GROWTH STRATEGY 2020
1
FOREWORD E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
2020
The strategy was adopted by the Board of Esbjerg Business Development Centre and Esbjerg City Council in September and October 2014, respectively.
SOME OF THE CENTRAL AMBITIONS IN GROWTH STRATEGY 2020 ARE:
Esbjerg Business Development Centre and the Municipality of Esbjerg stand together behind Growth Strategy 2020. The aim of the strategy is partly to establish the general direction for development in our area and partly to identify the actions that can bring us further in the desired direction.
• Double the number of energy companies and energy jobs towards 2025 • Increase the municipality’s resident population to 120,000
Back in 2008, we defined the Growth Strategy going forward to 2015, and the evaluation of that strategy shows we have achieved much with respect to living up to the goals that were set at that time. However, although we have come a long way, it must not be an excuse to slacken.
• Increase the number of tertiary students to 10,000 While the energy sector is entirely central to this vision, we must maintain that a range of other sectors, organisations and industries can and must contribute to meeting these goals.
Therefore, with the impetus of the previously successful vision, we have now found inspiration to set the level of ambition even higher.
In order to obtain a qualified contribution to the growth strategy and to create ownership, a wide range of key decision makers from the Esbjerg area have been involved. This is valuable both in relation to establishing the overarching framework as well as in relation to further development in the individual action areas.
The vision for Growth Strategy 2020 is:
ESBJERG AS DENMARK’S ENERGY METROPOLIS AND THIRD GROWTH CENTRE
We would like to thank everyone for the exemplary collaboration which has taken place, and encourage everyone to get started so we can reach the goals which are so important to our shared future.
John Lesbo
Johnny Søtrup
Chairman of the Board, Esbjerg Business Development Centre
Mayor
Read this document in full length This is a summarised version of Growth Strategy 2020. The strategy can be found in full-length and with all appendices and concrete actions at www.esbjergkommune.dk/udviklingsstrategier (in Danish).
2
ABOUT THE MAKING OF THE VISION Afterwards, the key stakeholders were assembled into workgroups where each specifically identified challenges, determined the level of ambition, and detailed suggestions for concrete actions.
Growth Strategy 2020 was developed by the Municipality of Esbjerg and Esbjerg Business Development Centre, and throughout the entire process there has been major involvement of key decision makers in Esbjerg Municipality.
The model below illustrates the overarching vision for how to further develop Esbjerg into Denmark’s Energy Metropolis and third growth centre, assuming that the Esbjerg area positions itself stronger regionally, nationally and internationally. The commercial interest is defined with special focus on growth in the energy and offshore businesses, and lastly, the six growth creators are pinpointed, which are essential action areas to support growth and fulfil the ambitious vision.
During the course of the latter half of 2013 and in 2014, approximately 50 politicians, civil servants, business leaders, and representatives from organisations and education and cultural institutions discussed the strengths and challenges which were relevant to the new vision. During the course of two workshops, the major themes were identified for Growth Strategy 2020.
VISION
Esbjerg as Denmark’s Energy Metropolis and third growth centre
POSITIONERING
FOCUS
GROWTH CREATION
Strengthened national and international role
Commercial growth with foundation in the energy and offshore businesses
Esbjerg as a city for higher education
Population growth with the city as a driving force
Innovation and development
3
Internationalization
Infrastructure and transportation
Health and welfare
RELATIONSHIP TO THE 2020 VISION
E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
2020
ESBJERG AS DENMARK’S ENERGY METROPOLIS AND THIRD GROWTH CENTRE RELATIONSHIP TO THE 2020 VISION Growth Strategy 2020 and Esbjerg Municipality’s 2020 Vision both paint a picture of the municipality which must develop over the coming years. The Growth Strategy’s focus is to create growth across the entire district with emphasis on the business aspect, and the 2020 Vision describes the Municipality of Esbjerg’s resident-targeted action areas.
4
ENERGY METROPOLIS Today, Esbjerg is Denmark’s Energy Metropolis due to the city’s leading position in relation to the Danish offshore activities within the oil, gas and wind sectors. Since 2013, Esbjerg has been Denmark’s representative in the exclusive membership in the World Energy Cities Partnership, which unites experts from the world’s most important energy cities.
Esbjerg area in capturing the position as Denmark’s third growth centre. While Esbjerg as the Energy Metropolis has its centre in the Port of Esbjerg, the vision to become Denmark’s third growth centre extends out over both city and municipal limits.
