The business position and
opportunities in the
battery value chain for the
Netherlands
December 2021

Ministry of Economic Affairs and Climate Policy
Ministry of Infrastructure and Water Management

Ministry of Economic Affairs and Climate Policy
Bezuidenhoutseweg 73
2594 AC Den Haag
Strategic positioning of the Netherlands in the battery ecosystem
Reference: IUC-202107114

Dr. Paul Nillesen
Partner
M: +31(0)610038714
Paul.nillesen@pwc.com
Prof. dr. Gulbahar Tezel
Partner
M:
+31(0)613915671
Gulbahar.tezel@pwc.com

Dear Messrs. Bosdijk, Steendam, and Jagt,
We report on the strategic positioning of the Netherlands in the battery ecosystem in accordance with our Engagement Letter dated 16 September 2021. The
report has been prepared to give an overview of the Dutch strategic position in the battery ecosystem, using a four-step methodology to baseline business
opportunities, assess Dutch competitiveness, estimate economic potential and to define an overall strategic direction.
This report contains analyses based on public information, expert interviews, and feedback and input from the battery expert group, setup by the Ministry of
Economic Affairs and Climate Policy. Given the available time and resources, and the reliance on publicly available information, the analyses and results should
be treated with due care.
We accept no liability (including for negligence) to anyone else but you or for use of this report for any other than the stated purpose and it may not be provided to
anyone else.
If you have any questions please contact us at your convenience.
Yours faithfully,

PricewaterhouseCoopers
Advisory N.V.
Thomas R. Malthusstraat 5
1066 BJ Amsterdam
The Netherlands

Dr. Paul Nillesen
Partner

(KvK 34180287)

Strategy&

2

Our scope and process
Depth of assessment

Limited

Extensive

Due to the very tight timeframe and broad range of activities covered, the depth of our assessment is limited. Our findings are based on publicly
available information published by various reputable sources and expert interviews. Where analysis has been performed by Strategy&, it is high
level in nature and only intended to provide directional guidance. The assessment has been completed over seven weeks

Access to experts
In general, we have had good access to battery experts recommended by the Ministry of Economic Affairs and Climate Policy. However, most of
experts interviewed in this assessment are based out of The Netherlands and access to global experts has been limited
None

Good

Access to information
This report is based primarily on publicly available and high level information. No confidential information has been used. Access to publicly
available information has been good with no restriction
Limited

Extensive

Clarity of information
Clarity of publicly available information has been generally good, albeit with variation of data and projections between sources. Where
discrepancy in publicly available information sources was noted, an assessment of the most appropriate data to use was made
Poor

Good

Certainty of estimations

Poor

Good

Important scope comments and guidelines
for use of this report

Strategy&

The estimations made throughout the document use quantitative and qualitative input (from multiple experts). The economic potential calculation
methodology follows a high level top-down approach and is sensitive to market demand, technology maturity, value pool estimations and
potential market share which can be captured by Dutch companies
The information contained in this report is high level by nature and should not be relied on for decision making. The report is intended to provide
only a high level and directional overview of the strategic position of The Netherlands in the battery ecosystem. Strategy&, part of
PricewaterhouseCoopers Advisory N.V., (“PwC”) has not performed an audit, verification or independent validation of the aforementioned data
and thus does not undertake any responsibility or liability and does not give and must not be interpreted as to be giving any (explicit or implicit)
assurance for the accuracy or the completeness of the data. This report does not constitute investment and/or legal advice. We accept no
liability (including for negligence) to anyone else but you or for use of this report for any other than the stated purpose and it may not be provided
3
to anyone else

Content
1. Executive summary
2. Overview of key findings
3. Baselining business opportunities

4. Assessing Dutch competitiveness
5. Determining economic potential
6. Defining strategic direction
7. Appendices

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4

Executive
summary

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EZK1 has requested for an international benchmark to validate and
quantify the distinct position of the Netherlands in the battery landscape
Executive summary (1/4)
Background and context
• The production and usage of batteries will grow
exponentially during the global transition from fossils to
renewable energy

believed to be the basis for unlocking economic
potential of the Dutch battery ecosystem
• The 12 identified subthemes are

• Batteries enable the electrification of mobility (mainly
road transport and certain applications in aviation and
navigation) and the stabilization of the electricity grid
(balance demand with intermittent energy supply from
solar PV and wind)
• However, technological advancements are required as
current generation batteries have a number of limitations
with regards to scarcity of materials used, safety and
performance (e.g. energy density, charge capacity,
lifetime)
• To avoid dependence on other countries, the European
Commission is investing billions to establish a (largely)
independent value chain for next generation batteries
• The Netherlands has specific capabilities in the
development of next generation batteries, mostly related
to research & development of specific niches of next
generation batteries
• The Netherlands commits to a critical role in the EU
battery ecosystem and works on its own battery strategy
• In the request for proposals, 12 subthemes have been
identified by EZK along the battery value chain that are
Strategy&

1) Ministry of Economic Affairs and Climate Policy

‒ The development of new battery materials for
anodes, cathodes, electrolytes and separators
‒ Production equipment for battery cells, modules or
packs
‒ Parts/subprocesses (in particular si-anodes,
coatings and deposition techniques) for 3B
generation batteries
‒ Generation 4 solid state batteries
‒ Battery management systems and software
‒ Pack assembly and integration, especially for heavy
duty transport
‒ Mechanical and chemical recycling
‒ Bulk battery concepts, in particular redox flow
batteries, hydro(gen) and salt batteries
‒ Data-driven solutions for stationary batteries
‒ System approach as competence for circularity
‒ Safe storage and transport

Study objectives
• The objective of this study is to specify the economic
opportunities for Dutch businesses and knowledge
institutions along the direction of the 12 identified
subthemes
• More specifically, the ministry is looking for:
‒ An international benchmark to illustrate the
competitive position of the Netherlands on each of
the subthemes
‒ The identification of the specific business
opportunities arising from the subthemes and an
estimation of their economic potential and time to
market while taking into account the competitive
international landscape

‒ Initial strategic direction on short and long term next
steps to capitalize on the identified business
opportunities
• Parallel to this study, the ministry has setup a battery
expert group and works on a national action plan /
roadmap
• This research serves as an important input for that
action plan

‒ Measurement and control techniques, quality
assurance
6

Sixteen unique business opportunities have been identified from the
various subthemes for NL to consider
Executive summary (2/4)
A four step approach is used to assess
competitiveness, estimate economic potential and
define a strategic direction for the identified business
opportunities
• Baselining business opportunities: The identified
subthemes are broad in scope, cover multiple parts of
the battery value chain and are difficult to explain in
commercial business language. Hence, they are
translated to concrete business opportunities to facilitate
better benchmarking and estimation of economic
potential
• Assessing Dutch competitiveness: For each identified
business opportunity, the Netherlands is compared to a
leading set of reference countries to understand Dutch
competitiveness on a global scale
• Determining economic potential of the Netherlands: The
2030 economic potential is estimated for each business
opportunity to identify the most lucrative opportunities
• Defining an overall strategic direction: Business
opportunities with high competitiveness and economic
potential are identified, ecosystem synergies between
them are highlighted and a high level strategic action
plan is defined
Sixteen unique business opportunities have been
identified from the various subthemes
• Four conversion lenses, which are: relevant market

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context, capabilities of the Dutch ecosystem,
specification along the battery value chain and
judgement from experts, have been used to convert the
subthemes into business opportunities
• For example, in the case of the subtheme –
development of new battery materials for anodes,
cathodes, electrolytes and separators:
‒ The relevant market context centers around the
importance of material science in battery technology
performance, current limitations of used materials
due to scarcity and safety issues and the need for
new materials (incl. silicon) to overcome the current
challenges and improve battery performance
‒ The capabilities of the Dutch ecosystem are evident
in nanotechnology and the high tech sector, R&D
activities at companies and universities, and the
presence of a strong polymer ecosystem
‒ Combining the relevant market context with the
Dutch capabilities and using further expert
validation, four unique business opportunities are
identified for this subtheme, which are, production of
silicon anodes, selling/ leasing of patents related to
material science or production methodologies of new
battery concepts, producing polymeric materials for
new battery electrodes and electrolytes and
producing equipment for specific process steps in
the manufacturing of current generation of lithium-

1) Ministry of Economic Affairs and Climate Policy

ion batteries
‒ A value chain lens is finally used to ensure that the
chosen business opportunities apply to specific
battery value chain steps to facilitate better
economic potential estimation
• Using the same methodology, sixteen unique business
opportunities have been identified from the various
subthemes, which are:
‒ Production of silicon anodes
‒ Selling/ leasing of patents related to material science
or production methodologies of new battery
concepts
‒ Producing materials for new battery electrodes and
electrolytes (e.g. polymer concepts)
‒ Production of equipment for specific process steps in
the manufacturing of current generation of lithiumion batteries (e.g. deposition/ coating techniques)
‒ Production of equipment for the manufacturing of
new battery technologies focusing on cell
component and cell production
‒ Production of hardware components (sensors/
controllers/ chip sets) which go into a battery
management system

‒ Manufacturing testing equipment required in cell
production process

7

The opportunities with highest potential competitiveness are related to
high-tech equipment and electric heavy duty mobility
Executive summary (3/4)
‒ Offering data-driven solutions as a service to owners
and developers of storage systems (e.g. remote
monitoring, forecasting, predictive maintenance,
charge/discharge optimization etc.)
‒ Developing recycling techniques related to the
chemical separation of batteries
‒ Recycling/ dismantling of end-of-life mobility
batteries
‒ Production of solid state batteries
‒ Production of electric heavy duty commercial
vehicles
‒ Production of e-drive train for heavy duty vehicles
‒ Production of integrated membrane stacks to be
used in redox flow batteries
‒ Production of utility scale batteries with longer
discharge times (redox flow, salt water, other
technologies)
‒ Integration of stationary battery storage into the grid
• The identified business opportunities mainly apply to the
cell component and cell production part of the battery
value chain covering all activities from production,
equipment supply, R&D, to component supply
Business opportunities related to high-tech equipment
and electric heavy duty mobility appear to have the
highest competitiveness
• We created a reference list of countries per business
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opportunity (based on number of active companies and
expert input) and then benchmarked NL against those
countries using a 5-point scale
• We applied a combination of qualitative and quantitative
indicators to assess the competitiveness of NL for every
business opportunity against the reference list. The
indicators which have been used are:
‒ Number of companies currently operating in a
country specific to a business opportunity which
helps determine the relative size of an industry and
the dominance of the country in that industry
‒ Maturity of the industry in the country, related to the
business opportunity, which helps distinguish
startups from established companies
‒ High technology exports as % of total exports for
manufacturing related opportunities or
research and development expenditure as % of
GDP for research related opportunities which helps
understand the potential ecosystem capabilities to
support manufacturing and research in the larger
battery ecosystem
‒ Number of patents in the fields related to the
business opportunity which is a proxy for the
technological advancements in a specific field in a
country
‒ Research strength of countries in the fields related to
the business opportunity which gives an indication of

the knowledge in the educational institutions and
R&D centers in a country
‒ Competitive position of country compared to rest of
the market using expert judgement
• The overall competitiveness is then calculated based on
an average with equal weights across the individual
indicators. The business opportunities which appear to
have the highest competitiveness are:
1. Business opportunities related to high-tech equipment
manufacturing
‒ Production of equipment for specific process steps in
the manufacturing of current generation of batteries
‒ Production of equipment for the manufacturing of
new battery technologies focusing on cell
component and cell production
‒ Production of hardware components which go into a
battery management system
2. Business opportunities related to heavy duty mobility
‒ Production of electric heavy duty commercial
vehicles
‒ Production of e-drive trains for heavy duty vehicles
• These opportunities correspond with the traditional and
existing expertise of The Netherlands in the high tech
sector, extensive experience in equipment
manufacturing and state of the art bus and truck
production
8

Combining competitiveness and economic potential, the ecosystem related
to heavy duty mobility scores high on both indicators
Executive summary (4/4)
• Although the chosen indicators are methodologically
sound, it has not been possible, given the scope of the
study, to account for aggressive growth potential of
start-ups and scale-ups with disruptive technologies
Production related business opportunities appear to
have the highest economic potential as they capture
the maximum revenue pools in the battery value chain
• The future Dutch economic potential of various business
opportunities is estimated using a 4-step approach,
which covers:
‒ Value chain alignment: The business opportunities
are aligned to either the battery pack, battery electric
vehicle (heavy duty) or stationary storage systems
value chain depending on whether they are
upstream, midstream or downstream opportunities
‒ Global market size estimation: The global market
size depends on the value chain of the business
opportunity and the technology in focus and is
calculated using Strategy& estimation models and
cross-checked with published reports
‒ Revenue pool identification of business opportunity:
Revenue pool depends on the value chain step the
business opportunity is present in and revenue pool
percentages are taken from published reports and
expert interviews
‒ Potential future NL market share estimation: The
market share which can be captured by Dutch
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companies is calculated depending on the results of
the competitive benchmarking exercise undertaken
in the previous phase of the study
• The calculation methodology follows a high level topdown approach and is sensitive to market demand,
technology maturity, value pool estimations and
potential market share which can be captured by Dutch
companies
• Using the high level calculation methodology, the
business opportunities with the highest estimated
annual Dutch economic potential in 2030 appear to be:
‒ Production of electric heavy duty commercial
vehicles (~$1,950 M)
‒ Production of e-drive trains (~$1,000 M)
‒ Production of solid state batteries (~$250 M)
‒ Production of hardware components (sensors/
controllers/ chip sets) which go into a battery
management system (~$180 M)
‒ Integration of stationary battery storage into the grid
(~$150 M)
The overall strategic recommendation for the
Netherlands is potentially to double down on
opportunities related to heavy duty mobility, grow the
ones related to equipment manufacturing and incubate
the ones relating to new battery concepts and
stationary storage systems

• Combining the competitiveness and economic potential
assessment yields three regions with distinct strategic
characteristics:
‒ Double down: high competitiveness and high
economic potential - Explore how NL could
capitalize on strong competitive positioning
‒ Grow: high competitiveness and low economic
potential or low competitiveness and high economic
potential - Seek for ways to improve NL competitive
position or explore possibility of increasing economic
potential through backward or forward value chain
integration
‒ Incubate: low competitiveness and low economic
potential - Monitor potential of relevant opportunities,
given the disruptive nature and development speed
of the battery market
• Potential economies of scale and/ or skill can be
identified by clustering the business opportunities into
four ecosystems, which are electric heavy duty mobility,
equipment manufacturing, new battery concepts and
stationary storage systems
• Clear strategic directions emerge when comparing the
ecosystems against each other on competitiveness and
economic potential with a recommendation to potentially
double down on heavy duty mobility, grow equipment
manufacturing and incubate new battery concepts and
stationary storage systems
9

Overview of key
findings

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10

A four step approach is used to assess competitiveness, estimate economic
potential and define a strategic direction for the business opportunities
Summary of our methodology
Details on pages: 35-79

Process
Research
question

Activities

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2

Details on pages: 106-135

3

Details on pages: 136-148

4

Assess Dutch competitiveness

Determine economic potential
for the Netherlands

“What are the specific business
opportunities per subtheme?”

