The scaling-up of Amsterdam Evaluation of International Policy 2008 - 2016

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Table of contents

1. Introduction 5

2. Background 9 2.1 Historical advantage: in our forefathers’ footsteps 9 2.2 Globalisation, digitisation and urbanisation 10 2.3 Crisis or Third Golden Age? 12

3. Vision: the responsible capital 13

4. Ambition: gateway to Europe 14

5. The other side of success 15

6. Meanwhile, in the United Kingdom 17

7. The urban work floor 18 7.1 Led by Amsterdam 18 7.2 A typical Amsterdam mission 19 7.3 Who’s on the plane? 22 7.4 Case studies 23 China: from the Rijksmuseum to the Politburo 24 India: a strategic network 27 Japan: old friendship, new world 30 Argentina: shared ambitions 32 Vietnam: nearly harvest time? 34 Tel Aviv & Ramallah: working together on common ground 35 Europe 37

8. The organisation behind the international policy 39 8.1 The basics: getting the house in order 39 8.2 The matrix 40 8.3 Who does what? 42 8.4 Using content as a guide 45 8.5 Content in practice 47 Art & Culture 47 The Golden Triangle 48 Human Rights 51 Open Amsterdam! 52 StartupCity 53

9. The scaling-up of Amsterdam 55

10. Appendices 65 I Copy of the Van Lammeren Motion 65 II Copy of the Paternotte & Capel Motion 66 III Results of international acquisition 2008 - 2016. amsterdam inbusiness 67 IV Needs matrix & current state of affairs. amsterdam inbusiness 68 V Overview of International Relations. Bureau of International Relations 70 4 5

1. Introduction

For centuries, Amsterdam has had a history of process during this period or underwent major being an international trading centre, and has expansion, which also created many new jobs. always been a place where people from all over According to statistics from February 2017, the world meet. This is what makes it a colourful there are currently 3,045 foreign companies and culturally diverse city, a city of citizens, with offices in the Amsterdam region, with a not of kings or bishops. The city’s open nature total of 227,464 employees. 1 32% of the working and active citizenship, commercial drive, and population employed in the private sector tolerance are all embedded in its DNA. Anyone works for an international company. 2 joining one of the City of Amsterdam’s missions is literally walking in the footsteps of our fore- Amsterdam enjoys broad recognition as an fathers. international city. Whenever prominent inter- national cities are compared, Amsterdam Amsterdam enjoys a positive image abroad. inevitably ends up at or near the top of the list, This good reputation encompasses a concept whether in terms of safety, sustainability, talent, that extends beyond the borders of the capital connectivity, quality of life, technology or digital and the surrounding municipalities. In this clout. In April 2016, the European Commission regard, Amsterdam represents typical Dutch declared Amsterdam the innovation capital of traits such as entrepreneurship and creativity. Europe. 3 Amsterdam is increasingly proving to be an ideal breeding ground for startups. Amsterdam, or more precisely, the Amsterdam Scale-ups are currently the city’s best drivers Metropolitan Area (AMA), has grown to become for jobs. The internationalisation of the cultural one of the most important urban regions in sector also serves to boost the city’s appeal. Europe. The economic and cultural dynamic here holds a substantial appeal internationally, In the current age of globalisation, a historic and this is reflected in the city’s demographic city that possesses these characteristics cannot diversity. People of every possible nationality help but succeed. Everyone in the Netherlands and creed settle here and make the city a lively should be able to profit from this economic global village. Amsterdam is also an appealing engine. This belief is embodied in the concept location for international companies looking of the responsible capital, which the College of to set up local offices to serve the European Mayor and Alderpersons (or ‘College’ for short) market. The city is directly connected to the has applied in recent years in its efforts to bring world by road, rail and air, as well as digitally. together all the activities occurring on an inter- Amsterdam is one of the most important hubs national level. It sometimes even does this in for international data traffic. a literal sense, by putting representatives of these activities on the same aeroplane for A few figures might help illustrate. In 2008, trips abroad. These connections are made there were almost 2,000 international internally, and thus within our own administra- companies with local offices in Amsterdam. tive organisation, but also regionally, nationally, During the period from 2008 to 2016, 1,127 new internationally and between different sectors. foreign companies opened offices in the city. This is an approach which will enable govern- Of these new offices, 272 are headquarters. ment agencies, cultural and social organisations, Collectively, these companies have created knowledge institutes and businesses to 19,562 new, direct jobs. The people hired to reinforce and support one another in achieving fill these positions have further enhanced the their international objectives. international character of the city, which in and of itself contributes to Amsterdam’s favourable An internationally oriented city like Amsterdam business development climate. Of the foreign operates in a world that is constantly changing. companies that already had a presence in The competition between the parties in this Amsterdam, many experienced a natural growth turbulent playing field is fierce. This compels 6

parties to maintain a keen focus on the business in Europe. Amsterdam’s international success development climate, but also to take a smart must be a shared success. If Amsterdam wants approach to navigating it without losing sight of to remain true to itself, it will have to strike the the big picture, and to ‘go with the flows’ that right balance between social and economic underpin the transformation of social, political, interests, including in its relationship with economic and cultural relationships. Amsterdam London. has developed the resistance and resilience it needs to do this. The title of ‘responsible capital’ is incidentally a two-sided coin; it is a matter of give and take. At the same time, more and more Amsterdam- Amsterdam is devoted to the Netherlands, as mers are demanding attention for the negative an economic engine, a brand name, a facilitator consequences of international success. The and a guide. The Netherlands, for its part, is high visitor numbers, crowds and nuisance on elevating the capital city’s ranking among the the streets can make them feel like strangers in world’s most influential urban areas. This inter- their own city. Another obstacle is the shortage action will only have an effect if Amsterdam is of affordable housing. The College shares this allowed to wear the ‘team leader’s jersey’. concern. If we want the residents of Amsterdam to remain the city’s top priority, and to prevent Amsterdam is a major player on the world stage, the deterioration of social cohesion, drastic a status that we owe in part to our neighbou- solutions are required. ring municipalities in the metropolitan region, but also to Amsterdam Airport Schiphol, the Another recent development that deserves Government of the Netherlands, the Nether- special attention in this memorandum from lands Foreign Investment Agency (NFIA), and the College is Brexit. The United Kingdom’s numerous other public and private partners. departure from the EU highlights profound changes in international relationships, and will In this memorandum, the College will account also soon have consequences for Amsterdam for the City of Amsterdam’s international policy. and the Netherlands. Amsterdam is referred The immediate reason for this is the motion to in the international media as an alternative proposed by PvdD (Party for the Animals) coun- for international companies now considering cillor Van Lammeren on 1 July 2015, in which leaving the City of London. 4 This may be seen the Council asked the College to produce an as confirmation of Amsterdam’s strong inter- evaluation and cost-benefit analysis for all the national position. But more about that later. city partnerships that Amsterdam maintains. First, the College would like to re-iterate the main idea behind the City of Amsterdam’s inter- The College is pleased with this motion since national policy, that of the responsible capital. it offers an opportunity to take an even closer look at the impact our international activities Just like all the city governments before it, this have on the city, the region and the Nether- College believes that Amsterdam’s prosperity lands as a whole. What have we already and well-being are closely connected to the accomplished, and how has it benefitted us? position it occupies in the world, and that Is there room for improvement? If so, where? this must shape the city’s international policy. This memorandum is also a response to the However, this must not come at the expense of motion put forward by Paternotte & Capel on everything else. Amsterdam must not distort 12 December 20116 in which the College was the greater balance. It is the capital’s responsi- asked to list the concrete factors for achieving a bility to play an active part in the international successful ‘Third Golden Age for Amsterdam’, a arena so that not only the citizens living in the central theme of the mayor’s Amsterdam lecture Amsterdam Metropolitan Area benefit, but also for the University of Amsterdam in the summer those in the rest of the Netherlands and even of 2011. 7 7

Amsterdam’s international policy has undergone 2. This evaluation is not intended to be an considerable development in the last decade. account of the facts. For the more number- The common thread in this policy is the need oriented cost-benefit analysis, to the extent to create connections at numerous levels. This that this provides an answer to the question, approach began with a matrix, a tool that helps as formulated in Van Lammeren’s motion, the formulate action items to improve the business College refers to the following appendices: development climate in Amsterdam for each i. Results of international acquisition country, region or economic segment. The 2008-2016. amsterdam inbusiness matrix introduces focus in the process, not only ii. Overview of International Relations. within an economic context, but also to other Bureau of International Relations. themes related to international policy, such as human rights or urban development. It helps us 3. International policy is a work in progress. make more targeted choices in terms of content Circumstances are constantly changing. This and geography. It also guides us in determining evaluation provides an idea of how we have the travel schedule and the composition of the contributed to Amsterdam’s international delegations going on these trips. position in recent years. It is also an invita- tion to help brainstorm about the future of When it comes to international policy, not only the City of Amsterdam. A solid strategy is are clearer choices being made, but there is required in order to reinforce the internati- also more cohesion and control over the im- onal profile that Amsterdam has worked to plementation of these choices, both within our build through the centuries. Where do we own organisation and outside of it. The College want Amsterdam to be in 10 or 20 years, wants to show how and why this development for example? What does this mean for inter- began. national policy?

The result of these collective efforts doesn’t 4. Van Lammeren’s motion focuses on the always manifest itself in resounding figures. concept of twinning, or city partnership. Sometimes it takes several council terms to The College would like to point out that build up an international relationship. Inter- the concept of twinning as the ultimate way national policy is a human process; it involves to formalise international relations at the building trust and trying out different options. municipal level is rather outdated. ‘Twinning’ Things occasionally can and do go wrong. In partnerships (or ‘sister-cities’) only represent addition, numbers only become meaningful one element in a much broader international when it is clear why we are setting our sights policy. abroad. What is the underlying strategy and motivation? Amsterdam has many international partners, but the ways and sectors in which these partners work together vary from one country A few comments to start: to the next. 1. Where a reference is made to ‘Amsterdam’, this may usually also be read as ‘Amsterdam Sometimes the intentions of the two partner Metropolitan Area’. In an international cities are set out in a Memorandum of context, Amsterdam is actually the eponym Understanding (MoU). First and foremost, of a region comprising a total of 32 munici- an MoU is a ‘licence to operate’, a statement palities and two provinces. On page 42, the of intent which is sometimes – yet not College provides a more detailed description always – elaborated on. This does not mean of the administrative organisation behind the however that every MoU automatically takes international policy. the form of a twinning partnership, nor that 8

every partnership is formalised via an MoU. 5. The Van Lammeren motion refers to the An MoU can also focus on one specific area timeframe from 2008 to 2013. Be this as it in which a number of parties want to work may, the College views 2006 as the true together – nothing more and nothing less. start date for this memorandum, since that The importance of an MoU can also vary was the year the College in place at the from country to country. In certain countries, time proposed the international strategy 8 such as Vietnam, the formalisation of a good that led, amongst other things, to the relationship with local officials is an absolute establishment of the Expatcenter (now necessity for any kind of partnership. In the known as IN Amsterdam) and amsterdam United States, there is quite a lot of contact inbusiness (AIB) two years later. These two at the government level, but very little tends organisations have given the international to be formalised. Sometimes, an MoU can be profile of the Amsterdam Metropolitan Area drawn up, such as in Mumbai, even though a substantial boost. 2006 was when the foun- the actual relationship with partner organisa- dation was laid for the current international tions in that city go much deeper than what policy. However, the quantitative justification is set out on paper. In fact, during the term of supporting this memorandum can vary from the MoU with Mumbai, there was actually no 2008 - 2016 or 2010 - 2016, since the Bureau contact whatsoever at the government level. of International Relations (IB) and AIB only began monitoring certain aspects effective- In other words, the value of international ly around that time and therefore can only cooperation isn’t expressed so much in the provide reliable data for those years. quantity of collective statements on paper, but in the choice of cooperative partners and concrete projects. Companies, knowledge institutes and cultural or social organisations play a central role in this process. The role of a government is to facilitate this contact the best it can. Since every partnership is different, a high degree of flexibility is required, with or without an MoU. 9

2. Background

2.1 Historical advantage: in our in the slipstream of the Hilton Hotel. The same forefathers’ footsteps thing happened less than 10 years later, when Four hundred years of trade, hospitality and Hotel Okura opened its doors and a series of citizens’ initiatives have made Amsterdam what Japanese companies such as Nikon, Ricoh, it is today: a pluralistic, open and inclusive city Canon and Yamaha came to Amsterdam to that looks outward. This history is the most set up their European headquarters. And in important pillar supporting Amsterdam’s inter- the early 1990s, the College travelled to national policy. China to lay the foundations for the valuable re- lationship that Amsterdam has developed with Just as it did during the Golden Age, the Dutch this country in recent years. delta still has the same strong position vis-à-vis the larger European hinterland, the British Isles At a higher level, the strategic choices the and the rest of the world. The Netherlands’ national government made regarding the two constant struggle against water has led to ‘mainports’ Schiphol and the Port of Rotterdam, an administrative model in which public and and the continuous efforts to improve acces- private parties work well together. The small sibility and infrastructure have contributed to domestic market has always caused the Dutch Amsterdam’s favourable international starting to set their sights outside of the country. Dutch position. One important factor for foreign financial and legal service providers are accusto- companies considering setting up operations med to looking far beyond their own borders, here is the fact that there are 56 flights to and the high degree of professionalism they London each day and 12 to Munich. 9 With over have achieved in these areas is highly valued 330 destinations and a strong home carrier, by companies looking for a business location Schiphol is a hub that meets this need. 10 This from which they can serve the European market. network, with its high degree of connectivity, An additional benefit is that a small country may not be underestimated. Schiphol is crucial such as the Netherlands is not quickly viewed to the economy of the Netherlands. as being a threat or competitor. Metropolis or global village, with 180 nationalities, a city like The Amsterdam Internet Exchange (AMS-IX), Amsterdam is an ideal testing ground for new the largest exchange for data traffic in the products and services. world, has also achieved similar strategic importance. 11 The infrastructure of an internet In order to remain an attractive, open and exchange such as AMS-IX has a direct effect competitive metropolitan region, we will have to on the digital economy. This may be seen continue to venture outside of it. International in the market for data centres in and around policy is ‘hands-on’. To put it simply, you can’t Amsterdam, for example. With an annual become a global player by staying at home. increase in capacity of 15%, Amsterdam is the fastest growing exchange in Europe and is This realisation is not a recent one. The currently the number three data centre market Colleges governing before 2006 also did their in Europe. AMS-IX also attracts many foreign best to establish connections with the rest of companies. American companies in particular the world and the city is still seeing the fruits prefer Amsterdam as their first digital hub on of these efforts today. This occurred during the European continent. 12 the 1960s, for example, when more and more American companies set up shop in the capital

“You can’t become a global player by staying at home.” 10

Image of New Amsterdam from 1660 - the New York Historical Society Library collection.

