1. The SOPHIA ANTIPOLIS SCIENCE PARK From Land to Technology 1969 - 2008
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2. INTERNATIONAL AIRPORT ALCATEL SPACE INDUSTRIES
IBM
NICE
TEXAS INSTRUMENTS
GRASSE
NICE COTE D’AZUR
INTERNATIONAL AIRPORT
SOPHIA ANTIPOLIS
ANTIBES
JUAN-LES-PINS
CANNES
ALCATEL SPACE INDUSTRIES
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SAEM SACA
Km Km

3. HISTORICAL LANDMARKS main steps (1)
1969 Creation of " SOPHIA ANTIPOLIS association "
and the concept of « city of science and wisdom »
1970 Creation of SAVALOR
1972 CIAT: operation branded as « national interest
development project »
- land control over 2300 hectares
- creation of an interministerial coordination group
- creation of SYMISA, public development authority.
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4. HISTORICAL LANDMARKS main steps (2)
Interministerial committee:
- master plan approved
- the first company settles
1980 First housing program delivered
1988 Creation of SAEM SOPHIA ANTIPOLIS
1999 Concept of « associated parks » on Côte d’Azur
2002 Intercommunality : creation of CASA (communauté d’agglomération de Sophia Antipolis)
2005 Creation of poles of competitiveness : Sophia tenants active in 7 poles, incl. SCS, worldwide level
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5. To buy land which is then resold at cost to SYMISA.
About US$ 600M has been invested since the creation of Sophia Antipolis.
State
General Council
(County level)
SYMISA
More than US $200 M
To buy land which is then resold at cost to SYMISA.
To invest in secondary and higher education before the 1982 decentralisation laws
Today, the State only has an advisory role and oversees the broad strategic objectives of Sophia-Antipolis.
More than US$ 240 M
The main funder of the parc
to invest in infrastructure , road infrastructures and further education
More than US$ 160 M
The 9 districts taking part into SYMISA
To finance public equipments (schools...) and general maintenance of the Park
Funds particularly come from professional taxes paid by companies.
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6. KEY FIGURES (1) buildings
m² built upon completion
m² housing programs
m² presently occupied by corporations
m² of which are rented in commercial real estate programs
projected m² of speculative office buildings
housing units to date + about 100 additional flats to come in and 2008
9 hotels
6 students’ residences, soon to be 8
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7. KEY FIGURES (2) amenities
International secondary school (C.I.V.) secondary education colleges
4 primary and elementary schools
golf : 3x18 h and 2x9 h courses - 1 complete practice ground
30 tennis courts / 2 gymnasiums / 1 stadium
1 fitness centre
1 new media library
2 700 m² of proximity shops
6 000 approved m² for next shopping and service centre (2007)
1 x concert hall and 1 x swimming pool about to be built
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8. KEY FIGURES (3) people AT THE HEART OF A 1 MILLION INHABITANTS AREA
27300 jobs in
1.300 companies
150 foreign capital companies
68 nationalities among the staff
4.500 researchers and students
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9. A CONCENTRATION OF SPECIFIC COMPETENCIES (1)
1. Information technologies 330 corp / empl.
Electronics
Software development
Telecom / Networks / Multimedia
E-commerce / Internet
2. Education and training
65 establ / empl.
from elementary schools to engineering studies
3. Life sciences and fine chemistry
45 corp / empl.
Pharmacy
Dermatology
Biotechnology
Medical imaging
4. Environment and energy saving
19 establ / 260 empl.
From solar energy to new materials
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10. A CONCENTRATION OF SPECIFIC COMPETENCIES (2)
4 types of actors involved have created the « cluster » effect
Major and multinational companies
SMEs and start-ups
Public research and higher education
Thematic associations, networks, such as Telecom Valley, club High Tech, Data Base Forum, Sophia croissance etc ..
Officially acknowledged as a worldwide competitiveness cluster (secured communicating solutions) by the French government – July other clusters
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11. Some key ingredients to success
Creation of a strong steering committee representing all parties involved in order to achieve consensus and support the strategy
A tracking of market trends in order to adapt to improve according to the local production factors
Foster inward investment by creating incubator or venture funds so as to increase support of others financers
Assess and improve the work force, the skills and the knowledge required for the good development of the park
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