“What are key determinants of a
country's competitiveness per business
opportunity and how distinctive are the
Dutch strengths internationally?”

“What is the economic potential for the
Netherlands for these business
opportunities?”

“What steps should be taken to
capitalize on the economic potential for
the Netherlands?”

•

Per subtheme, formulate the specific
business opportunities in the battery
value chain for the Netherlands

•

•

Map business opportunities in a twoby-two matrix to identify most relevant
strategic directions

Gather existing information that
proves the strength of the NL position
around the formulated opportunities

Per business opportunity, determine
the relevant market size (quantitative)
based on the position and revenue pool
in the battery value chain

•

•

Formulate indicators that can express
a country's competitiveness on the
specific business opportunities
(qualitative and quantitative)

•

•

Per business opportunity, determine
which countries are most relevant for
comparison (reference countries)

•

Determine possible synergies
between business opportunities using
an ecosystem approach

•

•

Populate indicators per business
opportunity for the reference countries
through desk research and expert
judgement

Estimate potential market share
(qualitative) of the Netherlands using
the determined competitiveness from
step 2

Determine next steps for industry,
knowledge institutes and government to
capitalize on the identified economic
potential per ecosystem including time
frame

•

Determine the relative competitive
position of the Netherlands in the
business opportunities through
qualitative and quantitative assessment

•

Integrate findings in coherent strategic
advice

•

Per business opportunity: reference
countries, raw data on indicators and
conclusions on Dutch competitiveness

•

Short and long term next steps for all
business opportunities and integrated
report with project findings

Baseline business opportunities

•

Deliverable

Details on pages: 80-105

1

•

Place opportunities in relevant
market context (qualitative assessment
around competitive landscape,
replacements, alternatives, entry
barriers etc.)

Per business opportunity: clear
description, Dutch capabilities, market
context and value chain positioning

•

Per business opportunity: estimated
market size, market share and
economic potential

Define strategic direction

With the introduction of the baseline step, the methodology deviates from the 3 steps in the RFP – translating the (sometimes broad) subthemes
into concrete business opportunities allows for more detailed benchmarking which results in better assessment of the Dutch competitive position

1. Baseline business opportunities

In the request for proposals, 12 subthemes have been identified as
potentially relevant for the Dutch battery ecosystem
Identified themes in the request for proposals
Broader theme

Subtheme

Focus battery technology

The development of new battery materials for anodes, cathodes, electrolytes and
separators

General

Production equipment for battery cells, modules or packs

General

Parts/subprocesses (in particular Si-anodes, coatings and deposition techniques) for 3B
generation batteries

Lithium-ion

Generation 4 Solid State Batteries

Lithium-ion

Battery management systems and software

General

Pack assembly and integration, especially for heavy duty transport

General

Mechanical and chemical recycling

General

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt batteries

Bulk batteries

Data-driven solutions for stationary batteries

General

System approach as competence for circularity

General

Safe storage and transport

General

Measurement and control techniques, quality assurance

General

New cells and materials

Packs and systems
Reuse, second-use and recycling

Grid support

Circularity
Safety

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12

1. Baseline business opportunities

Details on pages: 38-52

These subthemes are translated to concrete business opportunities to be
able to benchmark vs. other countries and assess economic potential
Methodology to formulate business opportunities from subthemes
Subtheme approach

Business opportunity approach

Conversion lenses

Subtheme definitions are broad in
scope and prevent accurate
benchmarking against other countries
and assessing economic potential

1

2

3

Business opportunities are defined to
be value chain focused activities to
better facilitate benchmarking
amongst countries and assessment of
economic potential

4

Subtheme characteristics

Business opportunity characteristics

x Too broad
x Cover multiple parts of value chain
x Difficult to translate to commercial

✓ Narrow in scope
✓ Cover specific part of value chain
✓ Easy to understand in commercial

business language

language

x Makes it difficult to benchmark on a

✓ Facilitates country benchmarking and

country level and assess economic
potential
1

assessment of economic potential
3

Relevant market
context
2

Strategy&

Capabilities of Dutch
ecosystem

Specification along the
battery value chain
4

Judgement from
experts

13

1. Baseline business opportunities

Details on pages: 53-75

As a result, sixteen unique business opportunities have been identified
from the various subthemes which could be potentially relevant for NL
Identified business opportunities (1/2)
1

Production ofofSilicon
anodes
Production
Silicon
anodes

4

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries

2

3

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators
2 • Production equipment for battery cells, modules or packs
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries

Selling/ leasing of patents related to material science or production
methodologies of new battery concepts
The development of new battery materials for anodes, cathodes, electrolytes
and separators
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries
10• Generation 4 Solid State Batteries
12• Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

5

Producing
forfor
new
battery
electrodes
and electrolytes
(e.g. (e.g.
Producingmaterials
materials
new
battery
electrodes
and electrolytes
polymer
concepts)
polymer concepts)

6

1•

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators

Production
forfor
specific
process
steps
in theinmanufacturing
of
Productionofofequipment
equipment
specific
process
steps
the
current
generation
lithium-ion
batteries
deposition/
coating (e.g.
manufacturing
of of
current
generation
of(e.g.
lithium-ion
batteries
techniques)
deposition/ coating techniques)

Production
forfor
thethe
manufacturing
of new
technologies
Productionofofequipment
equipment
manufacturing
of battery
new battery
focusing on cell
component
production
technologies
focusing
on and
cell cell
component
and cell production
2•
10•
12•

Production equipment for battery cells, modules or packs
Generation 4 Solid State Batteries
Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production
components
(sensors/controllers)
which
gosets)
into a
Productionofofhardware
hardware
components
(sensors/ controllers/
chip
battery
management
system
which go into a battery management system
3•
8•

Battery management systems and software
Measurement and control techniques, quality assurance

Identified business opportunity
Strategy&

Subtheme to which the business opportunity belongs
14

1. Baseline business opportunities

Details on pages: 53-75

As a result, sixteen unique business opportunities have been identified
from the various subthemes which could be potentially relevant for NL
Identified business opportunities (2/2)
Manufacturing
equipment
required
in the
process
Manufacturingtesting
testing
equipment
required
in cell
cellproduction
production
process

7

3•

Battery management systems and software
8 • Measurement and control techniques, quality assurance

12

11 •

13

Offer
as as
a service
to owners
and developers
of
Offer data-driven
data-drivensolutions
solutions
a service
to owners
and developers
of
storage
systems
(e.g.
remote
monitoring,
forecasting,
predictive
maintenance,
storage systems (e.g. remote monitoring, forecasting, predictive
charge/discharge
optimization
maintenance, charge/discharge
optimization)

8

4•

Data-driven solutions for stationary batteries

14

5•
6•
7•

Mechanical and chemical recycling
System approach as competence for circularity
Safe storage and transport

5•
6•
7•

11

Mechanical and chemical recycling
System approach as competence for circularity
Safe storage and transport

Production
sate
batteries
Productionofofsolid
solid
sate
batteries

10 •
Strategy&

Generation 4 Solid State Batteries

16

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production
scale
batteries
withwith
longer
discharge
timestimes
(redox flow,
Productionofofutility
utility
scale
batteries
longer
discharge
salt
water,
other
(redox
flow,
salttechnologies)
water, other technologies)
12•

Manufacturing
testing equipment
required
in the cell
production process
Recycling/
dismantling
of end-of-life
mobility
batteries

10

Pack assembly and integration, especially for heavy duty transport

Production
membrane
stacks
to betoused
in redox
flow flow
Productionofofintegrated
integrated
membrane
stacks
be used
in redox
batteries
batteries
12•

15

Pack assembly and integration, especially for heavy duty transport

Production
commercial
vehicles (buses, coaches)
Productionofofelectric
e-driveheavy
trainduty
for heavy
duty vehicles

11 •

Developing
techniques
related
to the
separation
of
Developingrecycling
recycling
techniques
related
to chemical
the chemical
separation
batteries
of batteries

9

Production
heavy
duty
commercial
vehicles
(buses, coaches)
Productionofofelectric
electric
heavy
duty
commercial
vehicles

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production of
heavy
duty commercial
vehicles
(buses, coaches)
Integration
ofelectric
stationary
battery
storage into
the grid

12 •

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Identified business opportunity

Subtheme to which the business opportunity belongs
15

1. Baseline business opportunities

The identified business opportunities mainly apply to the cell
component and cell production part of the battery value chain
Mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Integration into
end applications

Re-usage and
recycling

Energy services

Key commercial steps
Production of silicon
anodes
Producing
integrated
14
membrane stacks
1

12
13

Production of electric heavy duty commercial
vehicles (buses, coaches)
Production of e-drive train for heavy duty
vehicles

11

Production of solid state batteries

15

Production of utility scale batteries with longer discharge times

II

16

8

Offer data driven
solutions

10

Recycling of end-oflife mobility batteries

Integration of
stationary storage

Infrastructure and equipment suppliers
4
5
7

Equipment for
deposition/ coating
Production of equipment for the manufacturing
of new battery technologies
Manufacture of testing equipment required in
the cell production process

III
9

Battery pack
assembly

R&D
Recycling related to
chemical separation
processes

2

Selling/ leasing of patents related to the material science or production
methodology of new battery concepts

IV

Recycling related to
chemical separation
processes

• Assessment of
the economic
potential for
mobility and
stationary
opportunities is
based on
specific value
chains

Component and service suppliers
3

Strategy&

9

• The high level
battery chain
covers mobility
and stationary
applications
with a focus on
battery packs

Polymers
for new battery
materials

6

Production of hardware components
…
(sensors/controllers) which go into a battery
management system

16

2. Assess Dutch competitiveness

We created a reference list of countries per business opportunity and
then benchmarked NL against those countries using a 5-point scale
Benchmarking methodology
Steps in the benchmarking process by business opportunity
1

5-point scale to assess Dutch competitiveness

Create reference list of countries per business
opportunity using keyword search from database
Orbis

2

1

No right-to-win: No/ very few companies active in
the business opportunity. NL is far behind its peers
and lacks an ecosystem to compete

2

Moderate competitive potential: Ecosystem
surrounding the business opportunity exists and NL
can supply to the local and regional market

3

Good competitive potential: Mature companies
and R&D institutes operate in NL with potential to
compete at a global level

4

Substantial competitive potential: NL has a
thriving ecosystem surrounding the business
opportunity and has a high market share globally

5

Market leader: NL dominates the global market
pertaining to the business opportunity with
established companies operating and doing R&D

Refine reference list using desktop research and
expert interviews
3
Benchmark NL against the reference list using the
competitive indicators and a 5-point scale
Deep dive

4
Visually compare NL against the 3 leading
countries to understand competitive potential

Strategy&

Since NL is compared against the leading countries, the relationship
between scores and competitiveness is non linear; Scores above 2 already
indicate average competitiveness in the total market

17

2. Assess Dutch competitiveness

We applied a combination of qualitative and quantitative indicators to
assess the competitiveness of NL for every business opportunity
Overview of competitive indicators
Type

Indicators

Lagging indicators strength of current
industry

Source

Expert judgement

Strategy&

Rationale

Number of companies currently operating in a country
specific to a business opportunity

Database ‘Orbis’ and
google search and expert
interviews

The number of active companies in a country determines the
relative size of an industry and the dominance of the country
in that industry

Maturity of the industry in the country, related to the
business opportunity

FTE estimates per
company from database
‘Factiva’ and company
profiles and expert
opinion

Assessment of the industry maturity as a whole is based on
multiple levers; amount of FTE’s employed in a market
serves as an initial indication, which is refined with qualitative
assessment of company profiles and expert judgement (e.g.
to compensate for high levels of automation)

High technology exports as % of total exports for
manufacturing related opportunities
or
Research and development expenditure as % of
GDP for research related opportunities

Leading indicators potential for future
competitiveness

?

Database ‘World Bank’1)

Quantifiable indicators such as high-tech exports and R&D
spend help determine the potential capabilities of the
ecosystem in a particular country to support manufacturing
and research in the larger battery ecosystem

Number of patents in the fields related to the business
opportunity

Database ‘WIPO IP
Statistics Data Center’2)

The number of patents is a proxy for the technological
advancements in a specific field in a country and shows
potential for future technology dominance

Research strength of countries in the fields related to
the business opportunity

Database ‘Scimago
Journal & Country Rank’3)

The research strength gives an indication of the knowledge in
the educational institutions and R&D centers in a country
which is crucial for future innovations

Competitive position of country compared to rest of
the market

Expert interviews

Expert judgement provides specific context regarding the
competitive position of a country

The overall competitiveness is calculated based on an
average with equal weights across the individual indicators

The current methodology does not account for some of the aggressive growth rates foreseen
by start-ups and scale-ups depending on the commercialization of new technologies

Sources: 1) The World Bank (a, b); 2) WIPO (2021); 3) Scimago (2020)

18

2. Assess Dutch competitiveness

Details on pages: 84-100

The Netherlands appears to have good competitive potential in
producing production equipment for the battery ecosystem
Overview of business opportunity benchmark (1/3)
Number of
companies

Business opportunity

3

1

Production of silicon anodes

2

Selling/ leasing of patents related
to material science or production
methodologies of new battery
concepts

3

Producing materials for new
battery electrodes and
electrolytes (e.g. polymer
concepts)

4

5

Production of equipment for the
manufacturing of new battery
technologies focusing on cell
component and cell production
Legend

1

No right-to-win

R&D/ high
tech
exports

3

3

3

3

Production of equipment for
specific process steps in the
manufacturing of current
generation of lithium-ion
batteries (e.g. deposition/ coating
techniques)

Strategy&

Industry
maturity

2

3

3

4

4

2

Moderate competitive
potential

3

Number of
patents

Research
strength

1

2

2

2

3

2

2

4

3

2

4

2

2

3

Good competitive
potential

2

4

Expert
judgement

2

3

2

3

3

Substantial
competitive potential

5

Average
score

Rationale

2,3

Moderate competitive potential – In the US
and China, the ecosystem of companies
appears to be much more developed
compared to NL

2,5

Moderate competitive potential - Research on
new battery concepts is mainly performed by
existing battery manufacturers, which are
concentrated in South East Asia and the US

2,5

Moderate competitive potential - Potential
exists given the expected future demand for
batteries in Europe combined with the
historical expertise of The Netherlands in
material sciences

2,8

Good competitive potential – New deposition
and coating processes require high precision
which could provide The Netherlands a right
to play given the strong expertise in high-tech
machinery and manufacturing equipment

3,2

Good competitive potential – New battery
concepts are expected to require new
production equipment, which could create a
possibility for The Netherlands to leverage it’s
strong positioning in the high-tech sector