All of these developments occurring in the last history and a written record of a friendship that few decades are part of a continuum that goes our forefathers built long ago. Amsterdam did back centuries. The Amsterdam City Archives not just appear on the scene out of nowhere. contain a treasure trove of historical materials Today’s international cooperation is a that testify to Amsterdam’s long history of continuation of what was begun all those years internationalism. To support the City’s inter- ago, something that inspires confidence. national policy, the Amsterdam City Archives have published a series of books on the ties that Amsterdam has built up with overseas regions 2.2 Globalisation, digitisation and over the centuries. These books provide a urbanisation glimpse into the history (and illustrate the value) The last few decades have been dominated of the long-term international friendships that by two major developments: globalisation and have led to Amsterdam’s entrepreneurial spirit. digitisation. However, the books do not ignore the darker chapters in the city’s history. Driven by new technological possibilities, freedom of movement has increased for people, Each of the books was published in honour of a goods and information. This has led to the inter- mission abroad led by the City of Amsterdam. weaving of politics, the economy and culture Not only do the books make a nice corporate on a global level. An international trade centre gift, they also represent a memory of a common like Amsterdam has a major advantage in this 11

complex process. The interaction between In spite of their relative differences in scale, people and cultures results in a favourable cities have begun to eclipse countries and states climate for startups, creative minds, new ideas in terms of their importance on the world stage. and innovation. This diversification of society This trend is visible worldwide; economic and and the economy is an important factor for cultural activities are becoming concentrated in success. a limited number of super-strong urban regions. Europe is no exception. The general assumption Digitisation and globalisation have led to a is that among the 25 large urban areas along significant third development: urbanisation. the line from Manchester to Milan, four or five The beginning of the 21st century marks the of them will form this type of dominant built-up first time that more than half of the world’s area. The playing field is extremely competitive, population lives in cities. In 2050, this will but the College has established that the be over 70%. This trend is also visible in Amsterdam Metropolitan Area has everything it Amsterdam, where the population has grown needs to claim one of these positions as long as from 695,000 to nearly 850,000 since the 1990s. we make sure to capitalise on current develop- The majority of this growth has occurred in the ments, clearly define what makes Amsterdam last five years. The prognosis is that the city’s different, and learn to cooperate even better. population will reach one million by 2035. 13 Amsterdam is on the brink of a scaling-up. The degree of urbanisation varies considerably. This expansion in scale offers Amsterdam the Amsterdam is dwarfed by major metropolises opportunity to further develop its international in China and India, which have populations position, yet also presents the city with several in the millions. However, this is by no means complex issues. a disadvantage. Metropolises come in many different shapes and sizes. Compared with In addition to globalisation, digitisation and these crowded cities, a beautiful, accessible urbanisation, there is another development and sophisticated city such as Amsterdam is that is having a major impact on international a breath of fresh air, particularly in a world movements and that will also affect the role where people and businesses enjoy increasing Amsterdam can play. Science and technology freedom of movement. Small is beautiful . A are currently developing at an exponential city like this holds great appeal for internatio- rate. Old paradigms are shifting rapidly. This nal talent. Amsterdam is one of the best cities development will change the world at least as to move to for those who are ‘footloose’ and dramatically as the industrialisation of the 18th are free to decide where they want to work or and 19th centuries did. We find ourselves in a study. This includes university and post-doctoral period of transformation, involving rapid inno- students, but also young professionals working vations that have a great social and economic at startups and scale-ups, and managers of impact: in the healthcare sector, education, large international companies. They want to be transport, in the way we produce goods, travel, somewhere where they have the opportunity provide services and communicate. Something to grow professionally, but also a place that’s that seemed to be a successful business nice to live in, where they can find inspiration concept for years can be completely disrupted and are in direct connection with the rest of by such an innovation. This same innovation the world. A survey conducted by amsterdam can also end up having to make room for yet inbusiness in the spring of 2016 showed that another new development. This will have far- many of the international companies with offices reaching consequences for the job market. The here have employees representing more than expectation is that two-thirds of the children 25 different nationalities. starting primary school this year will later have jobs that don’t even exist right now. 14 12

There are various ways that the city can capitalise policy in recent years, it is also important to on this dynamic. A key player in these efforts consider the economic crisis. Amsterdam, like is the Amsterdam Economic Board, a network many cities, was hit hard during the crisis and organisation made up of government agencies, was forced to make structural cutbacks involving knowledge institutes and businesses based in hundreds of millions of euros. the Amsterdam Metropolitan Area (the ‘Triple Helix’). The Board has set the objective of In spite of this, Amsterdam actually didn’t ensuring that Amsterdam is one of the top three fare too badly compared with other cities and most innovative regions in Europe by 2025, an regions. The city has proven itself to be vital innovative area that is healthy, green and smart. and attractive, and is still at the heart of Europe, It has formulated five urban challenges that are as it always has been. This is why it was actually defining for the future of the city: the circular a wise move to stick to the main goal, parti- economy, digital connectivity, health, mobility cularly during a crisis, and to invest in those and jobs of the future. 15 The three parties in areas where the city’s original strengths lay. For the Triple Helix will be working together on Amsterdam, this was its international position. concrete questions, such as those involving For this reason, it actually wasn’t that incon- the theme of ‘health’: what is an effective ceivable in 2011 to hypothesise, as the mayor strategy for fighting obesity and related health did in his Amsterdam lecture to the UvA, 16 that problems? Or: how can we help Amsterdam- rather than ending up in a crisis, Amsterdam mers to increase their life expectancy by two might actually be on the eve of a Third Golden years in a healthy manner? Age. It should therefore conduct itself accor- dingly, assuming the responsibility befitting of a capital city and working with a clear focus on 2.3 Crisis or Third Golden Age? sustainable international relations. This position In order to better understand the context within reinforced the city’s self-confidence and its which Amsterdam has shaped international focus on the future. 13

3. Vision: the responsible capital

The crisis taught us that Amsterdam has a from a huge refugee problem. 18 Amsterdam major head start compared with other regions is also active in a camp for Syrian refugees in in the Netherlands and beyond. Amsterdam is Jordan. 19 When a crisis or humanitarian disaster a prosperous city, and people other than the arises, you cannot approach the situation on a city’s residents should be allowed to share in quid-pro-quo basis. Soon after the tsunami in this wealth. As the capital, Amsterdam also has Japan, a fundraiser was held in the Amsterdam a responsibility for the surrounding region, for ArenA for the victims of the disaster, featuring the Netherlands and also for Europe. This is why a football match between Ajax and the the principle of the Responsible Capital plays Japanese team, Shimizu S-Plus, as well as a a leading role in the city’s international policy. benefit concert. The proceeds from the evening These concepts are enshrined in the memo- totalled €6 million. 20 randum Amsterdam International Responsible Capital 17 which the Council approved in 2014.

First and foremost, responsibility means that Amsterdam wants to cooperate with other Lefteris Papagiannakis parties, not compete with them, at least not at Deputy Mayor of Athens any cost. There is no point in trying to outdo The City of Amsterdam plays an important one another here in the Dutch polder. It would role in international cooperation and especially be much wiser to join forces and exchange in the fields of human rights, migration and knowledge and experience with one another, refugees. Amsterdam has a long-standing not only between the various government tradition of acceptance, openness and inclusion, agencies, but also between public and private and has been leading by example, showing how players. These partnerships contribute directly a society can be a contributing factor for the to higher returns on international policy. respect of human rights and the integration of ‘others’. The City of Amsterdam, with its inno- Responsibility also means that the city’s number vative and brave approach, demonstrates that one priority is not just to enrich itself, but also open-minded policies are more effective and at to give back: an international policy based the same time more flexible and adjustable to on reciprocity. Amsterdam has a wealth of new and complicated realities. knowledge and experience concerning an inte- grated approach to water management, waste and energy management and spatial planning. This expertise can be incredibly valuable in other urban areas. Why not share this knowledge and experience with those people who can really benefit from it, as the Golden Triangle initiative now does (more about this on page 48)? Another example is the exchange programme for startups with cities such as New York, London and Paris. By sharing networks, these startups can grow (see also page 53).

Amsterdam’s responsibility as a capital city also manifests itself in solidarity and altruism. After all, friendships reveal their true value during difficult times. Since 2014, Amsterdam has been working with the city of Athens, which, apart from an economic crisis, is also suffering 14

4. Ambition: gateway to Europe

For the last 10 years, Amsterdam’s ambition has To illustrate, in February 2017, 3,045 inter- been to become one of the world’s top cities. national companies had an office in the This doesn’t mean that Amsterdam wants to Amsterdam region, staffed by a total of 227,464 compete with the world’s major metropolises employees. 32% of the working population in in terms of size. Amsterdam’s appeal has to lie the private sector works for an international in its human dimensions. This is a city where company. For a list of the new international you can cycle to work in 10 minutes, dropping companies in the AMA and the jobs they create, the kids off at the nursery on your way. In spite see the appendix ‘Results of international of this, Amsterdam is anything but a village. acquisition 2008 - 2016’. Located in the middle of the world, culturally and economically speaking, Amsterdam is a convenient, green and sustainable city where you have room to breathe. Pieter Elbers President-Director of KLM As a pocket-sized metropolis, Amsterdam is one To an increasing degree, the competition in of the most important gateways to Europe, just the aviation industry is between ‘systems’ in like the much larger European cities of London, which authorities, airports and airlines work Paris and Frankfurt. It is a city where quality of closely together. The dominant interest is in life and social and cultural diversity go hand in the local economy and employment. The City hand with economic success; an inclusive city of Amsterdam is crucial to our aviation system. where wealth is shared. A city with attractive A visible role for the city government abroad neighbourhoods that can be shabby and chic lends ‘legitimacy’ to this system for foreign at the same time. This balance is something parties. Concrete examples include the that has traditionally set Amsterdam apart relationships between Xiamen and the arrival from other strong economic regions, and this of Jet Airways in Amsterdam. The flights to should not change. One could even say that China and India have shown our partners that Amsterdam’s ambition is to continue to ‘be Amsterdam is serious about its support for itself’, to do those things it was always best at. these new routes.

Employment is an important part of the city’s international objectives. Foreign companies and international partnerships stimulate the knowledge economy and create high-quality jobs. These companies also employ caterers, cleaners and security staff. For every full-time job at an international enterprise, another 1.6 jobs are added to this for support activities. 21

“As a pocket-sized metropolis, Amsterdam is one of the most important gateways to Europe.” 15

5. The other side of success

Many of Amsterdam’s residents believe that the Amsterdam want, and what does it not want? city has reached a turning point when it comes The international policy must be geared toward to internationalisation and are trying to raise the answer to this question. The discussion on awareness of what they view as the negative this matter is in full swing. The urgency of the consequences of international success and the problems is high, as seen in the programme impact it has had on their own lives. The high Stad in Balans (City in Balance), 22 the goal of visitor numbers, crowds and nuisance on the which is to make the city liveable and accessible streets increasingly make them feel that they are for residents and to streamline the crowds and strangers in their own city. The College shares keep them manageable. this concern and is taking steps to alleviate the problems. It would, however, like to point out It is important to make a distinction between that the city’s international policy only plays a tourists, visitors, conference attendees and limited role in this issue, and that the high visitor businesses. The clearer this distinction, the numbers actually fall outside of the scope of more effectively we can manage these groups. this memorandum, even if the larger crowds As far as the tourists go, we have reached the may be deemed part and parcel of life in an point that tourists will continue to come to international city. Amsterdam even without targeted promotion, particularly when one bears in mind the growing Amsterdam is a popular destination. The city’s middle class in China and India, a group re- residents pay a price for this but also reap the presenting hundreds of millions of people who benefits. Although the streets are crowded, the want to travel to a beautiful European city like crowds are part of the reason there is such a Amsterdam. Amsterdam has also stopped rich variety of restaurants and nightlife, art and giving foreign tourism seminars and engaging culture. Amsterdam Airport Schiphol is also in other promotional activities. When it comes becoming busier, and this places a burden on to incoming tourism, the challenge now is to those living near it. However, having an airport take a smarter approach to accommodating the of this size only 20 minutes from the city does growing flow of visitors and to spread them out mean that the city’s residents have a direct across the city, the region and other cities in the connection to the rest of the world. Those who Netherlands. A strict hotel policy will also take don’t know any different would almost forget effect next year. how valuable this is. If we want the residents of Amsterdam to The fact remains that we have to prevent remain top priority and to strengthen social Amsterdam from becoming a victim of its own cohesion, more drastic solutions are required. success. There is not a single sound solution to the problem, and as previously mentioned, the Over the last six years, the population of solution does not lie in international policy. This Amsterdam has grown by around 70,000. This is is why the College is working on a package of the equivalent of adding the entire population sweeping measures. The first step has already of a city the size of Assen. In 2010, there were been taken. 23 just under 22,000 hotel rooms in the city; there are currently around 30,000. The number of Another pressing issue is the shortage of affor- visitors has risen from 14 to 70 million. In 2010, dable housing. Amsterdammers are not looking around 100 homes were being offered for rent for penthouses costing millions of euros. To via Airbnb, and this number has now grown to alleviate the pressure on the housing market, 14,000. suitable homes must be built for all population groups, but primarily for the groups in the The hustle and bustle of crowds in the city middle. Although this is already being done, poses a fundamental question: what does one must wonder if it’s enough. 16

In this regard, what happened in London can talent from all over the world. After all, this is serve as a warning. Many Londoners have what Amsterdam is: welcoming, open and inter- been driven out of their city by rising housing national. prices and are now living as much as a two-hour commute from their places of work. If we don’t Unlike the tourists and the visitors, it is far take action in time, this could also happen to from certain that international companies the residents of Amsterdam. And while there and investors will come to Amsterdam. If are already ambitious plans to build homes, Amsterdam were to loosen the reins in terms the potential international success of the city of the economy and fail to sufficiently maintain of Amsterdam could mean that the number of the favourable business development climate, homes to be built could increase even further. it is not inconceivable that the city would be downgraded to a lower league. The residents The first matter of importance – and this is of the city would certainly feel the effects of where the direct connection to international this. This is why Amsterdam must continue policy lies – is that Amsterdam aspires to remain to work unabated to foster a favourable one of the world’s foremost international, entrepreneurial climate, continue its creative and business junctions, but only if this acquisition efforts and support for international is in the interest of all of the city’s residents. companies, and contribute to achieving the However, building a wall around the city is not internationalisation ambitions of social and an option. Amsterdam will remain a gateway cultural organisations and knowledge institutes. to Europe and continue to attract international 17

6. Meanwhile, in the United Kingdom

Most major international developments occur Amsterdam also holds an appeal for the service at a more or less gradual pace. With Brexit, providers that are part of the ecosystem of on the other hand, all the relationships appear international headquarters and for companies to be changing all at once. Many international active in certain sectors, such as fintech and companies with offices in London are now con- logistics. The city offers a high level of con- sidering making the move to the continent. nectivity (the ports, Schiphol and the AMS-IX internet exchange) and holds significant appeal Brexit presents new opportunities for for international talent. Amsterdam also stands Amsterdam, but definitely also comes with new out due to its rapid development into an inter- risks, such as the challenge facing the nearly national centre for startups and innovation. 15,000 British citizens living and working in the Amsterdam Area. In spite of Brexit and the competition between the two cities, Amsterdam and London are and Amsterdam’s international policy focuses on re- will remain good friends. Amsterdam is not inforcing the socio-economic balance in the city. out to lure entire business sectors away from The City’s acquisition policy must be consistent London via an aggressive campaign. This type with this. This also applies to the unforeseen of attitude is not befitting of a responsible situation involved in Brexit and everything that capital. However, if London-based companies it has set in motion. do actually decide to relocate, then Amsterdam is a serious alternative. Amsterdam doesn’t have In recent years, Amsterdam has been second to sell itself short in this case. Companies that only to London when it comes to attracting are planning to leave the United Kingdom need European headquarters and the marketing to know that they are welcome, and deserve our and sales divisions of international companies. undivided attention. 18

