DRAFT – NOT FOR DISTRIBUTION Cambridge Biomedical Campus Vision 2050: Creating a life sciences quarter for Cambridge 2 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 3 4 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 5 Foreword Contents This document sets out our ambitions for Cambridge Biomedical Campus over the next Foreword 4 three decades. Building on the successes of recent years, it shows how we will further develop the campus to be the best place in the world to work in health and life sciences. Executive summary 6 More than this, we aim to make it a vibrant urban community in its own right. Who we are 10 This is the right time to renew our ambitions. Today we Papworth Hospital, two multinational corporate look again to the future as both a centre of excellence headquarters and the Cancer Research UK Cambridge CBC Vision 2050 11 for healthcare provision in Cambridge and global Institute. Our scientific and healthcare achievements innovation hub, leading and shaping the new have been driven by a highly effective and lasting Global trends 12 technologies and disruptive techniques that define partnership between education, research, and practice. tomorrow. The way we work and live was changing It is a model which has enabled organisations at CBC Value of life sciences in Cambridge 14 rapidly before the first COVID-19 infection: the to lead the response to COVID-19 across healthcare pandemic has accelerated these changes dramatically. disciplines. Cambridge Vision for life sciences 16 Cambridge Biomedical Campus is a collection of We have created a world class campus; over the Role of clusters in life sciences 18 outstanding institutions and businesses, distinctive coming decades we will make this a place which for operating across the spectrum from translation of delivers the excellence and scale of opportunity Clusters in Cambridge 20 research into clinical practice and beyond; but to deserving of the world’s brightest minds in the medical continue to be globally successful in the 21st century and biological sciences. In doing so we will make this Cambridge context 22 we need even more seamless collaboration and better one of the best places to live and work in the world, offerings to ensure that people who work here thrive. empowering economic growth with access to high CBC context 24 Patients here will access the best healthcare in the quality and sustainable housing, green space, and world, as organisations here confront and overcome active and clean connectivity at the heart of new Where we’re going 26 some of our most persistent challenges. quarter for the city. Twenty-one years ago, campus occupiers published the Life sciences have grown at an unprecedented rate over How we get there 28 2020 Vision, a plan to achieve excellence in healthcare, the last two decades around the world. Our last Vision research and industry. Since then, the campus has has put us in a position to lead the next phase of growth: A refresh for CBC 30 expanded by 70 acres, we have built the new Royal this Vision 2050 sets out our plan to do so. Implementing our Vision 32 Growing sustainably 34 Alan Hirzel Derek Jones Dr. Jan Löwe, FRS CEO | Abcam plc CEO | Babraham Director | Medical Research Council Realising the Vision of a better CBC neighbourhood 36 Research Campus Laboratory of Molecular Biology References 38 Dr. Michael More Laurel Powers-Freeling Julie Spence, OBE Glossary 38 Chair | Cambridge University Chair | Cambridge University Chair | Cambridgeshire and Peterborough Hospitals NHS Foundation Trust Health Partners NHS Foundation Trust Common characteristics of innovation districts 39 Professor Stephen Toope Dr. John Wallwork, CBE Dr. Andrew Williams Vice Chancellor | University of Cambridge Chair | Royal Papworth Hospital NHS Vice President | AstraZeneca plc Chair | CBC Strategy Group Foundation Trust 6 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 7 Executive summary By 2050 Cambridge Biomedical Campus will be globally leading and locally rooted, where research, commercialisation, and real-world application of Cambridge Biomedical Campus (CBC) is Through our Vision, we will develop: one of the world’s leading centres of life A mature campus, with a wide range of sciences research, medical innovation, complementary spaces for business, research life sciences come together. and healthcare institutions and healthcare provision. We are home A connected place, with enhanced physical and to state-of-the-art research hospitals, digital links to other local and international centres the headquarters of international life of research and clinical excellence sciences businesses, and research A 20-minute neighbourhood, integrated into its and higher education institutions. community, where people can enjoy a healthy environment and a high quality of life Over the next three decades, we will transform our campus A fully functioning urban extension to Cambridge, so that we can continue to lead the world in life sciences with a mix of business, residential and supportive People Defined by A vibrant