Market leader

19

2. Assess Dutch competitiveness

Details on pages: 84-100

In addition, good competitive potential possibly exists in producing
hardware components for battery management systems and recycling
Overview of business opportunity benchmark (2/3)
Number of
companies

Business opportunity

6

Production of hardware
components (sensors/
controllers/ chip sets) which go
into a battery management
system

7

Manufacturing testing equipment
required in the cell production
process

8

Offer data-driven solutions as a
service to owners and developers
of storage systems
(e.g. remote monitoring, forecasting,
predictive maintenance, charge/
discharge optimization)

9

Developing recycling techniques
related to the chemical
separation of batteries

Recycling/ dismantling end-of-life
10 mobility batteries

Strategy&

Legend

1

Industry
maturity

3

4

1

2

3

3

3

3

3

No right-to-win

R&D/ high
tech
exports

2

2

Moderate competitive
potential

4

Number of
patents

Research
strength

1

4

2

2

2

2

1

2

3

2

4

3

2

3

Good competitive
potential

3

4

Expert
judgement

3

2

2

2

2

Substantial
competitive potential

5

Average
score

Rationale

2,8

Good competitive potential – Expertise of
companies such as NXP, which is a major
supplier, could potentially provide The
Netherlands a right to play in this field

2,2

Moderate competitive potential – Testing
equipment is generally produced in close
proximity to the vehicle OEMs, which are
concentrated in the US, China and Germany

2,3

Moderate competitive potential – Large
corporates are already active in this space in
the US and South East Asia, making it a
challenging market for The Netherlands to
enter

2,5

Moderate competitive potential – Market is
developing, The Netherlands could play a
role if it could capitalize on a potential first
mover advantage

2,7

Good competitive potential – Strict guidelines
on battery transport can possibly create a
domestic recycling market, volumes are
expected to be limited to the regional market

Market leader

20

2. Assess Dutch competitiveness

Details on pages: 84-100

Finally, the fields of heavy duty mobility yield good competitive
potential for The Netherlands
Overview of business opportunity benchmark (3/3)
Number of
companies

Business opportunity

Industry
maturity

R&D/ high
tech
exports

Number of
patents

Research
strength

Expert
judgement

Average
score

Rationale

11 Production of solid sate batteries

2

3

4

2

2

2

2,5

Moderate competitive potential –
Development and production is mainly driven
by mature markets such as battery
manufacturers and vehicle OEMs in South
East Asia and the US

12

Production of electric heavy duty
commercial vehicles

4

3

4

2

3

3

3,2

Good competitive potential – There is a
strong ecosystem of companies active in the
heavy duty mobility sector in The Netherlands

13

Production of e-drive train for
heavy duty vehicles

4

3

4

2

2

3

3,0

Good competitive potential – Closely related
to the heavy duty mobility sector, providing a
right to play for The Netherlands

2,5

Moderate competitive potential – Interest of
large countries in this expected growth
market results in strong competition for active
companies in The Netherlands

2,7

Good competitive potential - Upcoming and
developing market which offers potential but
also strong competition from Asia and
Australia

2,5

Moderate competitive potential – Stationary
storage market is growing but realization of
integration projects is expected to be
contracted and executed locally

Production of integrated
14 membrane stacks to be used in
redox flow batteries
Production of utility scale
15 batteries with longer discharge
times (redox flow, salt water, other
technologies)
Integration of stationary battery
16
storage into the grid

Strategy&

Legend

1

No right-to-win

3

2

3

3

3

3

2

Moderate competitive
potential

4

1

4

2

2

4

2

2

3

Good competitive
potential

1

4

3

2

2

Substantial
competitive potential

5

Market leader

21

2. Assess Dutch competitiveness

The opportunities with highest potential competitiveness are related to
high-tech equipment and heavy duty mobility
Key findings of benchmark
Promising business opportunities

These opportunities correspond with the traditional and
existing expertise of The Netherlands

1. Business opportunities related to high-tech equipment manufacturing
• Production of equipment for specific process steps in the
manufacturing of current generation of lithium-ion batteries (e.g.
deposition/ coating techniques)
• Production of equipment for the manufacturing of new battery
technologies focusing on cell component and cell production
• Production of hardware components (sensors/ controllers/ chip sets)
which go into a battery management system

Leading position in the high-tech sector

2. Business opportunities related to heavy duty mobility
• Production of electric heavy duty commercial vehicles
• Production of e-drive train for electric heavy duty vehicles

State-of-the art bus and truck production

Additional promising opportunities may arise from recycling/circularity
concepts and stationary storage
• Recycling/ dismantling end-of-life mobility batteries
• Production of utility scale batteries with longer discharge times (redox
flow, salt water, other technologies)

• ASML and NXP are leading companies in the semiconductor
industry, the latter also supplies components for battery
management systems
Extensive experience in equipment manufacturing
• Demcon Industrial Systems and VDL ETG are global suppliers of
high-tech solutions for the manufacturing industry
• DAF is one of the major truck manufacturers
• VDL Bus & Coach and EBUSCO among first companies to
produce fully electric buses
For recycling/circularity concepts and stationary storage, although
Dutch competitive position is moderate or slightly above, societal
and market demands may account for additional promising
opportunities
Non-exhaustive

Strategy&

22

3. Assess Dutch economic potential

Details on pages: 108-114

We used a 4-step approach to estimate the future Dutch economic
potential of the identified business opportunities
Dutch economic potential assessment methodology
Economic potential (2030) calculation

Sources

Description

Research and expert interviews

The business opportunities are aligned to either the battery pack,
battery electric vehicle (heavy duty) or stationary storage systems
value chain

Estimation models and published reports
and expert interviews

The global market size depends on the value chain of the
business opportunity and the technology (solid state, redox flow
etc.) in focus

Published reports and expert interviews

The revenue pool depends on the value chain step the business
opportunity is present in and the relevant activity in the value
chain step applicable to the business opportunity

Competitive benchmarking results from
phase 2 of this study

The potential future market share of Dutch companies is
calculated depending on the results of the competitive
benchmarking exercise undertaken in phase 2 of the study

1
Value chain alignment

2

Calculation steps

Global market size
X

3
Revenue pool of business
opportunity
X

4
Potential future market share of
Dutch companies
=

Dutch economic potential

Strategy&

The calculation methodology follows a high level top-down approach and is sensitive to market demand, technology maturity, value pool
estimations and potential market share which can be captured by Dutch companies. As a result, the market might be underestimated for
some of the new battery concepts where start-ups and scale-ups can witness aggressive growth rates depending on the
commercialization of new technologies

23

3. Assess Dutch economic potential

Details on pages: 115-131

The estimated Dutch economic potential in 2030 appears to be good for
opportunities relating to equipment manufacturing and BMS systems
Overview of economic potential assessment (1/2)
Average estimated annual
economic potential (2030)

Business opportunity

Rationale

1

Production of silicon anodes

~ $ 10 M

Limited economic potential - Only 10-20% of the lithium-ion batteries are expected to
have silicon anodes in 2030 and the production of anodes is estimated to only contribute
to 1-2% of the total revenue pool in battery pack manufacturing

2

Selling/ leasing of patents related to material science or
production methodologies of new battery concepts

~ $ 40 M

Moderate economic potential - Battery production steps of the value chain are estimated
to collectively account for 45-50% of the total revenue pools and R&D accounts for a
significant 4-10% of that

3

Producing materials for new battery electrodes and
electrolytes (e.g. polymer concepts)

~$5M

Limited economic potential - Polymer concepts apply to solid state battery concepts,
which are estimated to account for only 5-10% of the battery demand in 2030, additionally
polymer is a fraction of the total materials used in these concepts

Production of equipment for specific process steps in the
manufacturing of current generation of lithium-ion batteries
(e.g. deposition/ coating techniques)

~ $ 50 M

Moderate economic potential - Battery manufacturing is estimated to account for a
substantial part of the total revenue pool (45-50%) with machinery accounting for 5-15%
of it and coating processes are among the key drivers (12-17%) of machinery investments

5

Production of equipment for the manufacturing of new battery
technologies focusing on cell component and cell production

~ $ 80 M

Moderate economic potential - New battery concepts are estimated to take 10-20% of
total battery demand in 2030, cell component and cell production are a significant (4550%) part of the revenue pool – equipment is 5-15% of total revenue pool in these steps

6

Production of hardware components (sensors/ controllers/ chip
sets) which go into a battery management system

~ $ 180 M

Good economic potential - Battery management systems apply to the total battery pack
market and within the battery manufacturing revenue pool, BMS accounts for 5-8%

7

Manufacturing testing equipment required in the cell
production process

~ $ 25 M

Limited economic potential - Testing equipment is estimated to only be 8-12% of the total
equipment required for cell production, which accounts for only 5-15% of the total revenue
pool in the cell production process

Offer data-driven solutions as a service to owners and
developers of storage systems (e.g. remote monitoring,
forecasting, predictive maintenance etc.)

~ $ 60 M

Moderate economic potential – Data driven solutions are estimated to account for 3-7% of
the total revenue pool in the stationary energy storage market

4

8

Strategy&

Note: LeydenJar, a Dutch scale-up involved in the production, selling/leasing patents and producing manufacturing equipment related to
silicon anodes, estimates annual revenue in 2030 to be €1.2 B

24

3. Assess Dutch economic potential

Details on pages: 115-131

In addition, the opportunities related to solid state batteries, electric
heavy duty vehicles and stationary storage systems also stand out
Overview of business opportunity benchmark (2/2)
Average estimated annual
economic potential (2030)

Business opportunity

Rationale

9

Developing recycling techniques related to the chemical
separation of batteries

~ $ 20 M

Limited economic potential - Estimated recycling market in 2030 is only 3-8% of the
battery pack demand that year, developing R&D and equipment only account for a limited
fraction of the market

10

Recycling/ dismantling of end-of-life mobility batteries

~ $ 20 M

Limited economic potential - Estimated recycling market in 2030 is only 3-8% of the
battery pack demand that year, the limited revenue pool of performing the recycling
reduces the economic potential

11

Production of solid sate batteries

~ $ 250 M

Good economic potential - Solid state batteries are estimated to take 5-10% of the total
mobility market, of which battery production is a significant share of the total revenue pool

12

Production of electric heavy duty commercial vehicles
(buses, coaches)

~ $ 1,950 M

Good economic potential - The total electric heavy duty commercial vehicle market is
substantial ($ 90k-120k M), of which vehicle production accounts for a significant share
(44-49%) – strong positioning of NL results in relatively high market shares

13

Production of e-drive train for heavy duty vehicles

~ $ 1,000 M

Good economic potential - E-drive train production accounts for a significant share (2227%) of the revenue pool across the electric vehicle value chain and is a subset of the
previous opportunity

14

Production of integrated membrane stacks to be used in
redox flow batteries

~$5M

Limited economic potential - Redox flow batteries are expected to take 5-10% of the
battery storage market, the membrane stacks account for only 8-15% of the total costs

15

Production of utility scale batteries with longer discharge
times (redox flow, salt water, other technologies)

~ $ 25 M

Limited economic potential - With 5-10% new battery technologies take a significant
share of the total battery storage market

16

Integration of stationary battery storage into the grid

~ $ 150 M

Good economic potential - The revenue pool of grid integration compared to the total
energy storage value chain is substantial (18-22%)

Strategy&

Note: Elestor, a Dutch scale-up developing and producing redox flow batteries, estimates annual revenue in 2026 to be in the range of €800900 M

25

3. Assess Dutch economic potential

Production related opportunities appear to have the highest economic
potential as they capture larger revenue pools in the battery value chain
Key findings of economic potential assessment
Promising business opportunities
1. Production of electric heavy duty commercial

vehicles (buses, trucks)
2. Production of electric drivetrains (subset of

electric heavy duty vehicle production)
3. Production of solid state batteries

Key drivers for economic potential
~$1.950 M

~$1.000 M

~$250 M

4. Production of hardware components (sensors/

controllers/ chip sets) which go into a battery
management system
5. Integration of stationary battery storage into

the grid

For details on calculation methodology
and assumptions, see pages 108-131

Strategy&

Revenue pools
• Opportunities that span across multiple steps of the value chain
yield higher economic potential – e.g. cell component production
only accounts for 5-10%, where component production to pack
assembly is 63-68%

~$180 M

~$150 M
Average estimated
annual economic
potential (2030)

• Within value chain steps, more specific activities result in lower
economic potential – e.g. producing polymer materials relates to
material costs within cell component production, and polymers
are only a share of the total material costs
Market share
• Opportunities with a higher competitiveness score yield higher
market share which contribute to economic potential – the
average potential market share varies between 2-5%
• The size of the European market impacts the obtainable market
share – e.g. on a global scale the European market for electric
heavy duty mobility is smaller than the stationary energy storage
systems market, which limits the global market share

26

4. Define strategic direction

Combining the competitiveness and economic potential assessment
yields three regions with distinct strategic characteristics
Combined assessment of competitiveness and economic potential (1/5)
Business opportunities

Competitiveness vs. economic potential

1

Production of silicon anodes

Economic potential ($ M)

2

Patents for new battery concepts

2,000

3

Producing materials for new battery components

4

Production equipment for current battery technologies

5

Production equipment for new battery technologies

1,000

6

Production of battery management system hardware

300

7

Manufacturing of testing equipment

8

Data-driven solutions for battery storage

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

11

Production of solid-state batteries

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

16

Integration of stationary storage into the grid

Strategy&

Strategic decisions based on
identified regions
A – Double down

12
13

High economic potential and high
competitiveness – Explore how NL could
capitalize on strong competitive positioning

B – Grow
High economic potential and low
competitiveness – Seek for ways to improve
NL competitive position

11

OR

200

A

Low economic potential and high
competitiveness – Explore possibility of
increasing economic potential through
backward or forward value chain integration

5

C – Incubate

6
16
B

100
C

7

0
0.0

2.2

2

8
1

14

9
3

4
15
10

2.4

2.6

2.8

B
3.0

3.2

Low economic potential and low
competitiveness – Monitor potential of
relevant opportunities, given the disruptive
nature and development speed of the battery
market

Competitiveness score
27

4. Define strategic direction

Opportunities surrounding heavy duty transport and BMS systems
appear to be the most promising ones for NL to focus on
Combined assessment of competitiveness and economic potential (2/5)
Strategic decisions

Double Down
High economic potential and high
competitiveness – Explore how NL could
capitalize on strong competitive positioning

Grow
High economic potential and low
competitiveness – Seek for ways to improve
NL competitive position
OR
Low economic potential and high
competitiveness – Explore possibility of
increasing economic potential through
backward or forward value chain integration

Incubate
Low economic potential and low
competitiveness – Keep an eye out on future
potential relevance of the opportunities

Strategy&

Identified business opportunities

Rationale

Production of electric heavy duty commercial vehicles
(buses, coaches)

Electrification of heavy duty transport is needed to meet the ambitious energy transition targets
and Dutch companies like DAF and VDL are major players in the EU market for heavy duty
transport