7. De stedelijke werkvloer

In the next section, the College will describe the and sustainable network has been created that practical implications of its international policy. includes government agencies, domestic and First, a glimpse at how Amsterdam has been international companies, cultural and social the flag-bearer at the ‘urban work floor’ level organisations, and knowledge institutes, all of during international missions that have served which work together to realise their respective a broader Dutch interest. This is followed by a international objectives. The interdisciplinary number of case studies or narrative descriptions approach to themes such as the economy, of concrete international relations that have knowledge and innovation, art and culture, been developed in recent years. citizenship and participation, sustainable urban development, waste management, water management and human rights has become 7.1 Led by Amsterdam Amsterdam’s trademark. The growing importance of cities has encou- raged Amsterdam to take the lead more often on behalf of the Netherlands in developing new and existing international relations. Led by Caspar Veldkamp a mayor or alderperson, several international Ambassador in Athens, previously in missions have been organised in which parties Tel Aviv from far outside of the Amsterdam Metropo- Amsterdam is a strong brand. Socially, eco- litan Area have taken part, including the likes nomically and culturally, it is on the cutting of Rotterdam, Wageningen and Eindhoven. edge. It is more creative, worldly, advanced; You can read more about a typical ‘Amsterdam in short, it is more exciting than all the other mission’ on page 30. European cities of approximately the same size. Amsterdam appeals to the imagination and These Amsterdam missions have proven to generates so much creativity; a city like this be a successful formula, which is also evident simply must look beyond its national borders. in the testimonials that have been included in The Netherlands will get so much in return. this memorandum. Amsterdam’s leadership is a result of the pragmatic consideration that promotion of the Netherlands abroad is most effective when done in the name of its capital Jeroen Nijland city. Amsterdam is a proactive matchmaker Commission Agent for the Netherlands that Dutch businesses, knowledge institutes Foreign Investment Agency and cultural organisations can call on to help It is crucial for international enterprises to them achieve their international ambitions. By know what the Netherlands has to offer, that the same token, these same organisations can they’re welcome here, and that they will have help perpetuate Amsterdam’s good reputation room to grow. Amsterdam plays an important internationally. role in this. For many international companies, Amsterdam is a home base. The region is also More so than at the national level, the contact at high on the list of choices among newcomers. the urban level takes place on what the College The city governments of Amsterdam and would like to refer to in this context as ‘the Amstelveen in particular are fantastic ambas- work floor’. Amicable interactions apply on the sadors for the region, and for the Netherlands city’s work floor, offering interesting opportu- as a whole. They convince companies from all nities to engage in constructive discussions on over the world that choosing our country is the politically sensitive or culturally charged topics. right decision. We don’t have the luxury of International policy has become increasingly underestimating the value of this. more professionalised, as has the cooperation between all the parties in the region. A valuable 19

coincide with a cultural event, such as a perfor- Carole Thate mance by the Royal Concertgebouw Orchestra General Manager at World of Johan (New York, Tokyo, Beijing) or the Dutch National Cruyff Ballet (Beijing), or an exposition of a cultural The Netherlands has several people, brands institution such as the Rijksmuseum (Beijing) or and achievements it can be proud of and which the Foam photography museum (Beijing). it should also communicate to others. As the capital, Amsterdam is inextricably linked to the Several trip objectives are formulated based on Netherlands, and internationally, is possibly all the input, leading naturally to a profile of the even more famous than the country itself. Johan parties from the Netherlands that will join the Cruyff was not only a Dutch celebrity, he was mission. This does not mean that every party also a famous resident of Amsterdam. that wants to go actually does. Every participant has their own relationships and goals in the country to be visited, and must be able to add value to the big picture. It is also important for the highest members of management from 7.2 A typical Amsterdam mission these companies and organisations to join the Led by the City of Amsterdam, dozens of mission. missions have been organised since 2008. How does one of these missions come about? Who is If all goes well, the delegation is a reflection of on the plane? the ‘work floor’. The participants include entre- preneurs from companies of all sizes located all Normally, the mayor or an alderperson from over the target country, but also representatives Amsterdam or one of the regional municipalities from knowledge institutes, cultural and social leads the delegation. The implementing parties organisations and government. 24 are the Bureau of International Relations, amsterdam inbusiness and Amsterdam Marketing. The result is a colourful group of people from In the run-up to the mission, meetings are held Amsterdam. Or better yet: Dutch people. After at varying levels to acquire information on the all, Amsterdam is a broad concept in this case. relevant country. This includes brainstorming With this type of mission, the City explicitly acts and advising by embassies that are already on the basis of its responsibility as a national involved in the preparations at an early stage, capital, and is aware of the international re- as well as the national government, the Nether- putation that Amsterdam enjoys. Experience lands Foreign Investment Agency, Chambers of has taught us that Amsterdam is a calling card. Commerce, companies from the country to be Every Dutch citizen should be able to benefit visited that have a presence here, and numerous from this, since if the delegates make progress other parties from relevant networks. The matrix on one of these missions, they are contributing (see also page 40) determines the agenda. to the reinforcement of Amsterdam’s reputation What does the country we are going to visit abroad. In other words, Amsterdam’s economic need? How can Amsterdam benefit from the re- interests do not end at the city limits. Besides, lationship, and what do we have to offer? Which the average person in China or the United current relationships are deserving of attention? States has absolutely no interest whatsoever in Which agreements must still be met? the fact that there is an administrative border between Amsterdam, Rotterdam, Almere, Missions often follow previous work visits or are Eindhoven or Wageningen. It would be better a case of ‘returning the visit’ to a country that not to place the emphasis there. was first a guest of the Netherlands. In this case, certain things are already in the works, and offer the possibility for follow-up. Trips also often 20

After the preparation and the selection of the of every mission. They take an active part delegates, a briefing is held in the Netherlands, in the official programme and join in on the often accompanied by a kick-off event at the work visits. The enthusiasm and engagement mayor’s official residence. The participants are of these ambassadors contributes to Amster- given the opportunity to introduce themselves dam’s exposure in the host country. If the to the group and to lay out their expectations of ambassadors succeed in convincing their fellow the trip. countrymen to go to the Netherlands, this is generally also good for their own business. The programme tries to make the most of every As such, there is a clear common interest. The single minute. Once they arrive at their desti- CEOs joining the mission not only see it as an nation, the delegates split up, forming smaller, honour to represent Amsterdam in the country ever-changing groups that run through a of origin, but also have the chance to promote complicated timetable of work visits, seminars, themselves in their own country and within their introductions, presentations, official meetings own organisation as successful and ‘well- and openings of cultural events. There is always connected’. an official dinner, organised in cooperation with the embassy, that is also often combined with a cultural event to which all the delegates may invite their business associates and partners. Aart Jacobi Ambassador in Tokyo, previously in There are a number of pre-determined slots in Beijing the programme when the entire delegation gets During my tenure as the Netherlands’ together: these are morning briefings during ambassador to China, I went on two Amsterdam a breakfast meeting, and late in the evening, missions. I still use them as an example for other when the delegates report back on their ex- cities. The missions were very well-organised, periences. The briefings are led by the mayor, extremely effective and included contact with alderperson or the director of amsterdam in- very high-level officials. They offered a good business. The exchange of experiences is good mix of business and cultural activities. for team spirit, and this is when everyone really gets to know each other. The feeling of solida- rity that develops has an inspiring effect on the contact with local partners. ‘Anything for the Bas Pulles city’ is the motto. Networks are expanded and Director of International Programmes, new cross-connections are created. It is also Netherlands Enterprise Agency quite common during one of these breakfast I have been a delegate on several Amsterdam sessions for the delegates to arrive at the idea missions from the standpoint of foreign invest- to join forces in a completely new partner- ment (NFIA) and ‘Holland branding’. Together, ship. The briefings also provide the delegation we designed the promotion of the Nether- leaders with useful feedback that they can bring lands and Amsterdam as an optimal location up during their meetings with officials in the for European headquarters, service providers, host country. research institutes and the creative industry. The Amsterdam and Holland brands can strengthen The best people to spread Amsterdam’s each another, provided these efforts are message are actually international entrepre- properly coordinated. The growing number of neurs who have settled here. They are better prominent foreign investors in the Amsterdam equipped than anyone to convince their fellow region is the result of the collective efforts of countrymen that Amsterdam has a favourable the national government and the region. business development climate. These ‘ambas- sadors’ play an important role in the delegation 21

Edwin van der Sar Director of AFC Ajax We consider this type of trip to be good for our international network, but also for the companies in the Amsterdam network. One thing I’ll never forget is how presenting per- sonalised Ajax jerseys to dignitaries and top executives from business generated a lot of media exposure. It was good for Ajax and good for Amsterdam.

22

7.3 Who’s on the plane?

5óN Burgemeesters Ambassades Wethouders NFIA Bureau IB Ministeries amsterdam inbusiness Rijksdienst Expat Center ondernemend NL

Amsterdam Marketing Amsterdam Trade Kunst AMS MRA Startup Amsterdam Cultuur

Europa Desk FOAM Amsterdam Economic Board Van Gogh Gemeenten Dutch Culture Provincies Nationale Ballet Schiphol/KLM Rijksmuseum AMS-IX %HGUóVOHYHQ

Amsterdams

Regionaal Kennis Nederland 0DDWVFKDSSHOóNH Organisaties Buitenlands Wageningen RU MKB Eindhoven Cruijff Foundation

UvA Mensenrechten

VU LHBT Clusters Gouden driehoek

Watermanagement

Stedelijke ontwikkeling

ICT/Tech

Creatieve industrie

Voedselveiligheid 23

7.4 Case studies A number of the cities and countries with which Amsterdam maintains ties are described below, along with the progress that Amsterdam has made there. These include: China (Beijing), India (Mumbai), Japan (Tokyo), Argentina (Buenos Aires), Vietnam (Hanoi) and Israel and Palestine (Tel Aviv and Ramallah). The stories are intended to serve as an illustration of how Amsterdam’s international policy has been implemented. The list is far from exhaustive. The College could just as easily included stories about Seoul, San Francisco or São Paolo. For a complete list of all the trips and missions, the College refers to the appendix ‘Justification from the Bureau of International Policy’. 24

China: from the Rijksmuseum to the Politburo

In 2011, the Mayor of Beijing at the time took a Guo Jinlong, the Mayor of Beijing. These canal cruise through the Amsterdam canals. As relationships also help lay the groundwork for he disembarked near the official residence, he raising the issue of human rights, for example. told his Amsterdam colleague how impressed he It is unique for a European city to maintain was. Of course he was charmed by the monu- contacts at this level. mental canal-side houses, the bicycles and the tulips, but what he found most striking was the The starring role in this story was not played openness and inclusive character of our historic by diplomats but by Dutch painter Vincent van trading city. A genuine compliment. The con- Gogh, or rather a self-portrait of Van Gogh from versation that followed indicates that social the Rijksmuseum’s collection that travelled to cohesion and citizenship are also important to Beijing in 2011 for a special exhibition of Dutch Chinese administrators. impressionists at the Capital Museum.

Crucial to our city’s good relations with China The idea for the exhibition was born a year are the personal relationships and the mutual earlier in 2010, during a visit to Amsterdam by respect that the authorities in Amsterdam Chinese leader Liu Qi, who was here to open have developed in the last few decades with the Bank of Beijing’s offices in the city. Liu Qi is politicians in the highest echelons of Chinese a huge Van Gogh fan. A translation into Chinese power, and in particular with Liu Qi, Beijing Party of Van Gogh’s letters was in the works and was Secretary and member of the politburo of the scheduled to be presented at the Chinese book CCP from 2002 to 2012, and his successor fair the following year, in 2011. The Netherlands was one of the partner countries at the fair. Perhaps this could be combined with an exhibi- tion of Van Gogh’s work? Neither country could get this idea out of their minds. A complete retrospective of Van Gogh’s works proved impossible, but the self-portrait from the Rijks- museum made the journey.

By supplying Van Gogh’s self-portrait on loan, the Rijksmuseum contributed to creating a cultural highlight, a refined amuse in a major cultural and trade mission by Amsterdam in Beijing and Shenzhen. 25 The exposure and goodwill it generated is obvious, but is nevertheless hard to measure. The fact is that the portrait of Van Gogh has added a new, personal dimension to the rela- tionship between the two countries. Amsterdam and China have become friends, and this is evident in a variety of ways. Amsterdam is in Beijing’s good books, and the feeling is mutual.

In 2011, ICBC, the largest Chinese bank, opened an office in the Netherlands. ICBC has become an important partner and acts as a matchma- ker between Dutch and Chinese businesses. Not only the mayor, but also partners such as Ajax Another prominent member of the 2011 de- are opening doors abroad; in the photo: the Mayor of Amsterdam and Edwin van der Sar with the Beijing Party legation is the director of Amsterdam’s ICBC Secretary, Mr Guo Shengkun office, Zhang Weiwu. ICBC is the brain behind 25

the China Holland Business Summit (CHBS), an initiative which originally facilitated the visit Wonder Wang of 40 Chinese companies (potential investors CEO of Huawei Netherlands and all ICBC customers) to Amsterdam. The The Amsterdam leadership is committed to companies are paired up with Dutch companies making Amsterdam a world class city for foreign and attend several seminars organised just for investment and is driven to create a favourable them. This exercise was repeated in Beijing with business environment, always looking ahead in a group that has grown to 60 Dutch companies terms of attracting innovations to the city that and a group of Chinese companies twice that will benefit the citizens of Amsterdam. Huawei size. New partnerships, investments and leads Netherlands received lots of support and jointly developed from these contacts; the formula with the municipality we hope to create a more proved to be successful. The CHBS format lies innovative and international Amsterdam and at the foundation of Amsterdam Trade, which use the latest technologies to create a better- was started in 2016 to enable SMEs based connected world. in Amsterdam to profit from this type of inter- national exchange.

For the Chinese partners, food safety is possibly Aalt Dijkhuizen the most important theme. The University of Former chairperson of the Board of Wageningen has therefore been a prominent Governors, Wageningen University & member of the delegation during several of Research Centre these missions. Aided by the good relationship The agri-food sector is the highest priority between Amsterdam and Beijing, Wageningen for China. A city like Beijing alone, with a UR was able to enter into a partnership with population to feed that is twice the size of that Chinese farmers. of the entire country of the Netherlands, offers Wageningen UR and the Dutch agri-food Some more highlights from the last few years: sector enormous opportunities. thanks in part to the success of the Van Gogh During an Amsterdam mission to Beijing, we self-portrait, Amsterdam was asked to be the had the privilege of meeting with the mayor at host city for the 2013 Beijing Design Week; the that time, Guo Jinlong, currently the highest- Conservatorium van Amsterdam set up a jazz ranking party member in the Chinese capital. study programme together with the Beijing We could never have done this otherwise. It conservatory; Waternet and the Amsterdam was the start of a successful cooperation with Waste and Energy Company (AEB) signed an Beijing. Besides, it resulted in a great spin-off: agreement with the Beijing Water Authority; and Amsterdam and Wageningen UR are now Ajax director Edwin van der Sar presented Ajax working even more closely together. football shirts and reinforced the relationship with its Chinese sponsor, Huawei. Much like the City of Amsterdam has formed a friendship with Beijing, Almere has become the sister city to Shenzhen.

This is only a very limited impression of the types of developments that have occurred between Amsterdam and China. In 2016, there were 97 Chinese companies with 1,776 employees active in the Amsterdam region, 26 with more than 3,300 Chinese expats living here for the short- or long-term .27 26

Borre Akkersdijk Designer and creative entrepreneur In 2013, I travelled with the Amsterdam dele- gation to China as part of Salon Beijing. During that trip, I made contacts which acted as a catalyst for my evolution from independent contractor to creative entrepreneur, and the launch of the BYBORRE brand. In 2014, I was part of yet another mission from Amsterdam to China, this time as an entrepreneur. A great partnership resulted from a breakfast session with Jos Baeten of the Centrum voor Wiskunde en Informatica. BYBORRE now has its own lab which combines technology and textiles.

Louise Gunning-Schepers Former chairperson of the Board of Governors, University of Amsterdam The UvA has joined the City delegation on a few missions to China. We worked with the prominent Tsinghua University to lay the foundations for a very prestigious institute specialising in the field of logic. Another result from these missions was that Huawei offered our students a unique work placement opportunity at the company’s headquarters in China. In the last three years, around 20 students have spent six weeks there each year. 27

India: a strategic network

In 2015, during the second major trip to India, the interests of lesbian, gay, bisexual and a meeting was held between members of the transgender people within one’s own police Amsterdam delegation and representatives organisation, but also outside of it. The women from several Indian social organisations dedi- also visited Oranjehuis, the new shelter location cated to women’s rights, women’s liberation and in Amsterdam’s Oud-West neighbourhood for the fight against sexual and domestic violence. victims of domestic violence. The exchange was At this meeting, the Amsterdammers gained a useful and educational for both sides and will better understanding of the complex problems undoubtedly lead to new partnerships. the Indian women described. Their work helps to get a difficult and emotionally charged public In the relations between Amsterdam and India, debate going in India on discrimination against economic interests and social responsibility go women, who are constantly held back by taboos hand in hand. Since 2010, when Amsterdam and other cultural obstacles. decided to start concentrating on a few of the BRIC countries, including India, this social During the mission itself, the idea arose to invite aspect has become a common thread. the women to visit Amsterdam. Four women’s organisations returned the visit, coming to The largest foreign company in the Netherlands Amsterdam in June 2015. The organisations and in the Amsterdam region is Tata Group. 28 visited a second time in early 2016. Three Indian At home and abroad, this Indian conglome- women participated in a full programme con- rate places a high priority on corporate social sisting of workshops, seminars, discussions responsibility. Amsterdammers and Indians and presentations. The Amsterdam police held have found common ground in their shared a discussion on the best ways to safeguard awareness of public responsibility. Waternet

Mayor Van der Laan during an informal football match with local children, symbolising the laying of the ‘"rst brick’ of the Cruyff Court in Mumbai; the Cruyff Foundation is an important partner in international policy 28

concluded an agreement with the Tata Trust city where Indians are able to feel most at for a partnership involving water purification. home, thanks to its relatively large Indian and In the Netherlands, IT service provider Tata Hindustani community. Consultancy Services (TCS), which has its European headquarters in Amsterdam’s Zuidas The facts: 60 Indian companies with 10,450 neighbourhood, has become the main sponsor employees have offices in the Amsterdam of the Amsterdam Marathon. TCS also finances region, 36 and more than 5,600 Indian expats an important cancer study conducted by the live here. 37 VUMC university hospital. 29

Just like it did in China (and with all of its other international relations), Amsterdam has invested Amit Kapur in long-term, personal relationships in India. Director & Head of the Benelux at Indians tend to play it safe, and Amsterdam- Tata Consultancy Services mers, or better yet, Dutch people are certainly The Amsterdam region offers a prolific in- not the only ones on the European continent vestment climate. It is strategically located, that have come to acknowledge India as an offers a high-quality lifestyle, is home to a attractive trading partner. It’s hard work, not talented workforce and has a strong appetite only to get a foot in the door, but also to keep for innovation. It is an ecosystem where Indian the door open. This is why the India Desk was businesses can thrive. Trade missions to and created in 2007, a department at amsterdam from India have strengthened existing ties inbusiness that focuses on acquisition and between Amsterdam and India, but have also support for Indian companies. In 2009, the led to new cooperation with companies in India. former alderperson for Economic Affairs visited Amsterdam inbusiness plays a pivotal role in India for the first time. This was followed in 2011 nurturing these relations. Thanks to their efforts, by a work visit which the mayor also joined, Amsterdam is a connected, inclusive and trans- and then two major missions led by the City of parent business hub, which, in today’s economy, Amsterdam in 2012 30 and 2015 31 including the are key factors for the success of international mayor and alderpersons. organisations.