Commercially, Esbjerg’s highest degree of growth is derived from energy and offshore, and the city’s position as the Energy Metropolis needs to be maintained and expanded. The aim is that Esbjerg’s existing status as the Energy Metropolis must assist in forming a foundation for advancing the entire
5
GROWTH CENTRE catchment area in relation to the growth that is created in that city. In a planning context, a picture of Denmark is beginning to be painted nationally, with two growth centres around each Copenhagen and Aarhus as a part of an east Jutlandic urban belt. However, in order to preserve and expand Denmark’s position within energy in a broad sense, it is crucial that the Esbjerg region is seen as a third growth centre. On a range of parameters, Esbjerg has justified the characterisation as Denmark’s third growth centre. It is based on, amongst others, job creation, employment, development in property prices as well as development around the Port of Esbjerg, which has experienced the absolute largest growth amongst Danish ports. On a range of other parameters, Esbjerg must work targeted towards 2020 to be able to live up to the vision to be a growth centre. There are challenges in relation to increasing the number of new residents and to raise the population’s education level, amongst others.
E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
2020
Esbjerg Beach
It is a global trend that populations migrate from country to city, and therefore Denmark’s largest cities are now to an even higher degree the driving force for future growth. Human resources, innovation, cultural offers, entrepreneurialism, business development and so forth are concentrated in the larger cities, which naturally become centres for business, investment and labour. Due to this, fewer cities find themselves with a larger geographic
The vision expresses that in the coming years work must be done so that Esbjerg in 2020 on all parameters is Denmark’s third growth centre. It is an ambitious goal but agreement has been made to unite efforts in order to reach this goal.
6
POSITIONERING During the strategy period, focus will be set on the following:
this growth strategy that the city’s residents and business sector, through a cognitive shift, realise that the Esbjerg area is a key player in a regional, national and international perspective. The last years’ positive development has paved the way for the Esbjerg region’s future role, and both the internal identity and the outside image of Esbjerg must reflect this.
• Esbjerg must fulfil its regional and national roles, and more actively support Denmark’s position and opportunities in the area of energy • Esbjerg must contribute to national agendas in fields that are crucial for the area’s and country’s growth (energy, education, manpower, etc.)
The Growth Strategy must be supported by working on the offensive to create good framework conditions; this includes contributing to the global energy agenda and making Esbjerg’s membership of the global network of energy cities a national matter, amongst others. Moreover, a preparedness to shape national agendas, which have meaning for Esbjerg’s development, must be built.
• Esbjerg must take the leadership in the develop ment of the southwest Jutland area The six designated growth creators define and elaborate on the strategic work towards the objective. The municipality will systematically develop its position in the areas where it today lags behind comparable municipalities and target efforts to maintain and further develop current positions of strength.
Esbjerg and the other members of World Energy Cities Partnership
Moreover, work must simultaneously promote the internal identity in Esbjerg and strengthen the city’s penetration and recognition. It is fundamental to
Calgary
Houston
St. John’s Halifax
Villahermosa
Stavanger Aberdeen
Esbjerg San Fernando
Port Harcourt
Daqing Tomsk Atyrau
Karamay Dongying
Dammam Doha
Malabo Rio de Janeiro
7
Luanda Perth
COMMERCIAL FOCUS
2020 E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
Growth Strategy 2020 will first and foremost measure its success on the ability to keep existing jobs and create new ones in the area. The systematic business focus over the coming years aims at
IN 2025, THE MUNICIPALITY OF ESBJERG HAS: • DOUBLED THE NUMBER OF ENERGY JOBS • DOUBLED THE NUMBER OF ENERGY COMPANIES
Growth is expected first and foremost within the energy sector and offshore branch where Esbjerg has an especially strong position. Focus on the development potential within energy and offshore is not a rejection of the remaining branches; when Esbjerg’s commercial growth develops with the offshore and energy sectors as the powerhouse, it is expected to have a spill over effect on the remaining business sectors. Therefore, Esbjerg’s commercial growth is based on all companies in the area, with the development within the offshore and energy areas as the driving force.
8
GROWTH CREATORS These six growth creators, which are expected to contribute to reaching the goal, have been identified:
• ESBJERG AS A CITY FOR HIGHER EDUCATION • POPULATION GROWTH WITH THE CITY AS A DRIVING FORCE • INNOVATION AND DEVELOPMENT • INTERNATIONALIZATION • INFRASTRUCTURE AND TRANSPORTATION • HEALTH AND WELFARE In the following sections, the ambitions for each of these growth creators are presented and the necessary action areas are pinpointed. In the full length version of the Growth Strategy, concrete actions for the single areas are further detailed.