Production of e-drive train

New business models are emerging with vehicle OEM’s outsourcing specialized e-drive train
manufacturing to third parties and Dutch players can utilize existing expertise to supply to vehicle
OEM’s globally

Production of hardware components which go into a
battery management system

The market for BMS systems is anticipated to increase significantly in line with battery demand
and high potential exists for companies like NXP which already have a large global presence

Production of equipment for specific process steps in
the manufacturing of current generation of lithium-ion
batteries (e.g. deposition/ coating techniques)

Rise of giga factories in EU will require a localized supply chain where companies like ASML can
manufacture specialized equipment required for cell component production (e.g. deposition/
coating techniques)

Production of equipment for the manufacturing of new
battery technologies focusing on cell component and
cell production

Though battery production has been commoditized in China, this has not been the case for
specialized equipment manufacturing. New batteries will potentially require new equipment which
can yield potential for Dutch manufacturers

Production of solid sate batteries

Battery demand for mobility applications is anticipated to increase significantly with the uptake of
EVs. Solid state shows promise and NL can capture a large value chain share if production is
realized locally

Integration of stationary battery storage into the grid

High renewable energy (RES) ambitions in EU will require stationary storage systems to
integrate the renewable energy sources into the grid and since the ecosystem is very regional
specific, Dutch companies can play a role if acted upon early

Multiple opportunities

Opportunities like Redox-flow batteries, research into new battery technologies and recycling
concepts show good potential due to market demand and presence of relevant startups and
scaleups; future commercial attractiveness depends on how ecosystem evolves

28

4. Define strategic direction

Mapping opportunities to the overarching themes, identified in previous
studies, shows battery packs as potentially the most promising theme
Combined assessment of competitiveness and economic potential (3/5)
Theme

New cells
and materials

Battery
packs and
systems

Recycling,
second-use
and reuse

Grid support

Safety

Strategy&

Business opportunities
1

Production of silicon anodes

2

Patents for new battery concepts

3

Producing materials for new battery components

5

Production equipment for new battery technologies

11

Production of solid-state batteries

4

Production equipment for current battery technologies

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

16

Integration of stationary storage into the grid

6

Production of battery management system hardware

7

Manufacturing of testing equipment

8

Data-driven solutions for battery storage

Avg. estimated economic potential1

Key comments

~$370 M

The opportunities focus on relatively small
shares of manufacturing revenue pool and
new battery technologies are expected to take
only a minor share of the total battery market
in 2030

3,1

~$2.000 M

The production of electric commercial vehicles
(including e-drive trains) covers a significant
share of the manufacturing revenue pool and
NL’s strong position also increases the
estimated economic potential

2,6

~$40 M

The relatively small volume of end-of-life
batteries available for recycling reduces the
estimated economic potential

2,5

~$180 M

The economic potential is driven by integration
of stationary storage, which accounts for
significant share of the stationary storage
revenue pool

2,6

~$270 M

The production of battery management
systems hardware applies to the whole battery
market, yielding significant economic potential

Competitiveness

2,6

1) Double counting of economic potential has been avoided in the broader themes

29

4. Define strategic direction

In addition, potential economies of scale and/ or skill can be identified
by clustering the business opportunities into ecosystems
Combined assessment of competitiveness and economic potential (4/5)
Opportunity per ecosystem
i Electric heavy duty mobility

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

Competitiveness vs. economic potential

Potential ecosystem
economies of scale/ skill

Economic potential ($ M)

I – Electric heavy duty mobility

2,000

Through producing both electric
drivetrains and heavy duty vehicles, NL
could strength the competitive position
and capitalize on the collective economic
potential

12

i

ii Equipment manufacturing

4

Production equipment for current battery technologies

5

Production equipment for new battery technologies

6

Production of battery management system hardware

7

Manufacturing of testing equipment

13
1,000

II – Equipment manufacturing
iii

iii New battery concepts

1

Production of silicon anodes

2

Patents for new battery concepts

3

Producing materials for new battery components

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

11

Production of solid-state batteries

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

Data-driven solutions for battery storage

16

Integration of stationary storage into the grid

11
ii

200

6

iv

III – New battery concepts

16
100
5

iii
ii

7

iv Stationary storage systems

8

NL could use its traditional manufacturing
expertise to manufacture a range of
equipment for current generation and new
generation battery technologies – which
all require high-tech equipment

300

0
0.0

2.2

2

8
1

14

9
3

4
15
10

2.4

2.6

2.8

IV – Stationary storage systems
3.0

3.2

Competitiveness score
Strategy&

NL could focus on research, developing
and producing new battery technologies
as well as recycling – all opportunities
require significant R&D investments and
close collaboration between research
institutes and startups
Owing to the large amounts of RES
development in EU, NL could spearhead
the stationary storage growth in Europe

30

4. Define strategic direction

Clear strategic directions emerge when comparing the ecosystems
against each other on competitiveness and economic potential
Combined assessment of competitiveness and economic potential (5/5)
Competitiveness vs. economic potential

Identified ecosystems

Economic potential ($ M)
Ecosystem

2,000
12

i

Average
competitiveness

Total economic
potential, $ M

Strategic
decision

Rationale

Double down

The ecosystem has the highest economic
potential with already a strong presence of
Dutch players competing in the regional and
global space

Grow

The ecosystem competitiveness is high due
to the traditional Dutch capabilities in
manufacturing and a sizeable portion of
economic potential can be attained if the
companies focus efforts towards batteries

Incubate

High level of collaboration is required
between startups, universities and research
institutes; high upside is possible if new
technologies are commercialized

Incubate

Mainly a local and regional play but high
upside is possible due to the projected
increase in the share of intermittent RES in
the energy mix

i

Electric heavy
duty mobility

13
1,000

3,1

~1.950

ii

300
iii

Equipment
manufacturing

11

2,9

~340

ii

200

6

iv

iii

16

B

A

100
C

7

0
0.0

2.2

2

8
1

iv

5

iii
ii

New battery
concepts

14

9
3

4
15
10

2.4

2.6

2.8

B
3.0

3.2

Competitiveness score

Stationary
storage
systems

2,5

2,4

~330

~210

Strategic decisions based on identified regions
A – Double down
B – Grow

C – Incubate
Incubate

Strategy&

1) Double counting of economic potential has been avoided in the ecosystems

31

4. Define strategic direction

These ecosystems target different entities with different expected
maturity timeframes
Ecosystem mapping to development funnel
Target
entities

Acadamic research

Research centers
Start-ups

OEMs, large companies,
suppliers

Scale-ups
# scale-ups

Ecosystem
mapping

I - Heavy duty mobility
II - Equipment manufacturing
III - New battery concepts
IV - Stationary storage systems

Expected
maturity
timeframe

Strategy&

Long term: 5-10 years

Short term: 0-5 years

32

4. Define strategic direction

In addition, the ecosystems have different challenges to overcome in
order to achieve the strategic direction
Challenges foreseen per ecosystem
Non-exhaustive

Challenges foreseen
1

Technology
2

Costs

Lack of a clear technology
development path; it is unclear which
technology can mature and become
dominant in the market

Ecosystem mapping

•
6

2

•

Ecosystems is insufficiently cost
competitive compared to alternatives
in the market
5

3

Legislation

I – Electric heavy duty mobility

1

Legislative environment is not
conducive enough to stimulate faster
uptake in the market

3

4

Competition

Strong competition from experienced
and potent companies/ countries
within the market

•
6

2

•

5

Commitment
6

Capabilities
Strategy&

Ecosystem focus is on current
lucrative solutions, less effort on
investing in growth of battery market
Lack of R&D focus, skilled workforce
and technical knowhow to realize
ecosystem growth

5

3

4

•

•

Minor challenge

1

IV – Stationary battery storage

2

•
5

Technology – Uncertain which
6
technology will become the main
substitute for lithium-ion batteries
Costs – Decreasing lithium-ion
battery costs make it difficult for
new technologies to compete
Capabilities – Ecosystem of start- 5
ups, scale-ups and research
institutes is currently not sufficient
to realize strong uptake

Legend

4

Competition – Established
manufacturers already exist
supplying to current battery
companies
Commitment – Battery market is
not sufficiently high on the agenda
of existing high-tech companies
Capabilities – Resources
allocated to battery technology is
limited compared to market

6

III - New battery concepts

1

4

•

Technology – Battery pack
energy density needs to improve
to facilitate long haul transport
Legislation – Potential to
increase incentives for cities and
companies to become net-zero
Competition – Germany, United
States and South East Asia are
well-positioned due to existing
large manufacturers

II – Equipment manufacturing

1

3

•

•
2

•
3

Cost – Current high costs of utility
scale storage prevent mass
deployment to integrate RES
Legislation – Unclarity around the
role of stationary battery storage in
the energy policy hinders
deployment

4

Moderate challenge

Main challenge

Based on expert interviews and subjective assessment

33

4. Define strategic direction

Details on pages: 144-148

A variety of possible next steps exist that can contribute to overcoming
the ecosystem challenges
Summary of strategic direction
Ecosystem
Overall strategic
direction

Non-exhaustive

I - Electric heavy duty mobility

II - Equipment manufacturing

III - New battery concepts

IV - Stationary storage systems

“Double down”

“Grow”

“Incubate”

“Incubate”

Expected time to
maturity

Short term: 0-5 years

Short term: 0-5 years

Long term: 5-10 years

Medium term: 0-7.5 years

Target entities

OEM’s, suppliers, large companies

Scale-ups, OEM’s, suppliers,
large companies

Academia, start-ups, research
centers

Start-ups, academia, scale-ups,
OEM’s, suppliers, large companies

Challenges
foreseen

Possible next
steps

Strategy&

• Technology
• Legislation
• Competition
• Consider providing financial
support that could enable OEMs
and research institutes to improve
on technology
• Explore legislation possibilities
for stimulating electric vehicle
adoption; e.g. zero emission
zones in cities
• Review and potentially improve
participation of Dutch OEMs in
European tenders

• Competition
• Commitment
• Capabilities
• Advocate building of regional
supply chains for the upcoming
European Gigafactories
• Engage active companies to
focus on battery technologies
by showcasing future battery
potential
• Stimulate research at R&D
centers of corporates through
financial support

• Technology
• Costs
• Capabilities
• Stimulate faster technology
development by promoting
collaboration within the
ecosystem, e.g. intensify
information sharing between
universities and companies
• Explore possibilities for
reducing the financial barriers
for developing new battery
concepts
• Attract top talent with strong
credentials in battery research

• Costs
• Legislation
• Use legislative mechanisms to
incentivize project developers
to co-locate RES and storage to
realize cost synergies
• Consider providing financial
support to stimulate deployment
till cost parity is achieved
• Highlight the role of stationary
storage in managing flexibility in
the grid by connecting with TSO’s
and utility companies

34

Baselining
business
opportunities

Strategy&
Strategy&

35

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

36

In the request for proposals, 12 subthemes have been identified as
potentially relevant for the Dutch battery ecosystem
Identified themes in the request for proposals
Broader theme

Subtheme

Focus battery technology

The development of new battery materials for anodes, cathodes, electrolytes and
separators

General

Production equipment for battery cells, modules or packs

General

Parts/subprocesses (in particular Si-anodes, coatings and deposition techniques) for 3B
generation batteries

Lithium-ion

Generation 4 Solid State Batteries

Lithium-ion

Battery management systems and software

General

Pack assembly and integration, especially for heavy duty transport

General

Mechanical and chemical recycling

General

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt batteries

Bulk batteries

Data-driven solutions for stationary batteries

General

System approach as competence for circularity

General

Safe storage and transport

General

Measurement and control techniques, quality assurance

General

New cells and materials

Packs and systems
Reuse, second-use and recycling

Grid support

Circularity
Safety

Strategy&

37

These subthemes are translated to concrete business opportunities to be
able to benchmark vs. other countries and assess economic potential
Methodology to formulate business opportunities from subthemes
Subtheme approach

Business opportunity approach

Conversion lenses

Subtheme definitions are broad in
scope and prevent accurate
benchmarking against other countries
and assessing economic potential

1

2

3

Business opportunities are defined to
be value chain focused activities to
better facilitate benchmarking
amongst countries and assessment of
economic potential

4

Subtheme characteristics

Business opportunity characteristics

x Too broad
x Cover multiple parts of value chain
x Difficult to translate to commercial

✓ Narrow in scope
✓ Cover specific part of value chain
✓ Easy to understand in commercial

business language

language

x Makes it difficult to benchmark on a

✓ Facilitates country benchmarking and

country level and assess economic
potential
1

assessment of economic potential
3

Relevant market
context
2

Strategy&

Capabilities of Dutch
ecosystem

Specification along the
battery value chain
4

Judgement from
experts

38

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

39

The battery market is set for unprecedented growth 0ver the next
decade creating opportunities and disruptive threats
Battery storage growth potential
Global battery storage annual growth, TWh (2020-2030E)

Key market characteristics

Growing
demand

• Global battery demand is on the verge of massive growth over the next
decade and historic forecasts have tended to underestimate
demand
• Unprecedented growth expectations (+29-33% year on year), even
compared to iPhones (7%) and semi-conductors (13%)

Emerging
opportunity

• Growing demand will result in a large and attractive market
• According to some forecasts, European battery ecosystem could
amount to €250 billion a year from 2025 onwards and current trend
of capital investments indicate that abundant capital is available

Strategic
asset

• Territories are starting to consider batteries to a strategic asset
with a highly consolidated Asia dominant supplier base and a potential
supply gap in Europe
• Need for additional control over the supply chain and the manufacturing
process further increases the strategic importance of batteries

Development
uncertainty

• Battery technologies are constantly evolving and new cathode and
anode chemistries have the potential to replace the dominant Li-ion
• New battery markets will also emerge, including recycling and
second life

TWh
3

2
+29-33%
1

0
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Low scenario (BNEF)

Strategy&

High scenario (WEF)

Source: BloombergNEF (2020a), WEF (2019), Enerdata (2021), Strategy& analysis

40

Demand is driven by three main application areas with mobility
accounting for majority (~88%) of the battery demand in 2030
Global battery storage demand by application area
88% of
demand

Mobility

4% of
demand

Portables

8% of
demand

Stationary storage (ESS1)

Description
Energy storage used in all types of mobility applications
including last mile delivery

Description
Energy storage used in portables devices and the most
mature battery market

Description
Stationary energy storage used in grid-related applications

Battery characteristics
High performance batteries required from large scale
manufacturers; likely to drive product innovation

Battery characteristics
Niche battery solutions from smaller scale manufacturers

Battery characteristics
Typically large size and must have millisecond response
time. Opportunity for second life EV batteries

Growth driver

Growth driver

Growth driver

Electrification of cars and buses expected to drive battery
demand

New consumer electronics (e.g., wearables) and growing
electrification of power tools and medical applications
expected to drive battery demand