Although it would be going too far afield to try to sum up the results of all these efforts here, a few are definitely worth mentioning: a Vikas Chaturvedi Cruyff Court has now been built in Mumbai 32 Founder & Director, Europe-India that was funded by Dutch companies that were Chamber of Commerce Secretary on the trade mission; former executive Ratan General, ASSOCHAM Europe Tata received an honorary doctorate degree The Amsterdam leadership has given a new from the University of Amsterdam; 33 Waternet shape and dynamics to the relations between is working with Tata Trusts India to purify water India and the Netherlands. Their pro-active, resources in densely populated urban areas in persistent and focused approach has been very India 34 (see also ‘The Golden Triangle’ on page conducive in fostering more investments by 48); Indian airline Jet Airways has expanded its Indian companies into Amsterdam. operations to Amsterdam, adding crucial direct connections to Delhi and Mumbai; 35 dozens of Indian companies have set up operations in Amsterdam; negotiations are underway with a leading Indian bank to establish an office in Amsterdam; and finally, Amsterdam is second only to London when it comes to the European 29

Geoffrey van Leeuwen Consul General, Mumbai Personal contact is extremely important to doing business successfully in India. Amsterdam has built a strategic network there during various missions in recent years. These efforts are now bearing fruit. The region has become the most important location for operations for Indian companies in the Netherlands. Not only do these companies represent capital investments, but even more importantly, they create jobs and contribute to the exchange of knowledge. For the Consul General in Mumbai, these missions offer an opportunity to expand the local network. We gain access to the most important decision-makers and new partner- ships develop. 30

Japan: old friendship, new world

The relationship with Japan dates back to The AMA, particularly Amstelveen, listens to the the beginning of the 17th century, when the needs of the Japanese community and takes first Dutch people set foot on Japanese soil. appropriate action, for example when it comes Working from their trading post at Dejima to international schools, healthcare and culture. on the southern island of Kyushu, the Dutch Amsterdam inbusiness works closely with were the only Europeans who were allowed to Japanese companies to attract other Japanese conduct trade with the former Japanese empire businesses. An administrative mission repre- for over two and a half centuries. Dejima re- senting the region goes to Japan three times presents the starting point of a cultural and each year. These missions are led by a mayor or economic exchange that continues up to today. alderperson from one of the four municipalities Amsterdam plays an important role in this amsterdam inbusiness works with (Amsterdam, shared history, and continues to do so in 2017. Amstelveen, Haarlemmermeer and Almere).

After the United States, Germany and the The partnership with Japan has also undergone United Kingdom, Japan is the largest investor development outside of the economic domain. in the Netherlands. 38 For many Japanese Tokyo and Amsterdam are now partner cities companies, the Amsterdam Metropolitan Area when it comes to urban issues. Apart from is the most attractive location for setting up commercial opportunities, the 2020 Olympic an office in Europe. The Amsterdam region is and Paralympic Games in Tokyo also offer the home to one of the largest Japanese communi- possibility to exchange knowledge in fields such ties in Europe, second only to Düsseldorf. Most as urban transformation, accessibility and sports Japanese expats and their families choose the for the disabled. municipality of Amstelveen as their home. There are currently 301 Japanese companies 39 with 12,193 employees and more than 2,700 expats. 40

Map of Dejima drawn by Kawahara Keiga (1800 - 1850), from Het Scheepvaartmuseum (The National Maritime Museum) collection 31

Akira Sakuma Tinus Krikke Chairman of the Board, Japanese Managing Director, Japan Group AON Chamber of Commerce There are major differences between the I greatly appreciate the work done by Western and Asian business worlds. Japan, in Amsterdam’s leadership to support Japanese particular, has its own unique culture, with very companies in the Netherlands. The regularly different customs and values when it comes held meetings with the mayors of Amsterdam to business. Basic tenets involved in doing and Amstelveen, the NFIA and amsterdam business there include respect, long-term inbusiness provide an opportunity for Japanese business relationships and the social aspect. companies to know what is playing in Dutch In view of these concepts, the administrative society, and to ask for support in case there missions to Japan are extremely useful. A are any problems. The people from amsterdam good relationship is a criterion in choosing the inbusiness show great efforts to support Amsterdam region. Japanese companies and encourage new busi- nesses to come to Amsterdam. The city highly values the presence of Japanese companies and gives the Japanese community a feeling of being welcome and wanting to stay in the Netherlands.

Kiyomi Kato General Manager Internal Audit Division, Mizuho Financial Group Foreign investors face complex issues (economic, tax, regulation, labour) in addition to differences in culture and language. Japanese companies typically start a foreign investment project with a small team of expats, so AIB’s one-stop support proves truly instrumental. Many Japanese managers say, “Why don’t we just quickly call AIB”, regardless of the nature of the issue. AIB is well established among the Japanese corporate community as a first line of support. AIB representatives are truly dedicated to their work, solution-oriented, and take ‘ownership’ of the requests from Japanese companies. The AIB representative in charge of Japan is a senior who has deep understanding of Japanese companies and corporate culture. 32

Argentina: shared ambitions

Since 2015, when a new president took office cities’ relative scale, their quality of life, their in Argentina and a new mayor was elected rich cultural offerings and their European past, in Buenos Aires, a wind of change has been but also to their non-hierarchical admini- blowing through the South American country. strative cultures and similar understanding of Immediately upon taking office, the new the concept of the Smart City. 41 In summary, national government removed several barriers that of a progressive city where technological to trade, making Argentina a more attrac- development must contribute first and foremost tive country to do business with. Doors are to the welfare of its residents. Amsterdam and also opening at the urban level. The mayor of Buenos Aires also assign a central role to the Buenos Aires calls Amsterdam a city he would creative industry, and share the ambition of like to emulate. Why is this? internationalising business activity.

The Netherlands had already accumulated a lot In 2015, a fact-finding mission to Buenos Aires of goodwill in 2013 with an extensive cultural explored the areas offering opportunities for programme revolving around the Buenos Aires cooperation. Both sides were enthusiastic. In Book Fair, the largest book fair in Latin America, the summer of 2016, a small delegation com- and at which Amsterdam was the guest of prising representatives of the City, businesses, honour. Queen Máxima’s Argentinian roots knowledge institutes and cultural organisati- have naturally also contributed to the allure ons went on a mission to Argentina and Brazil, of the Dutch capital. Although several Dutch working closely with the Dutch embassy. companies were already active in Argentina, the Representatives of Dutch companies which Argentinians themselves say that the true at- had already been active for decades in both traction of Amsterdam lies in what the two cities countries also participated and made valuable have in common. This refers not only to the two contributions thanks to their local network.

Amsterdam delegation and local young people in the garden of the Centro Ana Frank in Buenos Aires, around the offspring of the chestnut tree Anne Frank wrote about in her diary 33

Amsterdam delegation and local young people Centro Ana Frank Argentina. Many Argentinians in the garden of the Centro Ana Frank in Buenos can relate to Anne Frank’s story because of their Aires, around the offspring of the chestnut tree history with a military dictatorship in Argentina. Anne Frank wrote about in her diary Until recently, the work in Argentina was still in One of the things that really stands out about the pioneering phase. During the last mission, Amsterdam’s contact with Argentina up to both cities signed a cooperation agreement. 42 now is that our international policy, in which The most important goal right now is to build economic aspects are closely related to social a strategic network in those segments of and cultural aspects, has really made an economic and social life in which Amsterdam impression in Argentina. Buenos Aires, for and Buenos Aires can help one another. All the example, is very interested in the methods evidence suggests this will lead to a fruitful known as the Golden Triangle (see also page partnership. 43 48): the typical Amsterdam approach to water management, waste and energy management, Amsterdam paved the way for President Macri’s and spatial planning. Amsterdam in turn can state visit to the Netherlands in March 2017. learn from Buenos Aires when it comes to the During this visit, discussions covered not only creative industry and the choices the city makes water and energy, but also education and in this regard, or from the programmes it has human rights. This clearly shows that our city developed for the LGBTI community, particularly currently plays an important role in achieving for transgender people. A highlight during the national ambitions. mission to Buenos Aires was the opening of an exhibition on the life of Anne Frank at the 34

Vietnam: nearly harvest time?

Vietnam is one of the fastest growing the To Lich River. Hanoi is now considering economies in Southeast Asia and is developing this proposal and the Netherlands Enterprise into one of the world’s top suppliers of rice. The Agency is reviewing how to involve the World contact between Hanoi and Amsterdam has Bank in this type of project. The relationship increased steadily in recent years. In December with Hanoi is still in the initial phase. The 2014, the two cities signed a Memorandum of Memorandum of Understanding 45 serves Understanding during a relatively small mission as a licence to operate. led by the Mayor of Amsterdam. 44 The parties belonging to the Golden Triangle were also Vietnam is a work in progress. The areas on this trip. A return visit by a Vietnamese requiring special attention are similar to those delegation followed in 2015. Sustainable urban in other countries, such as connectivity. This is development, water and waste management, why KLM and the City of Amsterdam are joining and urban solutions were the items on the forces in their contact with Vietnam Airlines, the agenda. goal of which is to improve the connection with Hanoi. The Vietnamese airline is already flying Hanoi then asked the Golden Triangle to cargo routes to Amsterdam and is now also submit a proposal detailing how Amsterdam considering starting passenger services to can support Hanoi in the development of Schiphol. 35

Tel Aviv & Ramallah: working together on common ground

International relationships between cities are several interesting opportunities for cooperation extremely valuable, particularly when the on a commercial, cultural and educational level. contact between their respective governments It is a partnership that can enrich both parties. is fraught with difficulties. In a conflict situation, when the emphasis is on differences and This doesn’t mean that Amsterdam will turn a contradictions, it is easier for cities to continue blind eye to the conflict in the region. It goes focusing on similarities. As a result, cities can without saying that Amsterdam adheres to play an important role on the international the position of the Dutch government, which stage. We also see this role in Amsterdam’s favours a two-state solution and maintains that attempts to work with the cities of Tel Aviv and the construction of settlements by Israel in the Ramallah. Palestinian territories is in violation of internati- onal law. Amsterdam takes this one step further, Amsterdam has made three work visits to each asserting its dedication to preventing any city led by the mayor or an alderperson. 46 Seven cooperation from benefiting the army and the members of the City Council participated in the military-industrial complex in Israel. most recent trip in March 2017. The goal is to find ‘safe ground’ in Tel Aviv and Amsterdam, Tel Aviv and Ramallah have one Ramallah; a common foundation that makes thing in common: they are ‘atypical’ cities, to concrete partnerships possible. greater and lesser degrees. Liberal Tel Aviv is not a typical Israeli city, and Ramallah is not re- Amsterdam’s expertise when it comes to water presentative of Palestine. Residents of Ramallah management and water supply can be very describe their city as being ‘a bubble’. In spite important for Ramallah, which is why repre- of the countless obstacles seriously thwarting sentatives from the Golden Triangle joined on the free movement of people and goods, it is a a number of the trips (see also page 48). In remarkably active and open city. an altogether different project, Amsterdam’s student cinema, Kriterion, is investigating Thanks to their diverse populations, the type of whether it would be possible to set up a cinema city and their functions in their own countries, in Ramallah. This would be patterned after their there is something familiar about Tel Aviv and own model, just as they ‘cloned’ themselves in Ramallah for the people of Amsterdam, each the cities of Sarajevo and Monrovia, which were in their own way. The cities offer Amsterdam also scarred by war.

Alderperson Ollongren with Amsterdam City Council members and the delegation at the statue of Nelson Mandela in Ramallah and at the Bialik Rogozin School for migrant children in Tel Aviv 36

Another potential project is that of the simple terms: in Tel Aviv, it’s okay for things to Amsterdam City Archives, which was asked go wrong now and then. People in the Nether- to advise Ramallah in setting up its own city lands are by nature risk-averse, which results in archives and to help it use archive materials as a certain tension that is not conducive to the ‘raw material’ for exhibitions and presentations startup climate. One of the ways to remove this in a museum that will be built. cultural obstacle is by connecting Amsterdam’s startup community with that of Tel Aviv in an In Tel Aviv, Amsterdam wants to learn from the exchange programme similar to the ones set up lively startup community. One insight gained with cities such as Paris, Berlin and New York during the trips to Tel Aviv is that people there City (see also StartupCity, page 53). cope very differently with risks. To put it in 37

Europe

Europe’s position in Amsterdam’s international innovation and the reception of refugees. Many policy falls partially outside of the scope of of these themes were also on the agenda of this memorandum. For this reason, the College the 2016 European Capitals Conference, which refers first of all to the European Strategy 47 , Amsterdam organised. The conference resulted ratified by the Council in 2012. in the permanent strengthening of the ties between the 28 capitals. Within the context of this memorandum, Amsterdam’s European policy may be roughly Intensive partnerships have been forged with divided into four parts. various European cities in the areas of startups and innovations (see also page 53, StartupCity). First, there are the bilateral relationships with Taking Paris as an example, exchanges were set other European cities, particularly Paris, London in motion between startups based in France and Berlin. The relationship with these three and the Netherlands, and looking to the east, cities is motivated by the desire to promote Amsterdam has been sharing knowledge on Amsterdam as a fully-fledged interlocutor. incubators with Berlin. Amsterdam also works closely with Brussels on matters such as The contact with these and other European radicalisation. capitals is conducted primarily at the govern- mental level and is less focused on business Secondly, there is the interaction with the since economic transactions find their own European Union as a supranational institution, way around the European internal market. which in fact amounts to a combination European cities have a lot in common, allowing of public affairs, influencing policy and Amsterdam to share its knowledge and experi- lobbying activities. The priorities are reviewed ence in areas such as urban planning, diversity, periodically. In March 2017, the College social cohesion, radicalisation, sustainability, updated a list of European priorities, 48 including

Mayor Van der Laan and Minister of Foreign Affairs Bert Koenders at the opening of the Dutch presidency of the EU; Amsterdam organised the European Capitals Conference during the same period 38

the strengthening of Amsterdam’s position as European cities. Our knowledge and cultural a hub, the recruitment of international talent, institutes also have access to an extensive sustainable urban development and Brexit. European network. These relationships con- tribute to Amsterdam’s international strength, Since Amsterdam’s range is relatively limited, which is why regular missions and work visits to the majority of these activities are handled European cities are planned under Amsterdam’s by the national government. In spite of this, banner. there are many gains to be made in Brussels. Amsterdam, in turn, has a lot to offer Europe. It is important for the Amsterdam message Participation in the Eurocities sustainability in Brussels to be the same one the city forum 49 and Amsterdam’s contribution to communicates elsewhere in Europe and the The Urban Agenda for the EU 50 are just two rest of the world. examples. Thanks to its powerful and clear international message, the city can join existing The facts: There are 1,207 European companies and future European programmes and initiatives based in and around Amsterdam (excluding and gain access to European financing. Dutch companies) with a total of 110,983 employees. 118,115 people with a European There is also the Europe for which Amsterdam nationality other than Dutch live in the region. feels partly responsible as the capital of the The countries with the largest number of Netherlands. Amsterdam wants not only to companies are: the United Kingdom (349), share in the benefits of a united Europe, but Germany (207), France (118), Switzerland (76) also to pay its share of the costs. It absolute- and Belgium (68). The countries with the most ly goes without saying that whenever there employees are: Turkey, the United Kingdom, are difficulties in Europe, Amsterdam will be Germany, Italy, Spain, France and Poland. 52 committed to alleviating the problems in the affected region. The cooperation with Athens is an excellent example of this. 51 During the recent Dutch EU presidency, the Mayor of Athens attended a conference of European capitals in Amsterdam. While here, he called for solidarity with the Greek capital, which is burdened by a major influx of refugees. The mayors in atten- dance were unanimous in their commitment to help Athens. At the European Commission’s request, Amsterdam took on a leading role in these discussions.

