A unified cluster vision allows companies and public entities to maximize economic, social and environmental value, facilitating an integrated energy system. To achieve this vision, cluster members must build mutual trust and align on a roadmap to reach their common climate goals, often expedited by government support. The following levers are key to forming a cluster and ensuring its effective operation: 3.1 Develop a common vision at cluster level Cluster governance A well-structured governance framework enables cluster members to make decisions, translate a vision into action, unlock operational and commercial cooperation, and compete together to secure public and private funding sources. Defining the most effective governance model for an industrial cluster will depend on their convenor (government, corporate or community advocate) and their focus (e.g. innovation or capital project development). Regardless, robust governance structures are supported by clear cluster-level key performance indicators (KPIs), shared objectives and targets and a cluster-level transition roadmap. Building trust through deep collaboration in the early stages of establishing the cluster governance model is fundamental to the enduring success of the cluster as an entity. In turn, the right governance model can facilitate long-term collaboration and trust between players in a cluster. Cluster-level digital coreCluster-public collaboration Cluster governance Brightlands Circular Space, part of an industrial innovation cluster in the Netherlands, has emerged as a model of effective governance, facilitating collaboration across sectors to develop and scale up innovations for a circular economy. The founding partners within the cluster, including Brightlands Chemelot Campus (an innovative ecosystem for green chemistry, circular materials and biomedical applications), the Netherlands Organization for Applied Scientific Research (TNO) and Maastricht University, enable collaboration among researchers, chemical industry third parties (SABIC, Fibrant, Dow, BASF via the Global Impact Coalition, Chemelot Industrial Park), engineers and entrepreneurs. The core partners also contribute to funding the cluster annually, with additional support from the EU and Dutch governments via the National Growth Fund for structural and durable economic growth. There are no additional governance layers within the Brightlands Circular Space beyond the founding partners. Instead, individual sustainability initiatives are developed through the cluster, each with unique governance structures created by the respective investing corporates and R&D groups, ranging from Dutch small- and medium-sized businesses (SMEs) to multinational corporations. This innovative governance approach has catalysed cooperation across the value chain, with members such as researchers, cross-industry partners, brand owners, entrepreneurs, students and designers collaborating on shared infrastructure planning and development. This shared infrastructure, owned by Brightlands Chemelot Campus, exists to catalyse innovation across industries housed on campus, with input from the likes of government and society. Cluster members also collaborate for shared commercial projects, cross- industry funding, knowledge sharing and reskilling the workforce. The Brightlands Circular Space’s governance structure has enabled the alignment of diverse stakeholders around a shared vision, advancing sustainable infrastructure, commercial projects and cross-industry development in pursuit of a circular economy. The governance structure at Brightlands Circular Space has successfully facilitated collaboration among industry, academia and government, driving innovation and sustainable practices in the region. This inclusive model has resulted in increased investment, business growth and a skilled workforce, positioning the region as a leader in the circular economy. Lia Voermans, Director, Innovation Strategy, Brightlands Chemelot CampusCASE STUDY 1 A governance model to maximize innovation at Brightlands Circular Space Unleashing the Full Potential of Industrial Clusters: Infrastructure Solutions for Clean Energies 12

Unleashing the Potential of Industrial Clusters 2025