Increase in residential, commercial and utility-scale storage,
due to growth in renewable energy installations, expected to
drive battery demand

Estimated average battery demand, GWh (2020-2030E)

Estimated average battery demand, GWh (2020-2030E)

Estimated average battery demand, GWh (2020-2030E)

+35%

100

2020

Strategy&

43

449

2025E

+9%

2,032

102

+34%

10

2030E

1) Energy Storage Systems; Source: BloombergNEF (2020a),
US DOE (2020), IEA (2021), WEF (2019), Strategy& analysis

2020

188

65

2025E

2030E

In the economic potential assessment only mobility
and storage will be considered – these markets the
have highest estimated growth and are most relevant for
the Dutch battery ecosystem

2020

43

2025E

2030E

Share of ESS can potentially further increase in the
next decade on account of RES growth (supply side) and
electrification of heating, mobility etc. (demand side) which
further increases the need for storage
41

Battery technologies are constantly evolving with several emerging
technologies in the research phase
Non exhaustive

Battery technology by TRL
Research

Development

Demonstration

Depolyment

Mature technology

Lithium-ion (Li-ion)
Battery technologies

Nickle-metal hydride (NiMH)
Lead-acid
Redox-flow

Solid state
Lithium sulphur
Sodium ion
Lithium air

Time
Technology
readiness
level (TRL)

Strategy&

1

2

3

4

5

6

7

8

9

10
Mature technologies

Sources: IEA (2020), TNO (2021), Expert interviews, Strategy& analysis

11
Emerging technologies

42

Amongst the mature technologies, Li-ion currently dominates due to its
superior power and energy density
Non exhaustive

Battery technologies comparison
Specific power (W/kg) and specific energy (Wh/kg) by battery technology type
Discharge time 10h

1h

Key comments
6min

Specific Energy in Wh/kg

1000

0,6min

100

• Both these segments require battery
technologies with high energy and
power densities

10

• Li-ion battery technologies have the
highest energy densities (100 - 265
Wh/kg) amongst other mature
technologies such as Lead-acid

1

• This has made Li-ion the preferred
battery type for use in applications such
as mobile phones, laptops, cameras and
automobiles
1

10

100
Specific Power in W/kg

Li-ion

Strategy&

• Mobility and portable applications
currently represent the largest share
(~90%) of the total current battery
demand

NiMH

Lead-acid

Redox flow

Sources: European Commission (2020a), Strategy& analysis

1000

10000

• Li-ion batteries are the biggest focus
area in EV development with ongoing
research in new cathode chemistries to
customize their temperature range, cycle
rates, and extending pack life

43

In mobility applications (highest demand area), solid state batteries
show the highest potential for commercialization in the near future
Non exhaustive

Advantages and challenges of emerging battery technologies
Main
application

Mobility

Battery
technology

Description

Battery
generation

Advantages

Current challenges

Solid state

A Li-ion conducting solid is used
as electrolyte and separator
instead of a liquid electrolyte

Generation 4

•
•
•
•

• Commercial performance
is unproven across many
indicators (stability,
conductivity, sensitivity to
water vapor etc.)

(>2025)

Lithium
Sulphur

Lithium is used as anode and
electron-transfer material, while the
cathode is made of Sulphur

Generation 4

• High energy density
• Inexpensive as Sulphur is cheap
• Less toxic

• Poor conductivity
• Safety concerns
• Significant volume
expansion during lithiation
of Sulphur

(>2025)

Lithium air

Oxygen in the air would act as
the cathode with lithium as anode

Generation 5

• Potentially very high energy
density (similar to liquid fuels)

• Practical feasibility still to
be demonstrated

(>2030)

Redox flow

Composed of two electrolytes
separated by an ion-selective
membrane that allows only specific
ions to pass during the charging or
discharging process

n.a.

• Very high scalability and
flexibility
• Longer life cycle
• Higher depth of discharge
• Unlimited energy capacity

• Lower energy densities

(current)

Sodium ion

Charge transfer relies on sodium
ions instead of lithium ions

n.a.

• Potentially inexpensive as
sodium is cheap
• High energy efficiency
• Abundant availability of sodium

• High diffusion barriers
• Low energy density

(>2030)

ESS

Strategy&

High energy density
Improved safety
High power density
Longer shelf life

Sources: IEA (2020), European Commission (2020a), European Commission (2020b), Jianmin Ma et al (2021), Expert interviews, Strategy& analysis

Potential for
commercialization

High

Low

44

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

45

NL appears to be well positioned to play in the battery ecosystem with a
presence of high-tech companies, universities, battery startups and funds
Favorable characteristics of the Netherlands to play in the battery market
Well developed
high tech industry

• Home to major multinationals like Philips, NXP and ASML, the Netherlands’ high tech
industry is among the most innovative in the world
• The semiconductor equipment sector is an important market in the Netherlands and
almost all chips around the world contain components produced in The Netherlands
or are manufactured with Dutch tools

Strong research
focus at technical
universities

• Strong knowledge base exists at Dutch universities in the field of Physical Science
and Engineering, with 4 out of 11 universities present amongst the top 10% EU
universities with the highest scientific impact, further supplemented by knowledge of
material sciences at UU and RUG
• University of Twente has a dedicated research center for battery technologies (Twente
Centre for advanced battery technology)

Large number of
companies in
battery ecosystem

• Looking at the European Battery Alliance network, The Netherlands appears to have
a good number of companies active in the battery ecosystem
• However, the lack of a large automotive industry in the country reduces the
ecosystem maturity when compared to countries like Germany and France

Availability of
subsidies and
grants

Strategy&

Non-exhaustive

• NL available subsides per capita for renewable technologies is comparable to EU avg.
and high higher than other international countries
• The Netherlands did not participated in a second IPCEI that supports research and
innovation in the battery value chain

Sources: The World Bank (a), CWTS (2021), EBA (2021), European Commission (2021), Strategy& analysis

46

Well developed high tech industry

NL has a higher % of high tech exports as a share of manufactured
exports compared to EU avg., with machinery being the main sector
High tech industrial focus of the Netherlands
High tech exports as a share of manufactured exports, % (2019)

Key comments

23.0%
8.8%
17.5%

18.0%

24.9%
16.1%

EU avg.

Strategy&

30.9%

NL

Computers

Chemical
products

Audiovisual
equipment

Sources: The World Bank (a), CBS (2017), Strategy& analysis

Scientific
instruments

Machinery

• The total export value of Dutch
manufactured high tech goods is
greater than €20 Bn
• The machinery and scientific
instruments sector combine constitute
~55% of the total high tech export
value
• The semiconductor equipment sector
is one of the focus sectors with
companies like ASML having a market
share of over 80% in lithography and
conducting cutting edge research in the
field of extreme ultraviolet lithography
• The Dutch high-tech sector’s focus on
machinery constitutes strong
capabilities to play in the wider battery
ecosystem where specialized machinery
is required in the cell production process
• In addition, the substantial forecasted
battery production increase in EU will
provide a healthy regional market for
suppliers
47

Strong research focus at technical universities

All Dutch universities have a scientific impact that is above the European
average; 4 universities are, in fact, amongst the top 10% in Europe
Competitive position of Dutch universities
Scientific impact of Dutch Universities in Physical Sciences and Engineering1, % (2016-2019)
Scientific Impact

Publications

Eindhoven University of Technology

17.0%

1.9k

Vrije Universiteit Amsterdam

17.0%

0.4k

Utrecht University

16.3%

1.0k

Leiden University

16.1%

1.0k

Europe (10% best universities)

16.1%

1.4k

University of Amsterdam

15.9%

1.0k

Delft University of Technology

15.7%

3.1k

University of Groningen

14.2%

1.2k

Wageningen University & Research

14.2%

0.5k

Erasmus University Rotterdam

14.0%

0.1k

Maastricht University

13.7%

0.1k

Radboud University

12.9%

University of Twente

12.0%

Europe (average all universities)

Strategy&

10.4%

1) Only universities with more then 100 publications in the field of Physical Science and Engineering are included
Sources: CWTS (2021), Strategy& analysis

0.8k
1.2k
0.9k

Key comments
• Scientific impact is the proportion of a
university’s publications that,
compared with other publications in the
same field and in the same year, belong
to the top 10% most frequently cited
• All Dutch universities perform better
than the European average
• In a global context Europe’s average
scientific impact is significant, only
North-America (12.2%) and Oceania
(13.3%) have bigger scientific impact
• Eindhoven University is the best
ranked Dutch university in terms of
scientific impact with 6th place in Europe
• Delft and Eindhoven stand out form
other universities in terms of number
of publications, 3.1k and 1.9k
publications respectively between 20162019

48

Large number of companies in battery ecosystem

Looking at the European Battery Alliance, The Netherlands appears to
have a good number of companies present in the battery ecosystem
Dutch companies related to the battery market
Public and private companies per country active in the European Battery Alliance, Nr (current)

• The European Battery Alliance network
(EBA250) is a unique platform for key
stakeholders throughout the entire
battery value chain – from mining to
recycling – with the common objective
to build a strong, sustainable and
competitive European battery industry

105

43

• Germany has the strongest presence
in the network which is partly driven by
the high concentration of vehicle OEMs
22 21

19

18 17

13
8

Sources: EBA (2021), Strategy& analysis

1

1

1

1

SI

GR

CY

RO

BG

5

4
1

CN

1

JP

2

KR

2

CA

2

EU avg.

3

LU

5

3

EE

4

RS

4

HR

4

IE

5

SK

PT

CZ

PL

AT

NO

CH

BE

NL

SE

GB

FI

IT

ES

FR

DE

5

DK

9

HU

11 10

UA

13

• A good number of Dutch companies
are also participants of the EBA which
could potentially indicate the potential of a
future battery ecosystem in the country

17

US

24

AU

26 25

Strategy&

Key comments

• The number of Asian and American
companies in the network are
underrepresented due to the European
focus of the network

49

Availability of grants and subsidies

Availability of subsidies for renewable technologies in the Netherlands
is comparable to EU avg. and higher than other international countries
Subsidies and grants in NL compared to Europe
Per capita subsidies for renewable technologies by country, €/capita (2018)

Key comments
• Per capita renewable technology
subsides in the Netherlands are close
to the EU average

350

Countries like US tend to
have more private
funding compared to
government subsidies

222 217
198
168 161

140
122
87

Source: European Commission (2021)

36 34 29

IN

AU

TR

CN

UK

US

JP

14

EU27

CY

20 20

MT

28

LU

SI

36 29

EE

46

LV

LT

HU

56 56 50

HR

IE

FI

64 64 58

RO

BG

SK

81 78 78

PT

PL

97 95

DK

SE

GR

AT

BE

NL

CZ

FR

ES

IT

DE

108

Strategy&

• In 2019 and 2021 the European
Commission approved two Important
Projects of Common European Interest
(IPCEI), jointly €6.1 billion of public
support, to stimulate research and
innovation in the battery value chain

163
135 135
123

• Subsidies are mainly provided through
income or price support, but also tax
benefits. Direct transfers and R&D
budgets remain marginal (together only
9%) of total

• NL is not participating in the IPCEI,
which is a missed opportunity as
IPCEIs contribute to economic growth,
job creation and competitiveness – the
project will bring together knowledge,
expertise, financial resources and
economic actors throughout the EU
50

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

51

Mapping business opportunities to specific value chain steps is necessary
to determine the economic potential of the business opportunities
High level battery value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

• Integration of
battery pack
into end
applications
• Installing
battery
management
system

• Performing
operations &
maintenance
• Providing
analytics
• Providing
ancillary
services

• Collection
• Re-use
• Dismantling,
repair or
remanufacture
• Trading (of
cell
components)

Key commercial steps
• Mining
• Refining
• Trading

• Mixing
• Coating &
drying
• Calendaring
• Slitting
• Final drying

•
•
•
•
•
•

Cutting
Stacking
Contacting
Enclosing
Filling
Precharging
and closing
• Formation
• Aging

• Loading
modules into
feeder
• Inspection
and sorting
• Stacking
• Connection
between
modules &
control

Infrastructure and equipment suppliers
R&D
Component and service suppliers

Strategy&

Sources: Strategy& analysis

• The high level
battery chain
covers mobility
and stationary
applications
with a focus on
battery packs
• Assessment of
the economic
potential for
mobility and
stationary
opportunities is
based on
market specific
value chains

52

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

53

Subtheme 1

NL could leverage its strong position in material science and equipment
manufacturing to contribute to new cell component development
Subtheme 1: formulation of business opportunities from subthemes
Subtheme 1

Identified business opportunities

The development of new battery materials for anodes, cathodes, electrolytes and separators

1

Production of Silicon anodes

Relevant market context
• Material science is fundamental in battery technology - Material choice has a significant impact on the performance
of batteries. Main drivers in this field are increasing the energy density, lowering costs, improving cycle life and
increasing safety
• Currently used materials have limitations - Battery components consist of rare materials which are mined in
countries that do not consistently respect human rights and the broader environment. In addition, the materials used
are scarce which drives the costs higher and the use of flammable materials (liquid electrolyte) imposes safety issues.
• New materials are needed - Research is focused on new design and alternative materials
• Application dictates requirements - The design criteria and material choice depends on the specific application of the
battery. For example, limiting battery weight is highly relevant in EVs, but for stationary storage it is less important
• Silicon has potential - Silicon could replace graphite as a preferred material for anodes. It not only has a higher
energy density but also can be a solution to the graphite scarcity problem

Capabilities of Dutch ecosystem

Sources: Expert interviews, Desktop research, Strategy& analysis

Selling/ leasing of patents related to
material science or production
methodologies of new battery concepts

3

Producing materials for new battery
electrodes and electrolytes (e.g. polymer
concepts)

Non-exhaustive

• Strong capabilities in nanotechnology and material science in the high-tech sector (e.g. ASML, DSM)
• R&D activities at companies and universities; LeydenJar and E-magy are producing Silicon anodes and silicon
anode material respectively and TU Delft, RUG, University of Twente and Utrecht university are researching new
chemistries for anodes and cathodes
• Traditional chemistry companies that at some point might step into battery technology (e.g. Shell is already doing
research activities related to batteries)
• Strong polymer ecosystem (e.g. Dutch Polymer Institute, AkzoNobel, Nouryon) and research done at universities
Strategy&

2

4

Production of equipment for specific
process steps in the manufacturing of
current generation of lithium-ion
batteries (e.g. deposition/ coating
techniques)

54

Subtheme 1

The business opportunities in subtheme 1, mainly focus on the cell
component part of the battery value chain
Subtheme 1: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
1

Production of
silicon anodes

II

Infrastructure and equipment suppliers
4

Equipment for
deposition/ coating
techniques

III

R&D
2

Selling/ leasing of patents related to production of new battery
concepts

IV

Component and service suppliers
3 Producing materials
for new battery
electrodes and
electrolytes