Apart from this policy, the economy of the Amsterdam Metropolitan Area is closely inter- twined with that of a large number of other 39

8. The organisation behind the international policy

This chapter addresses how the international This is followed by a section that takes a closer policy is structured. Several clear shifts have look at content. Six key themes have been iden- taken place over the last decade. The last tified that Amsterdam can use to promote itself time this was discussed in the Council was in abroad. Amsterdam has a good track record February 2014, when it was agreed to modify for all of these topics, which are closely related a few international strategy areas during an to the values that the city considers to be of evaluation of international policy. 53 In short, paramount importance. The choice of where to the modifications amounted to the following: engage in partnerships flows naturally from the a) introduce more cohesion and direction in content of these themes. the implementation process, both within the organisation itself and outside of it; b) improve To illustrate this, a description follows of several monitoring of the progress being made in inter- programmes that have grown out of these sub- national relations and make adjustments where stantive choices, such as the Golden Triangle, needed; and c) focus closely on the substance Open Amsterdam! and StartupCity. as well as the geography of the choices. In this chapter, the College would like to evaluate in- ternational policy along roughly the same lines. 8.1 The basics: getting the house in order Much has happened and has been accom- City partnerships or ‘twinning’ plished, and many new initiatives have been set In 2010, Amsterdam still had a considerable in motion. This section is an attempt to provide number of city partnerships that were not very a structured account of these changes. It starts active. These were mainly Eastern European with a few measures which were taken to get cities that wanted to integrate into Europe as our ‘house in order’. The situation with city soon as possible after the fall of the Iron Curtain. partnerships was gone over with a fine-toothed In that respect, the twinning programme proved comb, the backlogs in the travel reports were its usefulness, but by 2010, most of these part- eliminated, and all proposals for travel on behalf nerships no longer amounted to much. For this of the municipality were subjected to strict reason, the majority were not renewed. supervision. In the introduction, the College remarked that A matrix was used to apply structure and city partnerships are not a goal of international cohesion to Amsterdam’s international policy; relationships in and of themselves. The value this tool helps set priorities in both geographic of international cooperation is communicated and substantive choices, and to monitor them in the choice of the right partner, in concrete during implementation. The second part of this projects but also in the results of this coopera- chapter will address in more detail how this tion, regardless of whether or not a sister-city matrix has become a way of thinking. relationship exists. Incidentally, it is often busi- nesses and knowledge institutes that benefit The third part of this chapter will discuss the the most from a long-term relationship, more administrative organisation. Several different than governments or official organisations. departments and organisations are involved in international policy. Three players have been Numerous factors play a role in the choice of assigned a central role: The Bureau of partners in international relations, each of which International Relations, amsterdam inbusi- may in turn have its own flavour or colour, such ness and IN Amsterdam. They are fortunate as political cycles, the local business culture or enough to be able to rely on several competent the degree to which government and business partners. are intertwined with one another. These factors are nearly always different from the way things 40

are done here. For Amsterdam, a city that so segment (cluster). It also provides direction explicitly promotes itself on an international for the development of new and existing in- level, it is crucial to achieve a high degree of ternational relations, and serves as a guide in professionalism during the process of choosing determining the travel schedule and compo- a partner and building a relationship. Many sition of the delegation. The tool helps to set lessons have already been learned in this priorities and to closely monitor the imple- regard, but there is still room for improvement mentation of international policy, modifying and for more efficiency. This is a process of it where necessary. The matrix is a worksheet professionalisation that deserves attention and based on a simple pattern. It was designed to effort in the coming years. provide structure and certainty in a domain that is constantly changing, thus promoting loyalty Travel reports to the foundations of Amsterdam’s international In 2010, there was a major backlog in reporting strategy. In this sense, the matrix has become a on the international trips that were made at way of thinking. different levels within the municipal organisation. No reports had been prepared for 44 of the As far as acquisition is concerned, the matrix is trips. This lack of transparency has now been filled in on the basis of the wishes and expec- reversed, and the reports from all the adminis- tations of the foreign partners in areas such as trative missions are now published on the City’s business climate, schools, the connection to the website within one month of the trip or work home country and healthcare. All the activities visit. that Amsterdam has developed in relation to the selected countries or ‘clusters’ are then Monitoring travel activities adapted to the ‘scores’ in the matrix. At the same time, the Bureau of International Relations (IR) has started closely monitoring This has resulted in a different picture for each the municipal organisation’s international travel country. Using an example to illustrate: for activities. For a long time, there was little insight companies from India, connectivity is a decisive into this situation. At present, the College must argument for whether or not they should set submit proposals for international trips to the up operations in the Amsterdam region. This Bureau IR for prior approval. The guideline is was why KLM and Amsterdam championed the clear: anyone booking a trip without coordina- arrival of the Indian carrier Jet Airways, 55 which ting this with the Bureau IR will have to pay for now offers direct connections to Mumbai and this out of their own pocket. Anyone wishing to Delhi. For the same reason, negotiations are travel abroad must be able to explain how their underway with a prominent Indian bank for trip is in the City’s interest, how it fits within the the establishment of an office in Amsterdam. larger context, and why he or she is the one The City Council is also working on opening an making this trip on Amsterdam’s behalf. Clear Indian hotel that will have the same image and rules have also been formulated for how people significance for the Indian community as the travel. For example, personal and business trips Okura Hotel has for the Japanese community. may not be combined, and people may not accumulate air miles for municipal travel. Another example involves the specific needs within the Japanese community when it comes to primary school education and healthcare. 8.2 The matrix The more effective the efforts to meet these Another crucial first step was the development needs, the more Japanese people will feel of a matrix to help guide policy. This matrix 54 at home here, and the more appealing the is a tool used to illustrate which aspects of business development climate will become the business development climate may be for Japanese people who are also considering optimised for each country, region or economic relocating to Amsterdam. 41

International schools are high on the wish list geared toward deriving the maximum benefits of all international communities. The quality from the so-called Triple Helix, the partnership and accessibility of the education offered at between knowledge institutes, business and international schools is a crucial criterion for government. IN Amsterdam’s Open internationals interested in relocating here. Amsterdam! programme (see also page 52) Amsterdam and the national government are focuses on attracting international talent. joining forces to resolve the shortage of availa- bility at international schools, which amounts The matrix also demands strategic thinking to thousands of places at schools in the coming when it comes to making travel plans. Where years. This is an urgent need, and time is of are Amsterdam representatives travelling to? A the essence. It has been established that the country such as Mexico does not belong on the costs of taking measures pale in comparison list at this time, nor does Russia. Argentina, on to the benefits. It’s quite simple: an internatio- the other hand, does. Amsterdam and Buenos nal community that is firmly anchored in Dutch Aires can learn from one another in several society guarantees a sustainable economic areas. Which themes are key for Amsterdam, relationship that can generate many tens of who will be included in the delegation, and with thousands of jobs in the Netherlands. whom will they be meeting in the host country? If food safety is high on the agenda in China, Another ideal that all the clusters have in then it goes without saying that the University common is the need for innovation and talent. of Wageningen – an authority in this field that To meet this need, it is crucial to create con- enjoys global notoriety – will be joining the nections between all the available knowledge group on the plane to Beijing. and talent. In this regard, international policy is

‘The people in Amsterdam understand our culture and the way we do business in Japan.’

Akira Sakuma Japanese Chamber of Commerce

A recent Amsterdam Marketing campaign that accurately re#ects the relationship between Amsterdam core values and the business climate is Open Mind, Sharp Business. (See also footnote 61.) 42

The matrix is also a suitable tool for evaluating 8.3 Who does what? progress in an international relationship and In this section, the College would like to provide making adjustments in the interim. It’s not the a brief description of the structure and workings question of how many contracts have resulted of the administrative organisation behind inter- from a specific mission that matters. Sometimes, national policy. the question is completely irrelevant or impos- sible to answer since some of these missions The common thread running through the im- are only designed to establish initial contact. plementation of international policy has been Even if there is every indication that this initial the goal of making the right connections, both contact has the potential for successful follow- internally and externally, in order to present up, the mission itself is nothing but a first step. a close team with a clear story to the outside However, this first step can be a crucial one, as world and to take the right approach to bringing in the case of KLM and Jet Airways. Two years together all the various elements that contribute after a small Amsterdam delegation walked to Amsterdam’s strength. Compared with 2006, into the head office in Mumbai for an introduc- international policy is much more coherent tory meeting, KLM and Amsterdam ultimately now. Several parties are involved, and they are managed to add two daily connections to India. better able to coordinate their work with one another. Now that the Bureau of International Relations (IR) is closely monitoring the topics for which Amsterdam is in demand abroad and the Edward E. Greene, Ph.D. focus of trips made by Amsterdam experts, it is Director, International School of easier to more accurately describe Amsterdam’s Amsterdam unique qualities. This also implies the entrance The Amsterdam leadership has recognised the of new partners on the scene. vital importance of the International School of Amsterdam as a major selling point to Within the Amsterdam region, there have always global companies considering a move to the been many parties developing international Amsterdam region. We have had the pleasure activities, but many of these efforts occurred of travelling on various trade missions. I think it independently of one another or on the parties’ is fair to say that whether they are on a mission own steam. This has clearly changed. The to Berlin, Tokyo, Copenhagen, Seoul or New diverse parties have come together, building York, the foreign policy team of the Amsterdam a network organisation that connects all the Region should be considered a veritable aspects of what Amsterdam can offer for in- national resource. It has been our privilege to ternational business activity. As a result, these participate in these events. parties now know how they can benefit one another and can create new connections which lead to new insights and partnerships.

Mitsuhide Sano De centrale spelers Teijin / JCC In 2008, the four municipalities of Amsterdam, We truly appreciate the efforts of the Amsterdam Amstelveen, Almere and Haarlemmermeer- leadership in supporting Japanese people polder freed up money and manpower to set living in the region. They’ve helped to establish up amsterdam inbusiness (AIB), which was the Japan Desk in the Amstelland Hospital, modelled on the NFIA. Shortly thereafter, the the Japan Expat Clinic, the Japanese School cities of Amsterdam and Amstelveen established of Amsterdam and the Tulip Kindergarten. IN Amsterdam (originally known as Expatcenter Also, they organise fantastic events such as the Amsterdam), in cooperation with the Dutch Cherry Blossom Festival and The Japan Festival. government and the Dutch Immigration and Naturalisation Service (IND). These two highly 43

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respected organisations have come to play an specific area of expertise, but the Bureau IR important role in Amsterdam’s acquisition and advises on the remaining topics such as gender support efforts for international companies, issues and culture. By taking this approach investors and talent. AIB and IN Amsterdam to cooperation, the region can promote both work on behalf of the AMA. itself abroad as a single entity with a clear, unambiguous message. The Bureau of International Relations (IR) is the municipal department that has been respon- AIB and the Bureau IR have grown to become sible for the general management of all the the central pivot in international policy. They international activities since 2014. It advises met with the specific departments, the Mayor’s the College and the civil service system about Cabinet, the Alderperson of Economic Affairs, international policy and its implementation, and Amsterdam Marketing and the Amsterdam builds the interrelationships between the two, Economic Board to work on introducing more not only within Amsterdam itself but also with focus in international policy. the other municipalities of the AMA. The Bureau IR takes Amsterdam’s story on the road, and these efforts have borne fruit. Their experience is that companies, universities, cultural orga- nisations and other government agencies are open to this inclusive approach and are happy to work together in realising their international ambitions. This has led to inspiring cross-overs and unexpected partnerships, such as a cultural organisation’s success contributing to the achievements of a trade mission, and vice versa.

It is also possible, for example, for the The Mayor of Amstelveen, Mirjam van ‘t Veld, met ‘Amsterdam’ Bureau IR to play a role in the with Professor Yoko Ishikura (R) and Ms Kaoki Sasaki in Japan in 2015 and 2016, both of whom are dedicated to Mayor of Amstelveen’s trip to Japan. The main bolstering the economic and social position of women purpose of the trip is acquisition, which is AIB’s in Japan 44

The partners in Balans (Amsterdam Marketing in relation to Another important player is the Amsterdam City in Balance)’ addressed to the members Economic Board. Since 2010, this network or- of the City Council Committee for Work and ganisation of government agencies, knowledge Economy. 57 institutes and businesses from the Amsterdam Metropolitan Area (the Triple Helix) has been Launched in 2016, Amsterdam Trade is a new working on reinforcing the regional economy regional initiative that will fully focus on the in- and stimulating innovation. The Board’s agenda ternationalisation of SMEs based in Amsterdam is connected to the matrix, and vice versa. according to the amsterdam inbusiness formula. The goal is to support small- and medium-sized The city marketing activities are handled by enterprises in Amsterdam in their foreign trade Amsterdam Marketing. City marketing is a activities by offering these companies the crucial element in Amsterdam’s press policy and opportunity to join Amsterdam’s international in the promotion of Amsterdam abroad as a trade missions, among other things. dynamic area to live and work, an attractive con- ference destination and an ideal testing ground In 2015, an organisation was founded in for innovations. Core values such as creativity, Amsterdam whose goal is to create the ideal innovation and the spirit of commerce lie at ecosystem for startups: StartupAmsterdam. 58 the foundation of Amsterdam’s positive image. This programme is closely aligned with the It is vital for this brand to be conveyed une- StartupDelta 59 national initiative, also launched quivocally and emphatically in all international in 2015, which was initially led by Neelie Kroes relations. For this reason, Amsterdam Marketing but is now headed by Prince Constantijn. is involved in all international missions. Amster- Amsterdam is now firmly established on the dam’s integrated city marketing strategy is held map as a successful city for startups, and has in high esteem internationally and serves as an shot up in the international rankings to the example for many other cities. third or fourth spot in Europe, after London, Berlin and Paris. It goes without saying that In recent years, several visible changes in StartupAmsterdam also plays an important role direction have been made to Amsterdam’s in international policy. The organisation actively city marketing strategy. These are closely seeks out international connections, and with related to the Stad in Balans (City in Balance) this goal in mind, has organised administrative programme. 56 Marketing efforts currently target missions to Tel Aviv and Ramallah, San reputation first, and are guided by content. The Francisco, London, Paris, New York and Berlin. primary target groups are businesses, confe- In promoting Amsterdam as a StartupCity, a rence attendees and residents. Marketing can close working relationship has been established focus on the areas of culture, business or con- with AIB and Amsterdam Marketing. Startups nectivity. As far as visitors are concerned, the from Amsterdam also form an integral part of emphasis is on offering high-quality options and economic missions abroad. (For more on on improving the distribution of visitors throug- StartupCity, see page 21.) hout the city, the region, and the Netherlands as a whole. There are plenty of regions in the Netherlands that would like to see more visitors, such as Rotterdam and The Hague; Amsterdam can also promote the tourist attractions in these areas. In 2014, Amsterdam Marketing stopped targeting visitors with its promotional activities abroad. For a more detailed summary of the city’s marketing activities, please refer to the letter ‘Amsterdam Marketing in relatie tot Stad 45

8.4 Using content as a guide the partners will stay the same. Here, as ever, it is important to keep in mind that past results do Six disciplines in which Amsterdam excels not offer a guarantee for the future. The world The College has formulated several specific simply changes too fast for this to be the case. themes 60 which have given a clear, sectoral It requires a continuous effort on our part to focus to international policy. These themes maintain or expand existing relationships and, involve a delimitation of the areas in which if possible, to bring new meaning to them. Amsterdam excels, and with which it can make Fortunately, as is also the case with old friends, a difference abroad. The themes are closely we can count on a considerable amount of related to the values that Amsterdam considers mutual respect and trust. to be of paramount importance. 61 Every theme bears the ‘Amsterdam’ quality mark, as it were. A second category involves the emerging economies of the BRIC nations, which Chosen on the basis of insights gained through Amsterdam identified as promising regions in experience, the themes may be adjusted or 2010, following the example set by the Dutch intensified at any time. government. Vietnam and Argentina were added to this list later. Russia is not included in There are six specific themes: 1) Sustainable this category due to the substantial pressure on urban development and transformation; 2) human rights there in recent years. Mobility; 3) Health; 4) Citizenship and inclusion; 5) Culture and heritage; and 6) Innovation, The state of affairs in international relations smart city & data. varies a great deal from one city or country to the next. The cooperation has really taken flight This selection is derived from the urban in China and India. Our efforts in Vietnam are challenges formulated by the Amsterdam beginning to bear fruit, and the first valuable Economic Board. Amsterdam has a strong focus contacts are being established in Argentina. on these themes, but they are also universally Brazil, which is experiencing economic relevant. All the cities of the world are facing difficulties, has also remained loyal to the same challenges, to a greater or lesser Amsterdam in hard times. In this case, it is degree. actually useful to intensify the cooperation in regard to numerous social issues. In 2017, the relationship between these themes will be more clearly formulated, thereby Incidentally, geographic choices are not set in strengthening Amsterdam’s international profile stone either. If the facts change, the direction and supporting the central players in their pursued must be adapted accordingly. respective roles as pioneers or directors. The third category relates to what are referred What now? Where do we go from here? to in international strategy as ‘countries of Geographically, international policy has been origin’. These are the countries of origin for focused on four categories. substantial groups of Amsterdammers, such as Morocco, Turkey and the Antilles. Two The first category includes the countries, cities countries that have been dropped from this list or regions with which Amsterdam and the are Ghana and Suriname. Ghana is no longer in Netherlands have traditionally maintained a this category since Accra has not demonstrated warm relationship, such as Japan, the United an interest in establishing a partnership, and States and South Korea. Like old friends, we Suriname was eliminated from the list when know what to expect from one another. This Bouterse took office as president. does not mean that we can assume the relati- onship will always remain at this level and that 46

Finally, we have Europe, the old continent with which Amsterdam is so tightly interwoven and which is difficult to include in the other afore- mentioned categories. The cooperation with the three large European capitals of London, Paris and Berlin is particularly significant for Amsterdam.