9
ESBJERG AS A CITY FOR HIGHER EDUCATION
ESBJERG KOMMUNE
V Æ K S T S T R AT E G I 2 0 2 0
THE AMBITION IS TO INCREASE THE TOTAL NUMBER OF TERTIARY STUDENTS IN THE CITY TO 10,000 BY THE YEAR 2020, DISTRIBUTED BETWEEN THE HIGHER EDUCATION OPTIONS IN PROFESSIONAL AND BACHELOR DEGREE PROGRAMS AND POSTGRADUATE STUDIES. Esbjerg must be known as one of the major cities for higher education. A city for higher education, due to the many education opportunities and the close collaboration between the institutions, has a uniquely seamless, connected and flexible education system with open borders between education institutions and education levels. There is focus on science, entrepreneurship and innovation in the education system – from kindergarten to PhD level. In Esbjerg, the strong collaboration between the education institutions, the students and the business community broadens. 10
POPULATION GROWTH WITH THE CITY AS A DRIVING FORCE
THE NUMBER OF RESIDENTS IN THE ESBJERG MUNICIPALITY MUST INCREASE BY 4,500 PEOPLE, SO THAT IN 2020 WE HAVE A RESIDENT POPULATION OF 120,000 PEOPLE.
Esbjerg must be a city with big city qualities. Esbjerg must be a vibrant city with diversity in residents and expression, as confirmed by a resident analysis. The downtown must become more concentrated and a high concentration of creative environments, culture, attractions and international spirit need to be created. At the same time, Esbjerg Municipality’s and the Esbjerg region’s highly versatile offerings for residents must be more distinctly highlighted. It must be made clear that everything is available here - from an urban centre, historic city, suburban neighbourhoods, attractive small towns served by train stations, country villages and rural areas.
11
2020 E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
INNOVATION AND DEVELOPMENT
THE ESBJERG AREA MUST BE DENMARK’S BEST AT CREATING INNOVATION AND DEVELOPMENT IN THE OFFSHORE AND ENERGY SECTORS. Esbjerg must be the forerunner within the areas of practical innovation and applied research, and secure a close coupling between the business sector and the knowledge sector from the universities and other higher education institutions. Success is measured by the number of jobs in the companies. A range of jobs will be established in the Esbjerg area, others overseas. But all is viewed as a result of the shared efforts.
12
INTERNATIONALIZATION FOREIGNERS MUST FIND IT EASY TO SETTLE AND FIND THEIR FOOTING IN ESBJERG, AND THERE MUST BE RELEVANT OFFERS AND OPPORTUNITIES FOR INTERNATIONAL NEWCOMERS. Esbjerg must strengthen its international profile as a big city within a short distance of London, Hamburg and Copenhagen, and at the same time hold onto its role as one of the three strongest offshore cities in the North Sea. Esbjerg must attract people from around the world who wish to boost their careers within energy and offshore. Esbjerg Municipality must think internationally in all directions.
13
2020 E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
INFRASTRUCTURE AND TRANSPOR TATION
AS DENMARK’S ENERGY METROPOLIS WE WILL ENSURE NATIONAL AND INTERNATIONAL TRANSPORTATION CAN TAKE PLACE IN A RATIONAL AND SUSTAINABLE WAY TO, FROM AND VIA ESBJERG. Infrastructure must be expanded so people and goods can be transported quickly, easily, securely and inexpensively. Congestion on routes leading to the area must be minimised, and the port’s development must be supported to the maximum. Furthermore, the development of the public transportation system must ensure Esbjerg’s placement in the national network and substantiate the position as a regional big city. In addition, Esbjerg will develop an extensive cycle network, which leads to improving the municipality’s attractiveness as an area to settle. 14
HEALTH AND WELFARE IN 2020, ESBJERG WILL HAVE ONE OF EUROPE’S LEADING CLUSTERS OF HEALTH AND WELFARE TECHNOLOGY This priority addresses a very central welfare development which results from the demographic development, and thus is crucial for the municipality’s growth ambitions. Health and welfare technology can further broaden the technological knowhow that is developed in the energy and offshore sectors. At the same time, a successful investment in this segment will create a more varied range of jobs on offer, which is also a boon for attracting manpower to the energy branch. Furthermore, a strong professional cluster within welfare technology will reduce vulnerability around one dominating branch.
15
E S B J E R G M U N I C I PA L I T Y G R O W T H S T R AT E G Y
16
2020
Esbjerg Municipality . Kommunication . Foto: Torben Meyer, Esbjerg Byhistorisk Arkiv