Strategy&

Sources: Strategy& analysis

55

Subtheme 2

NL could produce high-tech equipment which will be required for the
manufacture of new generation battery technologies
Subtheme 2: formulation of business opportunities from subthemes
Subtheme 2

Identified business opportunities

Production equipment for battery cells, modules or packs
5

Relevant market context
• Growth of batteries market unlocks potential for equipment manufacturers – With the demand for batteries
growing, the market for production equipment will grow
• Europe is gaining share in battery production – Multiple giga factories are being developed in Europe to localize
battery value chain which increase potential for a localized supply chain to avoid higher transportation costs
• New battery technologies make the current equipment obsolete – Manufacturing equipment does not exist for
battery generations from 3B onwards. For example, in the case of solid state batteries, 30% production equipment will
remain (mainly the pack assembly part) the same but 70% will need to be replaced
• Europe has competitive potential for high-tech manufacturing equipment – China leads the way for established
value chain steps like battery pack assembly but cell production for new generation batteries will require more
specialized equipment where Europe could potentially have an advantage

Capabilities of Dutch ecosystem

Non-exhaustive

4

Production of equipment for the
manufacturing of new battery
technologies focusing on cell
component and cell production

Production of equipment for specific
process steps in the manufacturing of
current generation of lithium-ion
batteries (e.g. deposition/ coating
techniques)

• ASML is one of the world-leading manufacturers of chip-making equipment and produces equipment for chip
factories all over the world. ASML relies on an extended value chain of local suppliers in the Eindhoven region and is
the driving force behind the manufacturing equipment and semiconductor ecosystem in NL
• Next to ASML there are a number of other companies in NL that are global leaders in manufacturing of production
equipment such as: Eurotron (back-end PV modules), VDL ETG etc.
• Strong collaboration exists in the Netherlands in fundamental and applied research being done by universities,
research organizations and companies
Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

Opportunity already identified in previous
subthemes
56

Subtheme 2

The equipment manufacturing opportunities are centered around the
cell component and cell production part of the battery value chain
Subtheme 2: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
…

II

Infrastructure and equipment suppliers
5

4

Production of equipment for the
manufacturing of new battery technologies
focusing on component and cell production
Equipment for
deposition/ coating
techniques

III

R&D
…

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

57

Subthemes 3 & 8
Note: Subthemes 3 & 8 have been evaluated together due to the strong overlap in business opportunities

NL could produce both hardware components related to battery
management systems
Subtheme 3 & 8: formulation of business opportunities from subthemes
Subtheme 3 & 8

Identified business opportunities

Battery management systems and software and measurement and control techniques, quality
assurance
6

Relevant market context
• Batteries need management systems – Management systems are needed to control (dis)charging of the battery,
monitor battery performance and to prevent thermal run-away (caused by electric, mechanical, or heat abuses)
• BMS requirements depend on applications – Requirements differ by end application (for e.g. in stationary storage
applications, requirements for quality and space are less stringent compared to EV applications)
• BMS solutions involve both hardware and software – Hardware components like controllers, sensors, chipsets must
be in perfect sync with the software to make a BMS system work efficiently
• Cost is key – Battery manufacturers do not wish to integrate maintenance systems that make batteries more
expensive, heavier or more bulky
• Growing market for smart maintenance/ AI applications - This facilitates the rise of software and artificial
intelligence applications that monitor battery performance and proactively warns for risks

Capabilities of Dutch ecosystem

7

Production of hardware components
(sensors/ controllers/ chip sets) which
go into a battery management system

Manufacturing testing equipment
required in the cell production process

Non-exhaustive

• Companies like NXP in NL is already a major supplier of chipsets to BMS companies

• Strong knowledge base on battery management systems at universities (Delft, Eindhoven, Twente)
• Universities and companies are well-positioned in the field of electrical and thermal engineering
• NL has a strong ecosystem in nanotechnology and production equipment especially from the chip industry

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

58

Subthemes 3 & 8
Note: Subthemes 3 & 8 have been evaluated together due to the strong overlap in business opportunities

The business opportunities in subtheme 3 & 8 cover equipment supply,
software development and component supply in battery manufacturing
Subthemes 3 & 8: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
…

II

Infrastructure and equipment suppliers
7

Manufacture of testing equipment required
in the cell production process

III

R&D
…

IV

Component and service suppliers
6
Production of hardware components
(sensors/controllers) which go into a battery
management system

Strategy&

Sources: Strategy& analysis

59

Subtheme 4

NL could offer data driven solutions as a service to owners and developers
of energy storage systems
Subtheme 4: formulation of business opportunities from subthemes
Subtheme 4

Identified business opportunities

Data-driven solutions for stationary batteries
8

Relevant market context
• Need for data driven solutions is increasing – In the case of stationary storage, the increasing share of intermittent
power generation across the world makes the challenge of balancing the grid more difficult (grid balancing is also
relevant on a local scale - for example behind-the-meter congestion prevention)
• Data-driven solutions can unlock potential through value stacking – It can be used to forecast prices in markets,
optimize charging and discharging, weather and demand prediction and to maintain stable performance
• Rising potential for virtual power plants: Energy solutions can connect various behind the meter storage devices
and convert them into a virtual power plant and reduce reliance on dispatchable generation
• Broad set of capabilities required – Strong capabilities in the field of mathematics, modelling, control engineering,
electronics and programming are needed for the development of these data-driven solutions
• Not necessary to be concentrated near battery manufacturers – As these concepts are software driven, having a
strong knowledge based is more relevant than having a strong battery production value chain

Capabilities of Dutch ecosystem

Offer data-driven solutions as a service
to owners and developers of storage
systems (e.g. remote monitoring,
forecasting, predictive maintenance,
charge/discharge optimization)

Non-exhaustive

• There are Dutch companies which already offer energy storage solutions (e.g. Scholt Energy) and forecasting
services (e.g. Dexter Energy Services)
• iwell and Alius offer battery storage on a smaller scale, behind-the-meter (which also involves data driven solutions)
• Ecosystem of universities doing research on stationary energy storage and battery value stacking (Delft, Eindhoven,
Twente)

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

60

Subtheme 4

The business opportunity around data-driven solutions for stationary
batteries is focused on the energy services step in the value chain
Subtheme 4: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
Currently mapped to the battery pack value chain –
the economic potential is assessed based on a value
chain specific to the stationary storage market

II

8

Offer data driven
solutions for
storage systems

Infrastructure and equipment suppliers
…

III

R&D
…

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

61

Subtheme 5

NL could develop recycling techniques related to the chemical separation
of batteries to address the sustainability issues
Subtheme 5: formulation of business opportunities from subthemes
Subtheme 5

Identified business opportunities

Mechanical and chemical recycling
9

Relevant market context
• Main drivers are sustainability and circularity – Sustainability is ultimately about reducing what is harmful to the
environment and circularity is about reducing the use of raw materials
• Profitability remains a bottleneck – Economies of scale are needed to make battery recycling economically-viable,
US and Europe instead ship batteries to China and South-Korea for recycling
• Legislation impacts where recycling takes place – National targets can determine the minimum required level of
recycling, and stricter regulations can help kickstart the landscape
• Collaboration is needed to develop battery recycling market – A collection system and extraction chemistry is key
as this is difficult for a single company to do, thus the need for collaboration between involved parties
• Increased focus on circularity and scarcity of materials further stimulate need for recycling – Many of the battery
materials used are scarce and the significant anticipated growth will further compound the problem

Capabilities of Dutch ecosystem

10

Developing recycling techniques related
to the chemical separation of batteries

Recycling/ dismantling of end-of-life
mobility batteries

Non-exhaustive

• Leading position in logistics and collection of residual flows, and the processing capacity in other material flows,
such as metal, electronics and plastics (including research at TNO)
• Dutch harbors can be central locations for collection and processing of end-of-life batteries because of the
already enormous flow of goods
• However, The Netherlands is behind peers like Germany, France, Belgium etc. in battery recycling due to the lack of a
car industry
Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

62

Subtheme 5

The business opportunities for recycling are at the last step of the
battery value chain
Subtheme 5: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I
10

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
10

Recycling/
dismantling of
end-of-life
mobility batteries

II

Recycling/
dismantling of
end-of-life
mobility batteries

Infrastructure and equipment suppliers
…

III

R&D
9 Develop recycling
techniques related
to the chemical
separation of
batteries

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

63

Subtheme 6

NL could recycle and dismantle end-of-life mobility batteries which can be
used in stationary storage systems
Subtheme 6: formulation of business opportunities from subthemes
Subtheme 6

Identified business opportunities

Systems approach as competence for circularity
9

Relevant market context
• Lack of ownership – The biggest current challenge in circularity is the lack of ownership between countries and
companies. Once a product is sold, the company or country takes their hands off it
• Holistic view required – Systems approach is looking at materials, components and products from integrated view,
and then explore how they better can be restored, retained and redistributed as you can only understand a system
when you see it as a whole and how it interacts with its environment
• Material degradation is a main technical challenge – One of the main challenges for circularity is to devise ways to
delay the degradation process of materials/ components/ products in the value chain and prevent their ‘cascading’ into
waste

10

Developing recycling techniques related
to the chemical separation of batteries

Recycling/ dismantling of end-of-life
mobility batteries

• Smart technologies help in circularity – Advanced ‘smart’ technologies are important tools in promoting the
traceability and recovery of components and products in many sectors and essentially supporting circularity

Capabilities of Dutch ecosystem

Non-exhaustive

• The Netherlands has a good ecosystem in place to fund research into the use of circular sustainable materials in
various applications
• Dutch universities of Delft, Leiden and Wageningen are doing fundamental research in circularity and the wider
circular economy
Opportunity already identified in previous
subthemes
Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

64

Subtheme 6

The business opportunities for circularity focus on the reusage and
recycling part of the value chain
Subtheme 6: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I
10

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
10

Recycling/
dismantling of
end-of-life
mobility batteries

II

Recycling/
dismantling of
end-of-life
mobility batteries

Infrastructure and equipment suppliers
…

III

R&D
9 Develop recycling
techniques related
to the chemical
separation of
batteries

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

65

Subtheme 7

NL could develop recycling techniques to reuse lithium from current
batteries and reduce the need for long distance transport
Subtheme 7: formulation of business opportunities from subthemes
Subtheme 7

Identified business opportunities

Safe storage and transport
9

Relevant market context
• Long distance transport required – Currently majority of batteries are manufactured in China and long distance sea
transport is needed to cater to a global demand. In addition, reverse transport is required for battery disposal as
recycling and reuse methodologies are not mature. However, in future need for transport will reduce as localized
ecosystems for manufacturing and recycling will likely be developed
• Li-ion recognized as a dangerous transport good – Due to its inflammable nature, Li-ion batteries are recognized as
dangerous goods which require additional safety measures during transport and storage

10

Developing recycling techniques related
to the chemical separation of batteries

Recycling/ dismantling of end-of-life
mobility batteries

• Carriers rely on dedicated container manufacturers - Regulations prescribe use of packaging, which are developed
by specialized manufacturers
• Supply chains are tight – This increases the need for local production and coming up with new recycling methods to
reduce dependance on scare raw material supply

Capabilities of Dutch ecosystem

Non-exhaustive

• Broekman logistics is a global logistics and storage provider based in the Netherlands having transport of lithium
ion batteries are one of their lines of services
• Other Dutch companies like Lithium Safety Solutions, Yando etc. also provide safe transport solutions
• Netherlands has strong capabilities in recycling with research being done at TNO

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

Opportunity already identified in previous
subthemes
66

Subtheme 7

The business opportunity for safe storage and transport are at the last
step of the battery value chain
Subtheme 7: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I
10

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
10

Recycling/
dismantling of
end-of-life
mobility batteries

II

Recycling/
dismantling of
end-of-life
mobility batteries

Infrastructure and equipment suppliers
…

III

R&D
9 Develop recycling
techniques related
to the chemical
separation of
batteries

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

67

Subtheme 9

For generation 3B batteries, opportunities center around developing/
manufacturing Silicon anodes and producing coating equipment
Subtheme 9: formulation of business opportunities from subthemes
Subtheme 9

Identified business opportunities

Parts/subprocesses (in particular Si-anodes, coatings and deposition techniques) for 3B generation
batteries

1

Relevant market context
• Costs, cycle life and energy density are key in battery manufacturing – Main drivers in the development of battery
production are increasing the energy density, improving cycle life and reducing the costs. Hence, research efforts are
directed towards finding the right material chemistries with low cost and higher energy density, while improving cycle
life and overall manufacturing process efficiency
• Silicon anodes can reduce cost and enhance performance - Silicon is less scarce then graphite or cobalt, which
lowers material price. Additionally, silicon anodes have a higher energy density and can charge/discharge faster
• New coating and deposition techniques have potential to increase cycle life as well as performance– New
coating and deposition techniques (such as Atomic Layer Deposition) can potentially reduce degradation and therefore
increase cycle life and performance
• New battery technologies and process need to compete with established ecosystem – Any new change in
materials or manufacturing process needs to be cost effective in order to compete with the established ecosystem

Capabilities of Dutch ecosystem

Non-exhaustive

• NL has a strong ecosystem in nanotechnology and manufacturing of precision equipment; ASML is one of the
world-leading manufacturers of chip-making equipment and is the driving force behind the manufacturing
equipment
• Delft IMP and Eindhoven SALD sell reactors that can powder coat anodes and cathodes using the (spatial)
atomic layer deposition technique
• LeydenJar and E-magy are developing and producing Silicon anodes

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

Production
of Silicon anodes
1

2

Selling/ leasing of patents related to
material science or production
methodologies of new battery concepts

4

Production of equipment for specific
process steps in the manufacturing of
current generation of lithium-ion
batteries (e.g. deposition/ coating
techniques)

Opportunity already identified in previous
subthemes
68

Subtheme 9

The business opportunities in subtheme 9, mainly focus on the cell
component part of the battery value chain
Subtheme 9: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

I

Battery cell
production

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
1

Production of
silicon anodes

II

Infrastructure and equipment suppliers
4

Equipment for
deposition/ coating
techniques

III

R&D
2

Selling/ leasing of patents related to production of new battery
concepts

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

69

Subtheme 10

In case of solid state batteries (SSB’s), business opportunities are present
in the areas of R&D, equipment production and actual production of SSB’s
Subtheme 10: formulation of business opportunities from subthemes
Subtheme 10

Identified business opportunities

Generation 4: solid state batteries (SSB’s)
2

Selling/ leasing of patents related to
material science or production
methodologies of new battery concepts

Relevant market context
• Higher energy density and safety are required – The main reason for development of SSB’s is that they have higher
energy densities than the tradition liquid electrolyte batteries with better safety
• Development phase – SSBs are still in development phase, with multiple concepts being researched. There is not yet
a holy grail that dominates the market and costs are still a prohibitive barrier to commercialization
• Competition with existing ecosystem – Commercial acceptance of SSB’s will also face challenge from the large
investments in the current ecosystems of batteries and some experts doubt whether they can truly replace the liquid
electrolyte batteries
• Cross company cooperation needed – Close collaboration is needed between companies and research institutes to
commercialize solid state batteries and compete with the existing ecosystem