Regardless of the country involved, Amsterdam must remain flexible and willing to work with different partners on a project basis, always based on the overarching idea of the respon- sible capital. A country like Turkey is naturally not only interesting as a country of origin, but also in economic terms. At the same time, we are seeing the destabilising effect of the war in Syria, the humanitarian disaster that this continues to cause, and the influx of refugees trying to get to Europe via Turkey. We also cannot close our eyes to the political develop- ments in Turkey and the repercussions these have for human rights and freedom of the press. Amsterdam’s international policy keeps pace with these developments, and this demands a continuous reconsideration of strategic assumptions and the resulting choice of tools. In some cases, this may mean that in spite of everything you have built up throughout the relationship, you may have to take a few steps back. 47

8.5 Content in practice Several examples follow below that illustrate how a specific theme translates to international policy in practice.

Art & Culture Art and culture are indispensable for adding cultural sector, the creative industry and the depth to public life and building the resilience startup community went on this trip, which was of the rule of law and democracy. Amsterdam led by the alderperson for Art & Culture and has a lively art and culture sector. This is was organised in cooperation with AIB, IR and beneficial for the personal development of the Amsterdam Marketing. The size and composi- city’s residents and for the vitality and quality of tion of the group contributed to the exposure life within its neighbourhoods, but also for the of the individual members. They were able to business development climate. Art and culture participate in each other’s networks and create make a strong contribution to the international new connections, leading to a further expansion reputation of Amsterdam, act as an engine of the existing network in New York. that drives social and economic development, and increase the appeal of the city for creative talent, visitors and companies. Marloes Krijnen The link between the economy and culture has Director of Foam proven vital to Amsterdam’s international policy, Amsterdam has a shining reputation when a fact that has been recognised by the various it comes to art and culture. In addition to Colleges over the years. Cultural organisations huge crowd-pleasers such as the Van Gogh have been an integral part of Amsterdam Museum and the Anne Frank House, there are delegations for years now. Events involving also exciting and surprising offerings on the world-renowned Amsterdam cultural institutions fringes of the cultural arena. In these ‘off-the- such as the Royal Concertgebouw Orchestra, beaten track’ locations, issues are challenged, the National Opera and Ballet, Foam and the and there is room for experimentation and Rijksmuseum are often the highlight of an innovation, ultimately invigorating the entire Amsterdam mission, elevating the Dutch capital sector. This is an area that appeals to a different to a higher level abroad. The value, or to put it group of people: young, open-minded, curious in more economic terms, the return, cannot be and engaged. It is fantastic that the City also underestimated. views this cultural offering as a notable export product, and also presents these cultural This College aims to continue building on this organisations during trips abroad as the successful formula. In November 2015, the contemporary voice of Amsterdam values, Council approved a series of plans whose goal in addition to the favourite cultural icons. is to strengthen the art and culture sector. 62 Foam is proud to be a part of this. One important element of these plans is the internationalisation of art and culture. By stimulating international cooperation and by connecting international companies and pro- fessionals with the art and culture sector, the position of Amsterdam will also gain traction.

One recent trip which focused mainly on art and culture was the mission to New York in September 2016. 63 Around 115 people from the 48

The Golden Triangle Jan Raes All the major cities of the world are facing the General Director of the Royal same challenge, to a greater or lesser degree. Concertgebouw Orchestra As populations continue to grow, so does the Amsterdam’s international policy is a ‘best demand for clean drinking water and good practice’ that we regularly present as an sanitation. Cities are also looking for the most example to our other subsidiser, the Dutch effective way to manage the increasingly large government. The city knows how to put the mountain of waste that they produce. These exposure and impact that a performance challenges are closely related to the conse- abroad can have to good use. By choosing quences of climate change and the growing the appropriate performance at the right time, shortage of traditional sources of energy and as well as the right type of activation around other raw materials. The answer lies in sustaina- the event, together with the Concertgebouw ble environmental planning, whereby quality of Orchestra, the accompanying sponsors and life is the primary benchmark. diplomatic representation on site, the partner- ship can generate optimal returns. Amsterdam is a city that shares its history with water. This historical connection with water has led to an integrated approach to water management, waste and energy management, Karin van Gilst and urban planning that has come to be Commercial Director of the Stedelijk known as the Golden Triangle: the cooperation Museum between the public organisations Waternet, The Stedelijk Museum Amsterdam works with the Amsterdam Waste and Energy Company the City of Amsterdam to improve the city and (AEB) and the Department of Planning & the museum’s visibility and connections across Sustainability. This is a unique partnership. In national borders. There is no doubt whatsoever most foreign cities, there is a strict separation that the city’s foreign policy generates positive between these areas. results for Amsterdam and for all the companies and institutions there with aspirations abroad. For this reason, let’s call it the Amsterdam approach: a method that not only lends itself well as a source of inspiration and an export product for other cities, but which is also so open and adaptive that it makes Amsterdam the perfect testing ground or ‘living lab’ for innovations and experiments that arise through interaction with partner cities. Amsterdam is a truly smart city, an example of public efficiency that contributes to quality of life, and thus to the city’s ability to attract foreign companies and organisations. This is a quality that must not be underestimated compared with other cities that might be able to hold their own among the economic heavyweights, but where pollution has taken on untenable proportions.

The Golden Triangle’s integrated approach ties in seamlessly with the idea of Amsterdam as an International Responsible Capital. 49

The concept has now been embodied in an action plan which the City of Amsterdam can Aart Jacobi present to the outside world. The Golden Ambassador in Tokyo, previously in Triangle can continue to build on this through a Beijing number of initial successful and promising pilots For a major metropolis like Tokyo, or partnerships in areas such as the Al Zaatari Amsterdam may not initially seem like an refugee camp in Jordan, the Vietnamese capital obvious match. But by focusing on content, Hanoi, Buenos Aires and São Paolo, the Chinese the Amsterdammers managed to spark mega-cities of Shenzhen, Deyang and Beijing, interest in partnerships in areas such as and the partnership with the Tata Trusts in India. smart mobility, waste management and creative industries. It is a source of ideas for the Tokyo Metropolitan Government.

Kees van der Lugt (Waternet), Evert Lichtenbelt (Amsterdam Economic Board), Eric van der Kooij (Planning & Nienke Trooster Sustainability) Ambassador in Hanoi, Vietnam An Amsterdam mission opens doors so that The fact that the capital of the Netherlands has we, as the Golden Triangle, can present a formal relationship with Hanoi is proof for Amsterdam/Dutch solutions to the relevant the Vietnamese that not only Amsterdam but decision-makers and experts abroad. Pre- also the Netherlands have a genuine interest sentation topics can include the sustainable in the country. The personal touch that the spatial development of the 400-year-old Canal Amsterdam administration adds to its contact Ring as well as the newer neighbourhoods of with Vietnamese partners has created a IJburg, or the unique partnership between the relationship that offers the Netherlands unique Amsterdam West wastewater treatment plant access. This also helps the embassy in its work. (RioolWaterZuiveringsInstallatie-West), the The Amsterdam Metropolitan Area has a lot to Waste Management Plant in the Western Port offer Hanoi in areas such as water management Area, Amsterdam Rainproof, and the Water- and town and city planning. Thanks to their front development project. This presentation is connection to Amsterdam, institutions such as always met with enthusiasm. The next step is to the Anne Frank Foundation and universities determine how public, private and knowledge have also been able to demonstrate their added partners from Amsterdam and the Netherlands value. can contribute to a local solution. We also learn a lot from this, as we try to emulate certain qualities found in other metropolises. 50

World-renowned street artist Eduardo Kobra from São Paolo wanted to paint a portrait of Anne Frank in Amsterdam; in many countries, she is a symbol of resilience and justice 51

Human Rights the life of Anne Frank was held at the Centro Amsterdam is a pluralistic, diverse and tolerant Ana Frank Argentina. This was also a highlight city. This open character is inextricably linked to of the mission. the city’s international orientation. Amsterdam has always been a safe haven for dissidents or During the mission to China in 2014, 65 the those fleeing persecution for their beliefs or Amsterdam delegation met with the Chinese sexual orientation. They can be who they want artist Ai Weiwei. The representatives from to be here and can take an active part in the Amsterdam also spoke with an organisation for social process. parents of LGBTI people, as well as activists who focus on the lack of legal rights for the Social themes such as diversity and human hundreds of millions of people who have rights make an important contribution to the migrated from the Chinese countryside to the returns yielded by international policy. In this major cities. These lawyers advocate the reform regard, Amsterdam has a fantastic track record. of the system to which this legal inequality is implicit, and which can disrupt social life in It is a city of citizens, not of absolute rulers. The China in the long run. rule of law, active citizenship and human rights have defined the city’s identity. Equal rights, the In India, Amsterdam has a warm relationship protection of minorities, freedom of expression with several social organisations which fight for and freedom of the press are core values that women’s rights (see page 10, India: a strategic are reflected in everything Amsterdam does. network). Closer to home is the Amsterdam This is what we convey in our interaction with City Council’s Shelter City initiative, in which parties abroad, directly or indirectly. Amsterdam offers temporary housing to human rights activists who are given the chance to These core values are tangible, something that ‘catch their breath’ here and develop further. was proven yet again when the former Mayor The project is comparable to the Dutch Foun- of Beijing complimented Amsterdam for its dation for Literature’s project, Amsterdam inclusive nature during his visit. His observation Vluchtstad (City of Refuge), which focuses on presented the ideal opportunity to further writers, poets and publicists who are the victims explain Amsterdam’s core values and explicitly of oppression or death threats because of their connect the human rights theme to social and work. economic interests. Coinciding with Amsterdam Gay Pride in 2016, How is the theme of human rights expressed Amsterdam was the host city for Europride, in international policy? A few examples follow featuring representatives from San Francisco, below. Buenos Aires, São Paolo and Sisli, a borough of Istanbul. All of the European cities that are part Anne Frank and Amsterdam are inextricably of the Rainbow Cities Network also met during linked to one another. Nearly 70 years after her this period. diary was first published, her message of hope, inspiration and love is recognised worldwide. Anne Frank connects cultures; her story is universal. The Anne Frank Foundation and the City of Amsterdam convey this message all over the world. In 2014, during the Amsterdam mission to Hanoi, the opening of the exhi- bition Anne Frank - A History for Today was the highlight of the trip. 64 In 2016, during the mission to Buenos Aires, a similar exhibition on 52

As small-scale as some of these examples may Open Amsterdam! be, these types of exchanges not only show International talent is becoming an increasingly what Amsterdam stands for, but they also important criterion for companies that are inject a certain nuance and depth into the considering setting up shop in Amsterdam. city’s international relationships. This is why IN Amsterdam has developed a strategy 66 that is designed to persuade inter- national talent to come to Amsterdam and to ensure that the talent that is already here stays. Ronald Leopold Managing Director, Anne Frank The ‘Open Amsterdam!’ project concentrates Foundation on three themes important to internationals: By going on a trip with a delegation from the ‘Education’, ‘Work’ and ‘Quality of Life’. City led by the mayor, we have come into contact with organisations and people that we The Education theme looks at the shortage never would have met so easily on our own. We in capacity at international schools, the needs have developed networks that are crucial for of young international Amsterdammers, our work in Vietnam or Morocco, for example. and the internationalisation of higher education Our presence abroad doesn’t just serve local institutes. interests. The Anne Frank story introduces our foreign partners to a period from Amster- The goal is to considerably expand the dam’s history that is as painful as it is crucial offering of international primary and secondary to our city’s identity. Anne Frank was a voice education, both at private and public inter- conveying the core values of Amsterdam. national schools, but also to provide regular Her life story is a source of inspiration for a educational institutions with a more interna- contemporary mission, focusing on the fight tional orientation. This will also help to teach against anti-Semitism, racism and discrimination the youngest residents of Amsterdam from an and the importance of freedom, equal rights early age how great it is to direct their gaze and democracy. The cooperation between the outwards. The shortage of available places at Anne Frank Foundation and the City contributes international schools is a problem which to Amsterdam’s image as an International requires a fast solution. International families Responsible Capital with a clear accent on will avoid Amsterdam if their children don’t have human rights. access to high-quality international education. (See also ‘The Matrix’ on page 40.) The Delta Plan for International Education was created by the AMA in 2016 in order to address these problems. A start has been made, but the project still has a long way to go.

As far as higher education is concerned, Amsterdam institutions for higher education will have to strengthen their international profile in order to attract (and keep) foreign students and research staff. In 2016, Vrije Universiteit Amsterdam, the University of Amsterdam (UvA), the Amsterdam University of Applied Sciences (HvA) and Inholland University of Applied Sciences started a collective internationalisation agenda entitled ‘Open Knowledge Amsterdam!’ There are four topics on this agenda: housing, 53

legislation and regulations, career opportunities StartupCity and trade fairs. One successful activity is the The fact that Amsterdam has a vibrant startup International Talent Event Amsterdam (ITEA), 67 community has not escaped the attention of in which international talent is linked to major international media outlets. “The flexible companies based in the region. and outward-looking nature of Amsterdam has infected its startup scene – and its worldly The Work theme covers entrepreneurship, aspect means the city is gradually becoming access to the job market and the possibility an accelerator for the rest of the globe,” for alumni to build further on a career in the according to Wired. In Bloomberg’s assessment, city in which they graduated. It is important for Amsterdam has earned the right to the title of entrepreneurs to get an easy start with their ‘Next Global Tech Hotspot’ .69 businesses and to have access to relevant infor- mation on local legislation and regulations. Technology, creativity, innovation, the produc- tive interaction between startups, multinationals An international city is a welcoming city. But and venture capitalists, the presence of a what makes someone really feel at home here? tech-savvy population that is open to trying new A small gesture can make a huge difference. products and services – these are all factors A speech given in English instead of Dutch, that shape Amsterdam’s business development for example, or information made available by climate. StartupAmsterdam has developed a the City in several languages for its residents. broad programme designed to facilitate this The Quality of Life theme focuses on a smooth dynamic. The reciprocal relationship between integration process so that internationals know startups and multinationals is clearly visible on how to navigate the Dutch healthcare system, platforms such as the LaunchPad network 70 participate in cultural life and receive assistance and Corporate Partnership. Multinationals in finding housing. Several initiatives have been keep their flexibility by remaining open to the developed to make this possible. IN Amsterdam innovative strength of rapidly growing startups. offers intercultural training programmes for The startups, in turn, derive maximum benefits groups of GPs to create more awareness of from the economic backing offered by major cultural differences in GP practices. In terms of international companies. There are now more cultural aspects, the Amsterdam Salon 68 was than 125 corporate partners active within created to link the international community to StartupAmsterdam. the Amsterdam cultural sector. IN Amsterdam also encourages Amsterdam organisations to Together with the national initiative Startup- offer as much information in English as they can. Delta, 71 StartupAmsterdam has organised many events that bring together the startup community, investors, and international enterprises. These include The Next Web Conference 72 (growth in 2016 to 20,000 visitors), StartupFest Europe 73 and Amsterdam Capital Week. 74

As part of the Startup in Residence 75 initiative, in which government organisations invite startups to come up with innovative solutions for social issues, Amsterdam works closely with other regions in the Netherlands, such as the cities of The Hague and Eindhoven and the province of Gelderland. 54

Another example is the international startup competition in Rotterdam, Get in the Ring, 76 which participated in the Amsterdam Capital Week.

