The Nord Pas de Calais: from industrial age to knowledge economy EESC Essen October 2010 CCILM
A short presentation 4 millions inhabitants, 27% under 19, Regional GDP: 100 billions 4 th Region in France but 20 th for the GDP per capita Rate of unemployement 13% Tertiary sector: 75%
The industrial age Mining and textile are the two legs of the Nord Pas de Calais. Coal mining: Employment Production % NPdC/France 1946 209000 59,7% 1954 145000 54,4%
The Employment in NPdC Proportion of NPdC Employment in the National Employment % 1954 1962 1968 1975 MINING 2.1 2.5 1.2 0.5 TEXTILE 2.5 2.0 1.6 0.8 TOTAL 7.1 6.9 6.7 6.5 From 1962 to 1975, mining lose about 5600 employments annually
The Seventies and eighties: the mutations of Industrial age : From mining to manufacturing: Automotive,railway and steel industries become the main substitutes. 1954-1962 1962-1968 1968-1975 ENERGY +735 +645-4012 STEEL IRON -3187-1406 2656 AUTOMOTIVE 1835 75 11950 GLASS 173 1096 2262
The end of the XX century The metropolitan development: Lille becomes the magnet of the Nord Pas de Calais region. The Channel Tunnel, The High speed train, Euralille: the dawn of the tertiary sector A business quarter near Brussels, London, Paris (120 hectares, 740000m², Koolhaas, Nouvel, Portzamparc, Vasconi)
The Euralille project: an opportunity
A new environment The GDP is was the main and alone indicator for Economic prosperity and social welfare. The attractivity becomes another KPI. The mains pillars of the attractivity are the accessibility, the cultural environment, the higher education,the health,the innovation, the international background,the way of life ( Sports, Leisure, entertainment)
Regional competitiveness: the pillars Level 3 Innovation, IT Business sophistication Level 2 Level 1 Market size Higher education Labor market Macro economic environment Institutions Health Basic education From JRC European commission
Accessibility and economic performance Nord Pas de Calais Region is on the underperformance zone. A development of new activities with high value added is required Recent project: a third railway station in Lille on the Thalys way (High Speed train Paris, Brussels, Köln, Rotterdam), The Development of the Lille Airport
Accessibility vs Economic performance Espon
Attractivity: Education Higher education attract 6,4% of the French students 4 th for the master degrees in France 8 th for PhD students, Attractivity of the NPdC for Students: 6 th for Student s attractivity in France
International education Le Fresnoy Studio Institut du Design Supinfocom Edhec New Campus
Cultural attractiveness: the Guggenheim effect 1 st region for Cultural expenses per capita in France, A real collaboration between public and private institutions An European and Eurometropolitan vision (Lille, Kortrijk, Tournai), The culture for all a political voluntarism An European recognition: Lille European Capital of Culture 2004 ( 1 million visitors) A new project: Le Louvre Lens
LaM Villeneuve d Ascq La Piscine Roubaix MuBA Tourcoing Louvre Lens
Lille Capitale Culturelle 2004
TOP Ten innovatives cities 1. Boston, Massachusetts, USA, 2. Paris, France, Europe 3. Amsterdam, Nederland, Europe 4. Vienne, Austria, Europe 5. New York, New York, USA 6. Francfort, Germany, Europe 7. San Francisco, California, USA 8. Copenhague, Denmark, Europe 9. Lyon, France, Europe 10. Hambourg, Germany, Europe (source: Innovation Cities. 2Thinknow)
The Information age Regions have to attract more and more knowledge workers, innovators and cultural creativity Economic background is not the only way to catch talented people Creative activities become a cornerstone of the regional development
Toward a Knowledge Society Regional competitiveness will be more and more evaluated on capacity to catch, feed, weld knowledge and innovation Knowledge is scattered in many locations, Regions will have to become a magnet and gateway of knowledge:
Do you knows what your Region knows? A French answer: The competitiveness clusters: PICOM The Regional spots of knowledge: Railway Industries: Alstom, Bombardier, Siemens Transportation Retailing and Mail Order Companies
A deep concentration of retail companies
A new world of innovation R=G N=1 Needs becomes unique, World becomes the playground Competition is the main rule Regions becomes sensors of new talents and new business models 2 competitive advantages of the NPdC: Commerce, Railways industries Challenges for NPdC catch and keep value added in industries (automotive, railway) and services ( E and M-commerce):