5

Production of equipment for the
manufacturing of new battery
technologies focusing on cell
component and cell production
11

Capabilities of Dutch ecosystem

Non-exhaustive

Production of solid state batteries

• Strong knowledge base in the development of new battery materials at the universities (Delft, Eindhoven, Twente,
Groningen, Utrecht)
• Spinoff of TNO dedicated to development of solid state battery concepts (LionVolt)
• Shared innovation model in the Netherlands with close collaboration between government, research institutes and
corporations

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

Opportunity already identified in previous
subthemes
70

Subtheme 10

The business opportunities in subtheme 10 focus on the battery
production part of the battery value chain
Subtheme 10: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
1

Production of solid state batteries

II

Infrastructure and equipment suppliers
5

Production of equipment for manufacturing
of new battery technologies focusing on
component and cell production

III

R&D
2

Selling/ leasing of patents related to production of new battery
concepts

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

71

Subtheme 11

The Netherlands could produce electrical heavy duty vehicles, or focus on
the production of e-drive trains
Subtheme 11: formulation of business opportunities from subthemes
Subtheme 1

Identified business opportunities

Pack assembly and integration, especially for heavy duty transport
12

Relevant market context
• Significant market potential – Battery market for commercial vehicles is currently third of EV market, but has potential
to become equally large as the batteries for commercial vehicle are 2-3 times the capacity
• Innovations needed – High costs and low energy density currently limits the application of batteries in heavy duty
transport. Improvements in battery capacity, or innovations that allow for fast-charging, can improve competitiveness of
battery electric heavy duty vehicles
• Established OEMs leading - Development of battery electric trucks mainly done in-house at established truck
manufacturers, although some new companies enter the market with electric vehicles only (e.g. Nikola)
• Europe has a strong position – Significant number of truck/bus manufacturers have extensive knowledge and
experience that they can leverage in developing battery solutions for heavy duty transport, especially NL has
tremendous potential to design and manufacture electric buses

Capabilities of Dutch ecosystem

13

Production of electric heavy duty
commercial vehicles (buses, coaches)

Production of e-drive train for heavy
duty vehicles

Non-exhaustive

• Highly competitive ecosystem of bus/truck OEMs located in the Netherlands; VDL, Ebusco and DAF are producing
EV busses/trucks and are experienced with integrating battery packs into heavy duty transport. The Netherlands also
has a leading position within Europe in electric busses and VDL and DAF also cooperated to develop a truck platform
• Leading companies that produce (and customizing) specialized heavy duty trucks (GINAF, Terberg Group)
• Damen shipyards develops and manufacturers electric vessels

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

72

Subtheme 11

The business opportunities for heavy duty transport cover the battery
pack assembly and integration steps in the value chain
Subtheme 11: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps

Currently mapped to the battery pack value chain –
the economic potential is assessed based on a
value chain specific to the electric mobility market

II

12
Production of electric commercial vehicles
(buses, coaches)
13
Production of e-drive train for heavy duty
vehicles

From a battery value chain
perspective, these opportunities
occupy the same position in the
value chain but will have different
economic potentials

Infrastructure and equipment suppliers
…

III

R&D
…

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

73

Subtheme 12

NL could play a role in designing, developing and commercializing bulk
batteries with longer discharge times
Formulation of business opportunities from subthemes
Subtheme - 12

Identified business opportunities

Bulk Battery concepts, in particular redox flow batteries, hydro and salt batteries

2

Relevant market context
• Renewables create demand for bulk batteries – Demand for utility-scale bulk batteries is likely to increase
significantly due to forecasted deployment of intermittent renewable generation which will require storage for integration
in the energy infrastructure
• Longer storage durations are required – The energy storage requirements in future will not only be for hours but
actually for days and months as the share of renewables increase
• New battery concepts are required to fulfill need – The scalability of lithium-ion technology is limited, bulk batteries
are assumed to be a cheaper and easier solution
• Specific applications could create opportunity for new battery concepts – Generally new battery concepts have to
compete with an established market, therefore none of processes or materials can be expensive. However, if a new
concepts significantly improve storage duration, market might be willing to pay more for it. This could improve
competitiveness of new concepts and boost development

Capabilities of Dutch ecosystem

5

14

15

Non-exhaustive

• Universities in Eindhoven, Twente and Delft are performing research on redox batteries and salt batteries – in
collaboration with companies active in this field
• Elestor is cooperating with VOPAK to develop redox batteries with high capacity
• AquaBattery is an battery initiative developed on Delft University of technology that stores electricity solely using
water and table salt

Selling/ leasing of patents related to
material science or production
methodologies of new battery concepts
Production of equipment for the
manufacturing of new battery
technologies focusing on cell
component and cell production
Production of integrated membrane
stacks to be used in redox flow
batteries
Production of utility scale batteries
with longer discharge times (redox flow,
salt water, other technologies)

16

Integration of stationary battery storage
into the grid
Opportunity already identified in previous
subthemes

Strategy&

Sources: Expert interviews, Desktop research, Strategy& analysis

74

Subtheme 12

The business opportunities in subtheme 12 cover value chain steps from
cell component production to integration into end applications
Subtheme 12: mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Battery pack
assembly

Integration into
end applications

Energy services

Re-usage and
recycling

Key commercial steps
14

15

16

Production of
integrated
membrane stacks

Integration of
stationary storage
into the grid

Production of utility scale batteries with longer discharge times

II

Currently mapped to the battery pack
value chain – the economic potential is
assessed based on a value chain
specific to the stationary storage market

Infrastructure and equipment suppliers
5

Production of equipment for manufacturing
of new battery technologies focusing on
component and cell production

III

R&D
2

Selling/ leasing of patents related to production of new battery
concepts

IV

Component and service suppliers
…

Strategy&

Sources: Strategy& analysis

Opportunity already identified in previous
subthemes

75

Baselining business opportunities - Subsections
•

Framework overview

•

General context
– Market context

– Dutch capabilities
– Battery value chain
•

Business opportunity formulation

•

Summary of identified business opportunities

Strategy&

76

As a result, sixteen unique business opportunities have been identified
from the various subthemes which could be potentially relevant for NL
Identified business opportunities (1/2)
1

Production ofofSilicon
anodes
Production
Silicon
anodes

4

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries

2

3

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators
2 • Production equipment for battery cells, modules or packs
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries

Selling/ leasing of patents related to material science or production
methodologies of new battery concepts
The development of new battery materials for anodes, cathodes, electrolytes
and separators
9 • Parts/subprocesses (in particular Si-anodes, coatings and deposition
techniques) for 3B generation batteries
10• Generation 4 Solid State Batteries
12• Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

5

Producing
forfor
new
battery
electrodes
and electrolytes
(e.g. (e.g.
Producingmaterials
materials
new
battery
electrodes
and electrolytes
polymer
concepts)
polymer concepts)

6

1•

1•

The development of new battery materials for anodes, cathodes, electrolytes
and separators

Production
forfor
specific
process
steps
in theinmanufacturing
of
Productionofofequipment
equipment
specific
process
steps
the
current
generation
lithium-ion
batteries
deposition/
coating (e.g.
manufacturing
of of
current
generation
of(e.g.
lithium-ion
batteries
techniques)
deposition/ coating techniques)

Production
forfor
thethe
manufacturing
of new
technologies
Productionofofequipment
equipment
manufacturing
of battery
new battery
focusing on cell
component
production
technologies
focusing
on and
cell cell
component
and cell production
2•
10•
12•

Production equipment for battery cells, modules or packs
Generation 4 Solid State Batteries
Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production
components
(sensors/controllers)
which
gosets)
into a
Productionofofhardware
hardware
components
(sensors/ controllers/
chip
battery
management
system
which go into a battery management system
3•
8•

Battery management systems and software
Measurement and control techniques, quality assurance

Identified business opportunity
Strategy&

Subtheme to which the business opportunity belongs
77

As a result, sixteen unique business opportunities have been identified
from the various subthemes which could be potentially relevant for NL
Identified business opportunities (2/2)
Manufacturing
equipment
required
in the
process
Manufacturingtesting
testing
equipment
required
in cell
cellproduction
production
process

7

3•

Battery management systems and software
8 • Measurement and control techniques, quality assurance

12

11 •

13

Offer
as as
a service
to owners
and developers
of
Offer data-driven
data-drivensolutions
solutions
a service
to owners
and developers
of
storage
systems
(e.g.
remote
monitoring,
forecasting,
predictive
maintenance,
storage systems (e.g. remote monitoring, forecasting, predictive
charge/discharge
optimization
maintenance, charge/discharge
optimization)

8

4•

Data-driven solutions for stationary batteries

14

5•
6•
7•

Mechanical and chemical recycling
System approach as competence for circularity
Safe storage and transport

5•
6•
7•

11

Mechanical and chemical recycling
System approach as competence for circularity
Safe storage and transport

Production
sate
batteries
Productionofofsolid
solid
sate
batteries

10 •
Strategy&

Generation 4 Solid State Batteries

16

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production
scale
batteries
withwith
longer
discharge
timestimes
(redox flow,
Productionofofutility
utility
scale
batteries
longer
discharge
salt
water,
other
(redox
flow,
salttechnologies)
water, other technologies)
12•

Manufacturing
testing equipment
required
in the cell
production process
Recycling/
dismantling
of end-of-life
mobility
batteries

10

Pack assembly and integration, especially for heavy duty transport

Production
membrane
stacks
to betoused
in redox
flow flow
Productionofofintegrated
integrated
membrane
stacks
be used
in redox
batteries
batteries
12•

15

Pack assembly and integration, especially for heavy duty transport

Production
commercial
vehicles (buses, coaches)
Productionofofelectric
e-driveheavy
trainduty
for heavy
duty vehicles

11 •

Developing
techniques
related
to the
separation
of
Developingrecycling
recycling
techniques
related
to chemical
the chemical
separation
batteries
of batteries

9

Production
heavy
duty
commercial
vehicles
(buses, coaches)
Productionofofelectric
electric
heavy
duty
commercial
vehicles

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Production of
heavy
duty commercial
vehicles
(buses, coaches)
Integration
ofelectric
stationary
battery
storage into
the grid

12 •

Bulk Battery concepts, in particular redox flow batteries, Hydro(gen) and salt
batteries

Identified business opportunity

Subtheme to which the business opportunity belongs
78

The identified business opportunities mainly apply to the cell
component and cell production part of the battery value chain
Mapping business opportunities to the value chain
Typical manufacturing plant activities
Raw materials
supply

Cell component
production

Battery cell
production

I

Integration into
end applications

Re-usage and
recycling

Energy services

Key commercial steps
Production of silicon
anodes
Producing
integrated
14
membrane stacks
1

12
13

Production of electric heavy duty commercial
vehicles (buses, coaches)
Production of e-drive train for heavy duty
vehicles

11

Production of solid state batteries

15

Production of utility scale batteries with longer discharge times

II

16

8

Offer data driven
solutions

10

Recycling of end-oflife mobility batteries

Integration of
stationary storage

Infrastructure and equipment suppliers
4
5
7

Equipment for
deposition/ coating
Production of equipment for the manufacturing
of new battery technologies
Manufacture of testing equipment required in
the cell production process

III
9

Battery pack
assembly

R&D
Recycling related to
chemical separation
processes

2

Selling/ leasing of patents related to the material science or production
methodology of new battery concepts

IV

Recycling related to
chemical separation
processes

• Assessment of
the economic
potential for
mobility and
stationary
opportunities is
based on
specific value
chains

Component and service suppliers
3

Strategy&

9

• The high level
battery chain
covers mobility
and stationary
applications
with a focus on
battery packs

Polymers
for new battery
materials

6

Production of hardware components
…
(sensors/controllers) which go into a battery
management system

79

Assessing Dutch
competitiveness

Strategy&
Strategy&

80

Assessing Dutch competitiveness - Subsections
•

Framework overview

•

Competitive potential assessment per business opportunity

•

Summary of Dutch competitive potential

Strategy&

81

We created a reference list of countries per business opportunity and
then benchmarked NL against those countries using a 5-point scale
Benchmarking methodology
Steps in the benchmarking process by business opportunity
1

5-point scale to assess Dutch competitiveness

Create reference list of countries per business
opportunity using keyword search from database
Orbis

2

1

No right-to-win: No/ very few companies active in
the business opportunity. NL is far behind its peers
and lacks an ecosystem to compete

2

Moderate competitive potential: Ecosystem
surrounding the business opportunity exists and NL
can supply to the local and regional market

3

Good competitive potential: Mature companies
and R&D institutes operate in NL with potential to
compete at a global level

4

Substantial competitive potential: NL has a
thriving ecosystem surrounding the business
opportunity and has a high market share globally

5

Market leader: NL dominates the global market
pertaining to the business opportunity with
established companies operating and doing R&D

Refine reference list using desktop research and
expert interviews
3
Benchmark NL against the reference list using the
competitive indicators and a 5-point scale
Deep dive

4
Visually compare NL against the 3 leading
countries to understand competitive potential

Strategy&

Since NL is compared against the leading countries, the relationship
between scores and competitiveness is non linear; Scores above 2 already
indicate average competitiveness in the total market

82

We applied a combination of qualitative and quantitative indicators to
assess the competitiveness of NL for every business opportunity
Overview of competitive indicators
Type

Indicators

Lagging indicators strength of current
industry

Source

Expert judgement

Strategy&

Rationale

Number of companies currently operating in a country
specific to a business opportunity

Database ‘Orbis’ and
google search and expert
interviews

The number of active companies in a country determines the
relative size of an industry and the dominance of the country
in that industry

Maturity of the industry in the country, related to the
business opportunity

FTE estimates per
company from database
‘Factiva’ and company
profiles and expert
opinion

Assessment of the industry maturity as a whole is based on
multiple levers; amount of FTE’s employed in a market
serves as an initial indication, which is refined with qualitative
assessment of company profiles and expert judgement (e.g.
to compensate for high levels of automation)

High technology exports as % of total exports for
manufacturing related opportunities
or
Research and development expenditure as % of
GDP for research related opportunities

Leading indicators potential for future
competitiveness

?