This collaboration extends to other countries. Amsterdam has set up an exchange programme for startups with Paris and New York. This pro- gramme involves bootcamps where startups from the respective cities visit one another under the close supervision of professionals and are introduced to potential clients or investors. Similar activities are organised via the European accelerator programme SCALE, participated in by the 12 most important European startup cities including London, Paris, Stockholm, Berlin, Barcelona and Rome. (See also Europe on page 37.)

Janneke Niessen Improve Digital You don’t have to speak Dutch to live and work here, which makes everyone feel welcome.

Oscar Kneppers Rockstart A company can have an international outlook right from the start – you hit the ground running.

Kim Liebregts Tesla Amsterdam is energetic, vibrant and sustainable. 55

9. The scaling-up of Amsterdam

By performing this evaluation, the College aims What is new about Amsterdam’s international to emphasise how important international policy policy, however, is that more structure and is for the city of Amsterdam, the AMA and cohesion have been introduced, both in terms the Netherlands. The figures behind this memo- of substance and organisation. This means that randum speak for themselves. In the Amsterdam businesses, knowledge institutes, social orga- Metropolitan Area, 227,464 people work for an nisations and cultural institutions are entering international business. For every full-time job the international arena together. Over the last at an international business, another 1.6 jobs decade, the successive Colleges have sought are added to this for support activities. 32% of out or emphasised this connection time and the jobs in the private sector in the Amsterdam time again, both at home and abroad. The city region are generated by international com- has also taken a more goal-oriented approach panies. Since IN Amsterdam was founded in to travel and has started fine-tuning the 2008, the number of international employees business development climate. This method that contact the organisation has increased each has become a standard, a type of philosophy, year by at least 10%. Over the last three years, among all the parties. a record number of international companies have set up shop in the Amsterdam Area each Amsterdam aims to use this integrated year. The increase in 2016 was by 157, meaning approach to set itself apart from other internati- there are now more than 3,000 international onal cities. This strategy was born of the central companies in the AMA. idea that Amsterdam, as a capital city, has a responsibility for the greater socio-economic A large part of this success cannot be expressed balance, and not only within its own region, but in figures. Amsterdam has established a also nationally and internationally. Amsterdam is reputation as a city that matters in the world. simultaneously a microcosm of the world and an The capital of the Netherlands is valued example to which the world can aspire: a place worldwide for its uniqueness and for the in- that is pleasant to live in, with plenty of green fectious enthusiasm it displays in its external spaces, good schools for every child, and where relations. The goodwill this yields is of inestima- everyone is welcome and can participate, but ble value. Amsterdam can hold its own when not at any cost. compared with cities such as New York, London, Berlin and Paris. This has a self-reinforcing The broad application of the city’s international effect. While there is clearly more to success policy is bearing fruit, and the set of tools that than benchmarks and rankings, Amsterdam was developed for this purpose has proven to has every right to be proud of what it has be successful. There are good reasons to stay accomplished. The city has made a giant leap the current course, but this is not enough. With forward in every area over the last decade. a view to Amsterdam’s expected growth, we will have to get even better at anticipating global The city’s international orientation is a historical developments and understanding how these fact. Amsterdammers have been looking developments will affect our city, as well beyond the horizon for more than 400 years as learning to work together even more now. As a pocket-sized metropolis, Amsterdam effectively. It is with good reason that the has staked a claim to a global position that, College pays special attention in this memo- compared with the world’s major metropolises, randum to globalisation and digitisation, and might be disproportionate to the city’s size. to the question of how we can best prepare Nonetheless, this isn’t that surprising; it is the Amsterdam for an era in which science and continuation of a trend that the city has been technology are developing at exponential rates, working on for centuries. and old paradigms are shifting faster than ever. These are dramatic changes occurring on a global level. What do they mean for 56

Amsterdam? How do we ‘design’ the city to Scaling-up is not an autonomous process, how- accommodate these changes? How will we live, ever. There are actually choices than can be made. work and communicate in the future? Which We can make adjustments. Or more accurately, sectors should we focus on? How can we stay we must make adjustments. Which opportuni- mobile and healthy? In addition, there are other ties do we want to take advantage of and which international developments that we cannot should we choose to pass on? The more care- afford to ignore, such as the growing middle fully we think about these things, the better we class in China and India, made up of hundreds can limit the negative effects of these choices. of millions of people who would love to make Amsterdam one of the stops on their upcoming In this light, it would be wise to view the trip around the world. It would be a mistake to growth of the Amsterdam region as a given. fail to prepare for their arrival. The question that automatically arises is: what kind of city does Amsterdam want to be? As The beginning of the 21st century marks the first far as the College is concerned, the answer to time that more than half of the world’s populati- this question lies in the ambition to become a on lives in cities. In 2050, this will be over 70%. gateway to Europe as an international business This urbanisation is also visible in Amsterdam, and cultural centre. This ambition is further where the population has grown from 695,000 developed on the basis of the idea that all to nearly 850,000 since 1990. The majority of Amsterdammers must be able to benefit from this growth has occurred in the last five years. this. Central to these ambitions are a few typical According to forecasts from Statistics Nether- Amsterdam key values, such as openness, lands (CBS) and the Netherlands Environmental inclusion and citizenship. Everyone must be able Assessment Agency (PBL), Amsterdam will have to participate and everyone must be able to a population of around one million by 2035. In share in the success; all based on the concept this forecast, the population of the entire AMA of the responsible capital. Growth must further- is expected to grow from 2.42 million in 2017 to more be sustainable; the city must retain its 2.75 million by 2035. 77 However, these figures good quality of life. These are the values that will largely depend on the number of homes Amsterdam communicates everywhere, and that can be built. 78 which have enabled it to accumulate a great deal of goodwill internationally. Amsterdam is on the brink of a scaling-up. This expansion in scale offers Amsterdam the Scaling-up encourages us to view today’s opportunity to further develop its internati- problems and the urban challenges of the future onal position. As the College has described, from a higher plane. Once we know what we Amsterdam has everything it needs to take want, we can develop a carefully considered optimal advantage of the opportunities this and cohesive policy to achieve these goals. scaling-up offers. At the same time, growth is Instead of simply reacting to things that appear accompanied by real threats. These are complex to happen to us, we must become a pro-active issues we are already encountering. The College and self-aware city, able to optimally navigate is paying explicit attention to what it refers to the tides of globalisation and even helping to as the ‘other side’ of success (see also page 15). shape global developments. Crowded streets, growing numbers of visitors, the proliferation of ice cream parlours in the A city like this thinks bigger than it is and isn’t city centre, the shortage of affordable housing, afraid to take radical steps, but also doesn’t and the exodus of people with low and middle hesitate to hit the brakes when things start incomes to neighbourhoods outside of the A10 moving too fast or take an undesirable turn. This ring road or to the neighbouring municipalities offers certainty in numerous areas. Considered in the region; these types of developments in this light, Brexit is neither a reason to panic undermine social cohesion. nor an excuse to act like vultures. Amsterdam 57

and London are and will remain partners. Brexit additional students at these schools. presents opportunities and threats, but the Spreading out international educatio- scaling-up efforts we are referring to here nal offerings throughout the region will would have been started even without Brexit. encourage internationals to move to these There will undoubtedly be even more opportu- municipalities, which will in turn contribute to nities and threats along the way. a new dynamic in society. This same regional approach is necessary for nearly all of the In this regard, there will be more ‘breathing other categories, such as infrastructure and room’ for complex issues involving urban mobility, housing construction and the deve- development, such as the number of homes lopment of hotels. that need to be built to meet the rising demand in the real estate market. This freedom is not 2. Continue to ensure that the city’s internatio- a luxury; it is a necessity. The existing building nal policy benefits all Amsterdammers. ambitions should actually be adjusted upwards now to accommodate the expected scaling-up. 3. Ensure that we do not become victims of If we want to hold onto the principle of our own success. This is why we must remain liveability and not have to sacrifice additional constantly alert, even when everything seems green spaces or water for the development of to be going our way. Anticipate global de- land on which to build, we will have to come up velopments by keeping pace with them and with creative and smart solutions. This in and making strategic choices. Ensure that our of itself is a huge challenge, something which, own organisation is set up for this purpose, if successful, Amsterdam can use to bolster its but do not make this a goal in and of itself. position on the world stage. Above all, continue to look outwards since this is where it is all happening. Adjust policy With all these considerations in mind, the where necessary since. As the College has College advocates continuing along the same already established, success can also have its course when it comes to international policy. drawbacks. Recent examples include halting There are currently a large number of activities participation in international tourism seminars and programmes underway, but it would be and taking measures to lower the pressure on going beyond the constraints of this document the city by shifting visitor flows to other parts to name them all. The College would, however, of the Netherlands. like to list a few guidelines that it will be taking into account in the coming years in implemen- 4. Remain loyal to the principle of the responsi- ting international policy. ble capital. This is the moral framework from which Amsterdam approaches the world. This 1. Embrace the scaling-up of the Amsterdam principle also provides direction in complex Metropolitan Area and view this growth from and uncertain situations, such as the strategic an international perspective. Make sure that consideration of Amsterdam’s position on the the growth is streamlined and that negative global playing field after Brexit. effects are kept to a minimum. We will have to think bigger, work together even better, 5. Make clear-cut choices, set priorities, keep and develop strategies that directly target the focus on policy and continue to closely the AMA’s level of scale. A recent example is monitor progress in international relations. the Delta Plan for International Education, 79 Ensure that the matrix is a formative and in which Amsterdam and the surrounding guiding force in these efforts. The matrix municipalities in the region are working to is more than just a means of improving the solve capacity shortages at international business development climate; it is the place schools. In the coming years, this project where substantive and geographic choices in hopes to create room for thousands of international policy intersect one another. 58

6. Continue to look for connections between Looking back at the last decade, we can economic, social and cultural issues. Inter- conclude that a lot has happened internationally, national policy affects all portfolios. and that this dynamic is closely connected to Amsterdam has valuable expertise to offer the rapid growth that Amsterdam has experi- other cities and countries in all of our many enced. All Amsterdammers have experienced policy areas, but there are also many benefits this personally. This growth will continue over to be gained. The greater our efforts, the the coming decades, but the implications of the better we can ensure the success of our scaling-up are, to a great extent, still unknown. current approach, something that will ulti- There are a few different conceivable scenarios. mately benefit all Amsterdammers. For this This memorandum from the College is therefore reason, the College cannot afford to miss open-ended. out on any opportunities – we must examine the programmes of every international trip The College hopes to make a constructive and the composition of each delegation to contribution to the discussion on potential determine whether they contribute to the long-term strategies. international strategy as a whole. While there is much that we ourselves can 7. Continue to professionalise network orga- control, we should remain realistic. There are nisations. The College would like to cite the many factors and uncertainties over which example of the Amsterdam Economic Board, Amsterdam has no control and which can have a within which government agencies, busines- major impact on the economic and social life in ses and knowledge institutes work together the city, both in a positive and negative sense. to examine the urban issues that they believe Examples include shifts in geopolitical relation- will determine the city’s future: the circular ships and macro-economic developments, or economy, digital connectivity, health, mobility more recently, the chaos and confusion created and jobs of the future. The knowledge and in the wake of Brexit. The City of Amsterdam expertise that our metropolitan region is has only limited influence over the monetary developing in these areas form the starting and fiscal policies of the higher levels of national point for international relations. This is the government or the EU. Like it or not, these are content Amsterdam must use to promote its the larger frameworks within which we, on the image. proverbial work floor of Amsterdam (a topic we addressed previously in this memorandum), 8. Continue to build strategic alliances with must operate. cities, countries, companies, cultural organi- sations and knowledge institutes which share All of this does little to detract from the in- Amsterdam’s international ambitions and ternational ambitions of the ‘global village’ of which place a high priority on responsibility, Amsterdam. After all, with the economic crisis inclusion and diversity. still fresh in our memory, we can also establish that this same work floor is doing exceptionally 9. Acknowledge the importance of personal well. The bar is still just as high. If Amsterdam relationships and work continuously to keep wants to remain on a par with the most attrac- the international network alive and expand tive cities in the world, then we will need all it further. International policy is a human hands on deck. This must naturally be done in a process, so invest in people. Travel efficiently way that is befitting of a responsible capital. and with delegations that have been put together for optimum benefit, and which put While it may seem a bit premature to declare a a mayor, regional administrator or branch new Golden Age in this context, let us muster manager at the forefront at the right time. up a healthy dose of bravado and commit to bringing it about anyway – only this time, we 59

will make it a Golden Age without a dark side. There are so many positive forces at play in and around Amsterdam right now, in every conceivable area; if we bring these together, anything is possible. It wouldn’t be the first time. Amsterdam absolutely has what it takes to become one of the strongest urban regions in Europe over the next 10 or 20 years. 60 61

