Its the leading life sciences cluster in the Netherlands. Next to the city centre

and located between motorway A44 and Leiden Central Station, it is a great spot for all biomedical related research and design activities. On the site, the research park holds a great mix of entities, like the BioPartner Center and Auditorium, CORPUS Congress Centre, Kenniscentrum Leiden and Leiden University. The overall split of companies shows 70% Life Sciences & Health related businesses and 30% ICT- related companies, with a high share of start-ups.

CLUSTER I : BIOSCIENCE PARK LEIDEN

LEIDS UNIVERSITAIR MEDISCH CENTRUM (LUMC)

BIOPARTNER AUDITORIUMBIOPARTNER CENTER

LEIDEN KENNISCENTRUM

01

23

40,

5Ki

lomet

ers

32

BIOPARTNER CENTER

LEIDEN KENNISCENTRUM

BIOPARTNER AUDITORIUM

ZF-SCRREN BV - developes patented technology for automated in vivo high-throughput screening of pharmaceutical drug candidates against diseases

PROSENSA BV - developes innovative, RNA-based therapeutics to address unmet medical needs for patients with genetic disorders

GIMARIS - specialises in marine research, inventory, & strategy solutions focusing on consultancy

SZIENZ - software for life sciences; builds Laboratory Information Management System (LIMS) for life science companies

MYMETICS BV developes new generation mucosal and virosomes based vaccines

BIOCULT - contract manufacturing services for monoclonal antibodies; establishing of cell banks

TOKO BV - developes software applications / solutions for computer-assisted instruction ensuring robust and reliable key software

EJR QUARTZ BV - web content development mainly for the European Space Agency; combines editorial and journalistic skills of EJR Publications with IT skills of Quartz Consultancy

OCTOPLUS BV - Dedicated to drug delivery; formulates development and cGMP manufacturing of conventional and biotech pharmaceuticals

BASECLEAR BV - an accredited service laboratory for DNA-based research, quality assurance and forensics

KATWIJK FARMA BV - pharmaceutical manufacturer and wholesaler

PROXY LABORATORIES BV - now Sinensis Life Sciences is active in Pharmaceutical Chemistry, Pharmaceutical Microbiology, BioSafety Testing, Analytical R&D and Contract Manufacturing

ACTIVITIES IN THE BIOSCIENCE PARK LEIDEN CLUSTER

1 2

movement in/out:

Company conditions:

2411

83

97others

Gazelles

Survivors

Young starters

58

33

190

221

Company conditions Municipality Leiden

others

Gazelles

Survivors

Young starters

Company conditions Municipality Delft

1904

150

1560

766

555

0 0 1239

326

0 0 7 16

347

0 4 2 190

200

400

600

800

1000

1200

1400

1600

1800

2000

Employment per company condition per sector Municipality Delft Employment per company condition per sector Municipality Leiden

481

1387

48

798

277251

104 83

0 0

105

2 19 6 17

243 262

0 1 130

200

400

600

800

1000

1200

1400

1600

Bothers

Gazelles

Survivors

Young starters

others

Gazelles

Survivors

Young starters

ICT Lifescience&Health Water&Deltatech. Greenport Logistic ICT Lifescience&Health Water&Deltatech. Greenport Logistic

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Cluster company condions

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Lifescience&Health

20131212 creating innovative production environments - phase 1

Documents

project page

references page

leiden page

qualities page

project partners tudelft

research5 conclusions

innovative sectors

leidenthe knowledge