The smartest Globally as a thriving innovation district. Our Vision is to create a infrastructure centered co-location community place in connected place that innovates in every area of the life sciences and which works to improve all aspects of human health. To An engine of economic growth, creating jobs Europe do this, CBC must enable the interaction of organisations and improving productivity locally and throughout which are based here, becoming a place where life-saving the UK treatments are not only provided but also discovered. CBC will represent the modern expression of Cambridge’s and innovative district will require the campus to provide character: inquiring, collaborating, welcoming, and for local needs and address the global forces shaping aspirational. We will be both the primary engine for life how we work and live. Our challenge is to harness this sciences growth and innovation in the region and a growth for the benefit of the city, its communities, and centre of excellence for healthcare, creating life-saving the whole country. innovations at the heart of a vibrant local community. Realising our Vision will not only improve our site but We will do so through: also empower innovation throughout Cambridge. Active and open stewardship Integration and inclusion New and growing businesses will continue to come to Cambridge for its established innovative strengths. Place focus Implementing our Vision of a strengthened, locally-rooted, Nurturing diversity 8 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 9 CBC Vision 2050 10 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 11 Who we are CBC Vision 2050 Cambridge Biomedical Campus is one We are now renewing and expanding our partnership of the world’s leading centres of life for the next three decades, working together to shape Cambridge Biomedical Campus the future of the campus so that we can continue to lead sciences research, medical innovation, the world in life sciences. Together, campus institutions, will be globally leading and locally and healthcare provision. We are occupiers and investors will transform CBC into an home to leading research hospitals, integrated quarter of the city, increasing innovation the headquarters of international and commercial opportunities while creating one of the rooted, the preferred destination life sciences businesses and higher world’s most attractive and welcoming places to live in, visit, research, and work. education institutions. CBC is a globally for life sciences, where research, important life sciences engine, and Our campus must continue to be greater than the sum we have come together to demonstrate of its parts, so we have brought together all our talents commercialisation and real-world our commitment to Cambridge through and expertise to set a new Vision for the next 30 years. a new Vision for our campus and our application come together to role in the city and beyond. create life-saving innovation in a vibrant local community. The campus will be: Defined by co-location – Where research, A vibrant community – An inclusive, business and clinical excellence come sustainable, genuinely affordable together, benefiting uniquely from neighbourhood that is the best of proximity, to improve lives Cambridge The smartest place in Europe – Unrivalled People centred – Designed at a human in its capacity to accelerate the cycle of scale to promote innovation, talent, discovery, scaling, and commercialisation, collaboration, health and wellbeing supported by a smart environment that Globally connected – Dynamic drives knowledge transfer relationships with and connections to innovative places throughout Cambridge, the UK, Europe and the world 12 CBC VISION 2050 DRAFT – NOT FOR DISTRIBUTION DRAFT – NOT FOR DISTRIBUTION 13 Global trends The life sciences economy is growing at a fast pace. Global R&D spending on life sciences hit a record $179 billion in 2018, a 23% rise on four years earlier: by 2024, it is forecast to reach $213 billion. Overcoming new and persistent diseases will be one of the main challenges of this century, galvanising ever-increasing investment in the health economy. The COVID-19 pandemic has emphasised the existential threat to lives and livelihoods posed by modern diseases. Global economic and health trends are likely to pose similar threats: The emergence The forces of Socioeconomic of highly climate change, inequality resistant strains urbanisation and and ageing of virus and novel globalisation. populations. forms of disease. Advances that have supported Accelerating the rate at which new Pressure on public services and These global trends demand action. Cambridge must lead the way in human health for generations no diseases come into contact with funding is increasing. By 2050, one addressing the challenges and making the most of opportunities – or longer offer the defence they once humans, but also the speed with in six people in the world will be over did, with major risks from novel which they can spread through age 65 (16%), up from one in 11 in risk being passed by.