Footnotes

1 Source: amsterdam inbusiness/NFIA database. See also 23 Speech by Eberhard van der Laan, ‘Staat van de Stad the appendix: Resultaten internationale acquisitie 2008 (State of the City)’, 25 October 2016. https://www. - 2016 (Results of international acquisition 2008 - 2016), amsterdam.nl/bestuur-organisatie/college/burgemees- amsterdam inbusiness. ter/speeches/toespraak-staat-stad/ 2 Source: CBS, 2015. 24 See also: ‘Wie zit er in het vliegtuig? (Who’s on the 3 More on iCapital (The European Capital of In- plane?)’ on page 22. novation Award): http://ec.europa.eu/research/ 25 See also: https://www.amsterdam.nl/publish/ innovation-union/index_en.cfm?section=icapital. pages/542336/verslag_chinareis_amsterdam_2011_def. See also: Press release, European Commission: pdf Amsterdam is the European Capital of Innovation 2016. 26 Source: NFIA, Achilles http://ec.europa.eu/research/index.cfm?pg=new- 27 Sources: City of Amsterdam; Department for Research, salert&year=2016&na=na-080416. And: Het Parool, 8 Information & Statistics: http://www.ois.amsterdam.nl/ April 2016. Amsterdam innovatiehoofdstad van Europa feiten-en-cijfers/# (Amsterdam, European Capital of Innovation). http:// Municipality of Amstelveen: https://www.amstelveen. www.parool.nl/amsterdam/amsterdam-innovatiehoofd- nl/web/Feiten-en-Cijfers.htm stad-van-europa~a4278494/ 28 Source: NFIA, Achilles 4 The New York Times, 1 July 2016. After ‘Brexit,’ Finding 29 See also: https://www.vumc.nl/afdelingen/over-vumc/ a New London for the Financial World to Call Home. nieuws/opbrengst-marathon-2015/ http://www.nytimes.com/2016/07/01/business/ 30 See also: https://www.amsterdam.nl/publish/ after-brexit-finding-a-new-london-for-the-financial-wor- pages/542310/verslag_delegatie_india_25-31_ ld-to-call-home maart_2012.pdf Bloomberg, 21 July 2016. Watch Out London, 31 See also: https://www.amsterdam.nl/publish/ Amsterdam Is Coming to Get You. pages/716290/verslag_amsterdam_india_days_2015. http://www.bloomberg.com/news/articles/2016-07-20/ pdf post-brexit-amsterdam-targets-specific-london-finan- 32 See also: RTL Nieuws. Minister schopt eerste Cruyff ce-sectors Court India open (Minister ‘kicks off’ opening of first 5 Copy of the Van Lammeren motion. Cruyff Court in India) http://www.rtlnieuws.nl/nieuws/ 6 See appendix, copy of the Paternotte motion. buitenland/minister-schopt-eerste-cruyff-court-india- 7 ‘Kansen voor een derde Gouden Eeuw (Opportunities open for a Third Golden Age)’, Amsterdam lecture by Mayor 33 See also: http://www.uva.nl/nieuws-agenda/nieuws/ Eberhard van der Laan, UvA, June 2011. uva-nieuws/content/uva-nieuws/eredoctoraten-2013. 8 See also: Amsterdam Topstad: Metropool (Top City html Amsterdam: Metropolis). https://www.amsterdam. 34 Waternet International signs MoU with Tata Trusts for nl/bestuur-organisatie/organisaties/organisaties/bu- safe water and sanitation in India reau-broedplaatsen/publicaties-0/cultuur-creatieve-0/ http://www.dutchwatersector.com/news-events/ amsterdam-topstad/ news/13695-waternet-international-signs-mou-with-tata 9 Source: Schiphol Flight Explorer: https://flightexplorer. -trusts-for-safe-water-and-sanitation.html schiphol.nl/web/show#welcome 35 See also: https://insideflyer.nl/jet-airways-naar-schip- 10 See also: http://nos.nl/artikel/2118255-schip- hol-2/ hol-is-tweede-luchthaven-ter-wereld.html 36 Source: NFIA, Achilles 11 See also: FD. AMS-IX: de groei van ’s werelds grootste 37 Sources: Source: City of Amsterdam; Department for internethub (AMS-IX: the growth of the world’s largest Research, Information & Statistics: http://www.ois. internet hub)’. http://fd.nl/fd-outlook/1100541/ams-ix- amsterdam.nl/feiten-en-cijfers/# and Municipality of de-groei-van-s-werelds-grootste-internethub Amstelveen: https://www.amstelveen.nl/web/Fei- 12 Source: Deloitte, Dutch Digital Infrastructure, ten-en-Cijfers.htm November 2016 38 Source: NFIA and FDI. 13 Source: CBS/PBL. 39 Source: NFIA, Achilles 14 See also: https://www.amsterdameconomicboard.com/ 40 Source: City of Amsterdam; Department for Research, ambitie-talent-toekomst Information & Statistics: http://www.ois.amsterdam. 15 See also: https://www.amsterdameconomicboard.com/ nl/feiten-en-cijfers/# and Municipality of Amstelveen: grootstedelijke-uitdagingen https://www.amstelveen.nl/web/Feiten-en-Cijfers.htm 16 ‘Kansen voor een derde Gouden Eeuw (Opportunities 41 See also: https://amsterdamsmartcity.com for a Third Golden Age)’, Amsterdam lecture by Mayor 42 See also: https://www.amsterdam.nl/publish/ Eberhard van der Laan, UvA, June 2011. pages/793358/buenos_aires_-_memorandum_of_un- 17 Herijking Internationaal Beleid 2014-2018 (Re-assess- derstanding.pdf ment of International Policy 2014 - 2018). Amsterdam 43 See also: https://www.amsterdam.nl/bestuur-organisa- International Responsible Capital. https://www. tie/college/burgemeester/artikelen/amsterdamse/. amsterdam.nl/publish/pages/739435/herijking_interna- The report from the trip: https://www.amsterdam.nl/ tionaal_beleid_2014-2018.pdf bestuur-organisatie/volg-beleid/internationale/be- 18 See also: https://www.amsterdam.nl/bestuur-organi- stuurlijke/bestuurlijke-f/verslag-werkbezoek-2/ satie/volg-beleid/internationale/oude-site-(okt-2015)/ 44 See also: https://www.amsterdam.nl/bestuur-organisa- landen-europese-unie/griekenland-athene/ tie/volg-beleid/internationale/virtuele-map/vietnam/ 19 See also: https://www.amsterdam.nl/pmb/uitgelicht/ 45 See also: https://www.amsterdam.nl/publish/ experiment-jordanie/ pages/739381/mou_engels.pdf 20 See also: http://nos.nl/video/232995-6-miljoen-voor- 46 See also the reports from these trips: https://www. nederland-helpt-japan.html amsterdam.nl/bestuur-organisatie/volg-beleid/interna- 21 Source: NFIA, Economic Impact Study OCO tionale/ 22 See also: https://www.amsterdam.nl/bestuur-organisa- tie/volg-beleid/stad-in-balans/ 62

47 Europa en Amsterdam. Op weg naar een smart global 69 A selection of international articles on Amsterdam hub (Europe and Amsterdam: the road to a smart StartupCity: global hub). See also https://www.amsterdam.nl/ Bloomberg, 2016: The Next Global Tech Hotspot? bestuur-organisatie/organisatie/ruimte-economie/ Amsterdam Stakes Its Claim. http://www.bloomberg. economie/economie/doet-economie/amsterdam-eu- com/news/articles/2016-05-22/the-next-global-tech- ropa/europastrategie/ for a complete overview of hotspot-amsterdam-stakes-its-claim Europe’s priorities in 2017 Forbes, 2016: Tech Startups: The Nether- 49 See also: http://www.eurocities.eu lands Wants You. http://www.forbes.com/sites/ 50 See also: http://urbanagendaforthe.eu/pactofamster- shelliekarabell/2016/05/21/tech-startups-the-nether- dam/ lands-wants-you/#3f1eb53a7f27 51 See also: https://www.amsterdam.nl/bestuur-organi- Venture Beat, 2016: A look at Amsterdam’s electric satie/volg-beleid/internationale/oude-site-(okt-2015)/ startup scene. http://venturebeat.com/2016/06/19/a- landen-europese-unie/griekenland-athene/ look-at-amsterdams-electric-startup-scene/ 52 Source: City of Amsterdam; Department for Research, Les Echos, 2016: Amsterdam, le rêve européen Information & Statistics (2015) (Amsterdam, the European Dream). http://business. 53 Herijking Internationaal Beleid 2014-2018 (Re-assess- lesechos.fr/entrepreneurs/startup/021663260847-am- ment of International Policy 2014 - 2018). Amsterdam sterdam-le-reve-europeen-206861.php International Responsible Capital. https://www. tech.eu, 2015: StartupAmsterdam: can the Dutch amsterdam.nl/publish/pages/739435/herijking_interna- capital catch up to Europe’s top startup hubs, London tionaal_beleid_2014-2018.pdf and Berlin? http://tech.eu/features/4351/deep-di- 54 See appendix: the matrix. ve-amsterdam-startup-ecosystem/ 55 See also: http://news.klm.com/ Wired, 2015: Europe’s hottest startups 2015: jet-airways-enhances-connectivity-between-india-eu- Amsterdam. http://www.wired.co.uk/article/100-hot- rope-and-north-america-with-launch-of-daily-amster- test-european-startups-2015-amsterdam dam-flights 70 See also: https://www.iamsterdam.com/en/business/ 56 See also: https://www.amsterdam.nl/bestuur-organisa- startupamsterdam/launchpad tie/volg-beleid/stad-balans/ 71 See also: https://www.startupdelta.org 57 See also: Amsterdam Marketing in relatie tot Stad 72 Site: http://thenextweb.com/conference/europe/#gref in Balans (Amsterdam Marketing in relation to City 73 Site: https://www.startupfesteurope.com/site/ in Balance), dated 13 February 2017. Letter to the 74 Site: http://capitalweek.amsterdam members of the City Council Committee for Work and 75 Site: https://startupinresidence.com Economy on strategy and city marketing activities in 76 Site: http://getinthering.co Amsterdam Marketing no. BD2017-003034. 77 Source: CBS/PBL. 58 Site: https://www.iamsterdam.com/startupamsterdam 78 Department for Research, Information & Statistics 59 Site: https://www.startupdelta.org expects a slow-down in growth. Based on the plans for 60 See also: https://www.amsterdam.nl/bestuur-organisa- housing construction known at this time, the population tie/volg-beleid/internationale/ of Amsterdam will be 959,000 in 2035. See also http:// 61 A recent Amsterdam Marketing campaign that really www.ois.amsterdam.nl/nieuwsarchief/2017/bevolkings- reflects the relationship between Amsterdam’s core prognose-2016-meer-groei-door-woningbouw values and the business climate is Open Mind, Sharp 79 See also: http://www.parool.nl/amsterdam/miljoe- Business. See also: http://www.iamsterdam.com/en/ nen-voor-populaire-internationale-scholen~a4473270/ business/open-mind-sharp-business 62 See also: Hoofdlijnen Kunst en Cultuur 2017-2020 (Art and Culture Guidelines 2017 - 2020). https://www. amsterdam.nl/kunst-cultuur/kunst-cultuurbeleid/kun- stenplan/ 63 See also the report from this trip: https://www. amsterdam.nl/bestuur-organisatie/volg-beleid/interna- tionale/bestuurlijke/bestuurlijke-11/2016_09_ollongren/ 64 See also the report from this trip: https://www. amsterdam.nl/bestuur-organisatie/volg-beleid/ internationale/bestuurlijke/bestuurlijke-10/ver- slag-werkbezoek/ 65 See also: https://www.amsterdam.nl/publish/ pages/679174/verslag_werkbezoek_china_2014.pdf 66 See also: https://www.iamsterdam.com/openamster- dam 67 See also: http://www.iamsterdam.com/en/study/itea 68 See also: http://www.amsterdamsalon.org

64 65

Appendix I

Gemeente Amsterdam Gemeenteraad R Gemeenteblad Motie

Jaar 2015 Afdeling 1 Nummer 721 Publicatiedatum 7 augustus 2015 Ingekomen onder C Ingekomen op woensdag 1 juli 2015 Behandeld op woensdag 1 juli 2015 Status aangenomen

Onderwerp Motie van het raadslid de heer Van Lammeren inzake de uitkomsten van de verkenning naar een mogelijke samenwerking met Tel Aviv en Ramallah.

Aan de gemeenteraad Ondergetekende heeft de eer voor te stellen:

De raad,

Gehoord de discussie over de uitkomsten van de verkenning naar een mogelijke samenwerking met Tel Aviv en Ramallah (Gemeenteblad afd. 1, nr. 660); Constaterende dat:  Amsterdam tussen 2008 en 2013 3,5 miljoen euro heeft besteed aan stedenbanden;  het onduidelijk is wat de baten hiervan zijn voor de Amsterdammer;  ondertussen vele pijnlijke bezuinigingen worden doorgevoerd in de stad die veel Amsterdammers raken; Overwegende dat:  Amsterdam meerdere stedenbanden heeft en nieuwe stedenbanden onderzoekt.

Verzoekt het college van burgemeester en wethouders:  uiterlijk aan het eind van 2015 alle stedenbanden van Amsterdam te evalueren, waarbij wordt geanalyseerd welke kosten en baten iedere stedenband heeft opgeleverd tot nu toe;  de gemeenteraad hiertoe te voorzien van alle benodigde stukken.

Het lid van de gemeenteraad J.F.W. van Lammeren 66

Appendix II

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Appendix III

Overzicht inkomende en uitgaande bezoeken IB bestemmingen alsmede IB Projecten over de periode 2008-2016

Jaar Inkomend Uitgaand Uitgaand Uitgaand bestuurlijk Projecten ambtelijk IB bestuurlijk IB overige bestemmingen 2008 14 25 4 0 18 2009 7 27 6 19 11 2010 7 21 2 5 14 2011 10 17 6 13 13 2012 14 22 6 14 3 2013 16 22 9 6 2 2014 12 15 8 1 1 2015 64 75 20 2 1 2016 176 218 25 2 1 68

Appendix IV

Matrix of requirements for acquisition countries settling in the Amsterdam Metropolitan Area

The matrix of the wish list for target acquisition countries and clusters in the Amsterdam Metropolitan Area (AMA) was created by amsterdam inbusiness. The purpose of the matrix is to clarify the factors that are important to international companies and countries in choosing the AMA over other regions in Europe as a location to set up shop. The matrix was the result of years of compiling acquisition knowledge and of discussions with international companies in the AMA, and is related to the international acquisition strategy of the AMA and the countries and clusters that have been defined for this objective.

Who was the matrix created for? these activities in motion has helped Japanese The matrix is intended for internal stakeholders companies to put down roots in the AMA. As a and provides the ‘Triple Helix’ parties active in result, a strong Japanese cluster has developed the Amsterdam Economic Board (knowledge in the region over time, which then attracts new institutes, business and government) with tools Japanese companies to the area. Using the for collaboration that will enable them to meet matrix, the specific needs of relatively new the needs of international companies as effecti- acquisition countries such as China and India vely as possible. It will also help the Amsterdam can now also be identified and the right choices region to further strengthen the international can be made to determine where additional position of all parties and to continue building effort is needed. a Global Business Hub Strategy for the metro- politan region as a whole. Cooperation Amsterdam inbusiness explicitly seeks coope- Example of an ideal scenario for specific ration with all the Triple Helix parties within countries: Japan the various clusters. It invites them to examine Over the years, the regional municipalities and the accuracy of the cluster matrix from other private parties (both Dutch and Japanese) points of view, and to determine how we can have fulfilled the specific needs of Japanese work together as effectively and efficiently as companies. These needs include the presence possible to unite the knowledge and talent of a Japanese kindergarten and primary school, present in the Amsterdam Metropolitan Area, Japanese shops, a healthcare system that is thereby fostering strong clusters and establis- similar to the Japanese system, good flight hing an excellent business development climate. connections between Japan and the Nether- lands, and so on. Facilitating and/or setting 69

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Appendix V

Detailed Figures on International Relations, 2015-2016

2015 2016

Uitgaande werkbezoeken naar werelddeel: Uitgaande werkbezoeken naar werelddeel:

2% 3% 7% 3% 5% Afrika 5% Europa 4% 11% Azië 8% Noord-Amerika Europa Zuidoost Azië

Midden-Ooste n Midden-Ooste n 11% Noord-Amerika Afrika

Zuid-Amerika Zuid-Amerika

71%

70%

2015 2016

Uitgaande werkbezoeken naar thema: Uitgaande werkbezoeken naar thema: 50 35

30 31% 40 41% 25

30 20 22%

18% 23% 15 20 20% 21% 10

10 8% 8% 7% 9% 5 7% 6% 6% 3% 3% 0 0 Overig Overig Economie Economie Mensenrechten Europastrategie Kunst en cultuur en Kunst Kunst en cultuur en Kunst Kennis en innovatie en Kennis Kennis en innovatie en Kennis Burgerschap en participatie en Burgerschap Burgerschap en participatie en Burgerschap Water- en afvalmanagement en Water- Water- en afvalmanagement en Water- zame stedelijke ontwikkeling zame stedelijke ontwikkeling zame stedelijke Duur Duur 71

2015 2016

Uitgaande werkbezoeken naar soort delegatie: Uitgaande werkbezoeken naar soort delegatie:

Bestuurlijk 11% Bestuurlijk

23% Ambtelijk Ambtelijk

77% 89%

2015

Uitgaande werkbezoeken naar partners naar land:

Totaal reizen naar partners: 50

VK 11

Frankrijk 8

Duitsland 6

Marokko 6

Verenigde Staten 4

Is raël/Palestijnse gebieden 3

India 3

Turkije 2

Japan 2

Curaçao 1

Argentinië 1

St. Maarten 1

Jordanië 1

Zuid-Korea 1

0 2 4 6 8 10 12

2016

Uitgaande werkbezoeken naar partners naar land:

Marokk o (Casablanca) 1 China (Beijing en Shenzen) 1 Turkijke (Istanbul) 1 St Maarten 2 Israel (Tel Aviv) 2 Japan (Tokio) 2 Brazilië (Sao Paulo) 2 Argentinië (Buenos Aires) 2 India (Mumbai) 4 Griekenland (Athene) 4 Curacao 4 Zuid Korea (Seoul) 5 Jordanië (Al Zaatari) 7 VS (New York, San Francisco, Boston) 10 Duitsland (Berlijn) 16 Frankrijk (Parijs) 18 VK (Londen) 21

0 5 10 15 20 25 72

2015 2016

Inkomende bezoeken naar werelddeel: Inkomende bezoeken naar werelddeel:

2% 1% 8% 3% 5% Afrika Afrika 15% 7% Azië Azië 5% Europa Europa 8% 25% Midden-Ooste n 32% Midden-Oosten

2% Noord-Amerika Noord-Amerika

Zuid-Amerika Internationaal Midden Amerik a

Zuid-Amerika 45% 42%

2015 2016

Inkomende bezoeken naar thema: Inkomende bezoeken naar thema: 40 35 35% 39% 35 30

30 25

25 26% 20 20 22% 18% 15 15% 15

10 10 11% 11% 9% 5 6% 6% 5 5%

2% 0 0 Economie Economie Mensenrechten Kunst en cultuur en Kunst Kunst en cultuur en Kunst nnis en innovatie en nnis Ke Kennis en innovatie en Kennis Burgerschap en participatie en Burgerschap Burgerschap en participatie en Burgerschap Water- en afvalmanagement en Water- afvalmanagement en Water- zame stedelijke ontwikkeling zame stedelijke ontwikkeling zame stedelijke Duur Duur 73

2015 2016

Inkomende bezoeken naar soort delegatie: Inkomende bezoeken naar soort delegatie:

Bestuurlijk Bestuurlijk 20% Anders Anders

56% 44%

80%