Bioport: Nederland als mainport voor biomassa - Port of Rotterdam

ut acquisition aimed at innovative companies by stimulating parties to developplans at the white spots, in competition with each other. In this way an organicgrowth will occur with room for new development and linking of (as yet unknown)value concepts. The core of this is the development of an industrial area, with anetwork of co-operative companies that create enough volume for the port to be avaluable addition to the main port.The three growth models mentioned above cannot be separated from each other.The Bio Port will eventually carry elements of all three models in it. The assessmentof how and which combinations will come about demands insight into underlyingflows of money and market potential. Transparency on the biomass market is arequirement if we want large scale investment and development of the main port.Presently, this transparancy is lacking.Process to form Bio PortThe process to form a Bioport does not only consists of making blue prints for the layout of a complex and co-operation between parties within this lay out. It is moreimportant to look at the path of transition in order to achieve a Bioport.Application of bio mass is a global development, in which Dutch institutions play animportant role. The focus has should not be directed at the local situation, but at theglobal development. the top knowledge, expertise and entrepreneurship in thisbusiness should be attracted to the Netherlands. The Bioport will have to be thebreeding ground for the development of new knowledge, especially for newcompanies that develop innovative products, applications and services incombination with with large scale bio mass usage by conglomerates. Similar to thedevelopment of Silicon Valley the largest growth potential is located in innovativecompanies of mostly individual businessmen across the globe. This ambition requiresthe development of Bioport to be carefully directed, where elements such asplanning, location, regulation and financing play an important role. Important factorsare the degrees of freedom for companies, the facilities and the options to stimulatestart ups and settlement of small foreign companies.The development of Bioport requires an approach of project development. Theproject developer will be supported by a Bioport Investment Fund, which willstimulate parties and give them the opportunity to start activities. Network forming,clustering and complementary companies are key words in this development.Transforming existing chain initiatives to cluster initiatives is a first step in thedevelopment of Bioport. This step has to be combined with the creation of goodconditions by governments and infrastructure management.The large global players keep their options open and choose a differentiatedsettlement strategy. Governments and infrastructure managers tend to follow thisstrategy for now. In other words, at this moment the orchestrator of Bioport, being theparty that takes the lead in the development, has not been found. Per developmentpath different orchestrators are conceivable, for example a knowledge cluster ofDutch universities for the science port, the ports of Terneuzen or Groningen or achemical company for the cascade port and the port authorities of Rotterdam for thelogistical port.Making Bio Port more concrete and operational requires some exploration intoparties currently working with bio mass chains, or new parties with complementaryknowledge and skills (for example financial parties or development companies), that13