Database ‘World Bank’1)

Quantifiable indicators such as high-tech exports and R&D
spend help determine the potential capabilities of the
ecosystem in a particular country to support manufacturing
and research in the larger battery ecosystem

Number of patents in the fields related to the business
opportunity

Database ‘WIPO IP
Statistics Data Center’2)

The number of patents is a proxy for the technological
advancements in a specific field in a country and shows
potential for future technology dominance

Research strength of countries in the fields related to
the business opportunity

Database ‘Scimago
Journal & Country Rank’3)

The research strength gives an indication of the knowledge in
the educational institutions and R&D centers in a country
which is crucial for future innovations

Competitive position of country compared to rest of
the market

Expert interviews

Expert judgement provides specific context regarding the
competitive position of a country

The overall competitiveness is calculated based on an
average with equal weights across the individual indicators

The current methodology does not account for some of the aggressive growth rates foreseen
by start-ups and scale-ups depending on the commercialization of new technologies

Sources: 1) The World Bank (a, b); 2) WIPO (2021); 3) Scimago (2020)

83

Assessing Dutch competitiveness - Subsections
•

Framework overview

•

Competitive potential assessment per business
opportunity

•

Summary of Dutch competitive potential

Strategy&

84

The Netherlands appears to have moderate competitive potential in
producing silicon anodes
Assessing Dutch competitive potential
Business opportunity: Production of silicon anodes
Baseline

Leading countries

The Netherlands

United States

China

Germany

Competitiveness of
The Netherlands1:

Number of companies
Lagging
indicators

Maturity of market

2,3

R&D expenditure as %
of GDP for research
related opportunities

# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: United States, China, India, France, Australia, Norway, Great Britain, Canada, Japan, Germany

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

1) Based on an average with equal
weights across the individual indicators

85

The Netherlands appears to have moderate competitive potential in
selling/ leasing of patents related to new battery concepts
Assessing Dutch competitive potential
Business opportunity: Selling/ leasing of patents related to material science or production methodologies of new
battery concepts
Baseline
Leading countries
The Netherlands

United States

Japan

China

Competitiveness of
The Netherlands1:

Number of companies
Lagging
indicators

Maturity of market

2,5

R&D expenditure as %
of GDP for research
related opportunities

# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Reference countries in long list: United States, Great Britain, China, Japan, Germany, Australia, Austria, South Korea, Belgium, France,
Sweden, Norway
Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators,
and good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

86

The Netherlands appears to have moderate competitive potential in
producing materials for new battery electrodes and electrolytes
Assessing Dutch competitive potential
Business opportunity: Producing materials for new battery electrodes and electrolytes (e.g. polymer concepts)
Baseline

Leading countries

The Netherlands

United States

Japan

Germany

Competitiveness of
The Netherlands1:

Number of companies
Lagging
indicators

Maturity of market

2,5

R&D expenditure as %
of GDP for research
related opportunities

# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Reference countries in long list: Japan, United States, South Korea, Great Britain, Belgium, Germany, Saudi Arabia, China, Portugal, Hong Kong

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, and
moderately on the leading
indicators and the expert
judgement
1) Based on an average with equal
weights across the individual indicators

87

The Netherlands appears to have good competitive potential in
producing manufacturing equipment for current generation batteries
Assessing Dutch competitive potential
Business opportunity: Production of equipment for specific process steps in the manufacturing of current
generation of lithium-ion batteries (e.g. deposition/ coating techniques)
Baseline

Leading countries

The Netherlands

United States

Great Britain

Japan

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,8

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Reference countries in long list: United States, Great Britain, Germany, Finland, Belgium, Switzerland, Spain, South Korea, Japan

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators,
and good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

88

The Netherlands appears to have good competitive potential in
producing manufacturing equipment for new battery technologies
Assessing Dutch competitive potential
Business opportunity: Production of equipment for the manufacturing of new battery technologies focusing on cell
component and cell production
Baseline

Leading countries

The Netherlands

China

Japan

Korea

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

3,2

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Reference countries in long list: Germany, China, United States, Italy, Great Britain, Canada, France, Spain, Belgium, Switzerland, Sweden,
Japan, South Korea
Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores substantial on the
existing industry
indicators, moderately on
the leading indicators,
and good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

89

The Netherlands appears to have good competitive potential in
producing hardware components for battery management systems
Assessing Dutch competitive potential
Business opportunity: Production of hardware components (sensors/ controllers/ chip sets) which go into a battery
management system
Baseline

Leading countries

The Netherlands

China

Germany

Japan

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,8

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

Reference countries in long list: China, Germany, South Korea, Japan, India, Switzerland, France, United States, Denmark

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores substantial on the
existing industry
indicators, moderately on
the leading indicators and
good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

90

The Netherlands appears to have moderate competitive potential in
producing testing equipment for cell components
Assessing Dutch competitive potential
Business opportunity: Manufacturing testing equipment required in the cell production process
Baseline

Leading countries

The Netherlands

United States

China

Germany

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,2

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores moderately on the
existing industry
indicators, the leading
indicators and the expert
judgement

Reference countries in long list: United States, Canada, Belgium, China, Germany, France, India

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

91

The Netherlands appears to have moderate competitive potential in
developing data-driven solutions for storage systems
Assessing Dutch competitive potential
Business opportunity: Offer data-driven solutions as a service to owners and developers of storage systems
(remote monitoring, forecasting, predictive maintenance, charge/discharge optimization)
Baseline
Leading countries
The Netherlands

United States

Germany

China

Competitiveness of
The Netherlands1:

Number of companies
Lagging
indicators

Maturity of market

2,3

R&D expenditure as %
of GDP for research
related opportunities

# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators,
and the expert judgement

Reference countries in long list: United States, Germany, Great Britain, Sweden, China, France, Finland, South Korea

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

92

The Netherlands appears to have moderate competitive potential in
developing recycling techniques related for batteries
Assessing Dutch competitive potential
Business opportunity: Developing recycling techniques related to the chemical separation of batteries
Baseline

Leading countries

The Netherlands

United States

Germany

France

Competitiveness of
The Netherlands1:

Number of companies
Lagging
indicators

Maturity of market

2,5

R&D expenditure as %
of GDP for research
related opportunities

# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: United States, Belgium, Germany, France, Great Britain, Japan, Canada, Switzerland, Finland, Sweden

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

1) Based on an average with equal
weights across the individual indicators

93

The Netherlands appears to have good competitive potential in
recycling/ dismantling end-of-life batteries
Assessing Dutch competitive potential
Business opportunity: Recycling/ dismantling of end-of-life batteries
Baseline

Leading countries

The Netherlands

United States

France

Germany

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,7

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: Germany, Belgium, United States, France, Finland, Canada, Great Britain, Sweden

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

94

The Netherlands appears to have moderate competitive potential in
producing solid state batteries
Assessing Dutch competitive potential
Business opportunity: Production of solid state batteries
Baseline

Leading countries

The Netherlands

South Korea

Japan

United States

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,5

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: United States, Japan, South Korea, Norway, China, Great Britain, India

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

95

The Netherlands appears to have good competitive potential in
producing electric heavy duty commercial vehicles
Assessing Dutch competitive potential
Business opportunity: Production of electric heavy duty commercial vehicles
Baseline

Leading countries

The Netherlands

China

Germany

United States

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

3,2

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores substantial on the
existing industry
indicators, average on the
leading indicators and the
expert judgement

Reference countries in long list: United States, France, China, Sweden, Great Britain, Germany, Turkey, Indonesia

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

96

The Netherlands appears to have good competitive potential in
producing e-drive trains for heavy duty vehicles
Assessing Dutch competitive potential
Business opportunity: Production of e-drive train for heavy duty vehicles
Baseline

Leading countries

The Netherlands

United States

Germany

China

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

3,0

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

Reference countries in long list: United States, Germany, Japan, Denmark, Great Britain, France, Indonesia, China, Sweden

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores substantial on the
existing industry
indicators, moderately on
the leading indicators and
good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

97

The Netherlands appears to have moderate competitive potential in
producing integrated membrane stacks for redox flow batteries
Assessing Dutch competitive potential
Business opportunity: Production of integrated membrane stacks to be used in redox flow batteries
Baseline

Leading countries

The Netherlands

United States

China

Germany

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,5

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

Reference countries in long list: United States, Germany, China, Japan, Austria, France

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators,
and good on the expert
judgement
1) Based on an average with equal
weights across the individual indicators

98

The Netherlands appears to have good competitive potential in
producing utility scale batteries
Assessing Dutch competitive potential
Business opportunity: Production of utility scale batteries with longer discharge times (redox flow, salt water, other
technologies)
Baseline
Leading countries
The Netherlands

United States

China

Australia

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,7

“Good competitive
potential”

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

5

Market leader

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: United States, Australia, Germany, China, Austria, Japan, Sweden, Great Britain

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

1) Based on an average with equal
weights across the individual indicators

99

The Netherlands appears to have moderate competitive potential in
integrating stationary storage into the grid
Assessing Dutch competitive potential
Business opportunity: Integrating stationary storage into the grid
Baseline

Leading countries

The Netherlands

United States

China

Japan

Competitiveness of
The Netherlands1:

Number of companies

Lagging
indicators

Maturity of market

2,5

High-tech exports as %
of total exports
# of patents
Leading
indicators
Scientific strength
Expert
judgement

Assessment on
competitiveness
1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

1

2

3

4

5

“Moderate
competitive
potential”

Rationale:
Compared to the long list
of countries in the
business opportunity, NL
scores good on the
existing industry
indicators, moderately on
the leading indicators and
the expert judgement

Reference countries in long list: United States, Japan, Great Britain, Germany, South-Korea, China, Sweden, Australia, Italy

Strategy&

Legend

1 No right-to-win

2 Moderate competitive
potential

3 Good competitive
potential

4 Substantial
competitive potential

5

Market leader

1) Based on an average with equal
weights across the individual indicators

100

Assessing Dutch competitiveness - Subsections
•

Framework overview

•

Competitive potential assessment per business opportunity

•

Summary of Dutch competitive potential

Strategy&

101

The Netherlands appears to have good competitive potential in
producing production equipment for the battery ecosystem
Overview of business opportunity benchmark (1/3)
Number of
companies

Business opportunity

3

1

Production of silicon anodes

2

Selling/ leasing of patents related
to material science or production
methodologies of new battery
concepts

3

Producing materials for new
battery electrodes and
electrolytes (e.g. polymer
concepts)

4

5

Production of equipment for the
manufacturing of new battery
technologies focusing on cell
component and cell production
Legend

1

No right-to-win

R&D/ high
tech
exports

3

3

3

3

Production of equipment for
specific process steps in the
manufacturing of current
generation of lithium-ion
batteries (e.g. deposition/ coating
techniques)

Strategy&

Industry
maturity

2

3

3

4

4

2

Moderate competitive
potential

3

Number of
patents

Research
strength

1

2

2

2

3

2

2

4

3

2

4

2

2

3

Good competitive
potential

2

4

Expert
judgement

2

3

2

3

3

Substantial
competitive potential

5

Average
score

Rationale

2,3

Moderate competitive potential – In the US
and China, the ecosystem of companies
appears to be much more developed
compared to NL

2,5

Moderate competitive potential - Research on
new battery concepts is mainly performed by
existing battery manufacturers, which are
concentrated in South East Asia and the US

2,5

Moderate competitive potential - Potential
exists given the expected future demand for
batteries in Europe combined with the
historical expertise of The Netherlands in
material sciences

2,8

Good competitive potential – New deposition
and coating processes require high precision
which could provide The Netherlands a right
to play given the strong expertise in high-tech
machinery and manufacturing equipment

3,2

Good competitive potential – New battery
concepts are expected to require new
production equipment, which could create a
possibility for The Netherlands to leverage it’s
strong positioning in the high-tech sector

Market leader

102

In addition, good competitive potential possibly exists in producing
hardware components for battery management systems and recycling
Overview of business opportunity benchmark (2/3)
Number of
companies

Business opportunity

6

Production of hardware
components (sensors/
controllers/ chip sets) which go
into a battery management
system

7

Manufacturing testing equipment
required in the cell production
process

8

Offer data-driven solutions as a
service to owners and developers
of storage systems
(e.g. remote monitoring, forecasting,
predictive maintenance, charge/
discharge optimization)

9

Developing recycling techniques
related to the chemical
separation of batteries

Recycling/ dismantling end-of-life
10 mobility batteries

Strategy&

Legend

1

Industry
maturity

3

4

1

2

3

3

3

3

3

No right-to-win

R&D/ high
tech
exports

2

2

Moderate competitive
potential

4

Number of
patents

Research
strength

1

4

2

2

2

2

1

2

3

2

4

3

2

3

Good competitive
potential

3

4

Expert
judgement

3

2

2

2

2

Substantial
competitive potential

5

Average
score

Rationale

2,8

Good competitive potential – Expertise of
companies such as NXP, which is a major
supplier, could potentially provide The
Netherlands a right to play in this field

2,2

Moderate competitive potential – Testing
equipment is generally produced in close
proximity to the vehicle OEMs, which are
concentrated in the US, China and Germany

2,3

Moderate competitive potential – Large
corporates are already active in this space in
the US and South East Asia, making it a
challenging market for The Netherlands to
enter

2,5

Moderate competitive potential – Market is
developing, The Netherlands could play a
role if it could capitalize on a potential first
mover advantage

2,7

Good competitive potential – Strict guidelines
on battery transport can possibly create a
domestic recycling market, volumes are
expected to be limited to the regional market

Market leader

103

Finally, the fields of heavy duty mobility yield good competitive
potential for The Netherlands
Overview of business opportunity benchmark (3/3)
Number of
companies

Business opportunity

Industry
maturity

R&D/ high
tech
exports

Number of
patents

Research
strength

Expert
judgement

Average
score

Rationale

11 Production of solid sate batteries

2

3

4

2

2

2

2,5

Moderate competitive potential –
Development and production is mainly driven
by mature markets such as battery
manufacturers and vehicle OEMs in South
East Asia and the US

12

Production of electric heavy duty
commercial vehicles

4

3

4

2

3

3

3,2

Good competitive potential – There is a
strong ecosystem of companies active in the
heavy duty mobility sector in The Netherlands

13

Production of e-drive train for
heavy duty vehicles

4

3

4

2

2

3

3,0

Good competitive potential – Closely related
to the heavy duty mobility sector, providing a
right to play for The Netherlands

2,5

Moderate competitive potential – Interest of
large countries in this expected growth
market results in strong competition for active
companies in The Netherlands

2,7

Good competitive potential - Upcoming and
developing market which offers potential but
also strong competition from Asia and
Australia

2,5

Moderate competitive potential – Stationary
storage market is growing but realization of
integration projects is expected to be
contracted and executed locally

Production of integrated
14 membrane stacks to be used in
redox flow batteries
Production of utility scale
15 batteries with longer discharge
times (redox flow, salt water, other
technologies)
Integration of stationary battery
16
storage into the grid

Strategy&

Legend

1

No right-to-win

3

2

3

3

3

3

2

Moderate competitive
potential

4

1

4

2

2

4

2

2

3

Good competitive
potential

1

4

3

2

2

Substantial
competitive potential

5

Market leader

104

The opportunities with highest potential competitiveness are related to
high-tech equipment and heavy duty mobility
Key findings of benchmark
Promising business opportunities

These opportunities correspond with the traditional and
existing expertise of The Netherlands

1. Business opportunities related to high-tech equipment manufacturing
• Production of equipment for specific process steps in the
manufacturing of current generation of lithium-ion batteries (e.g.
deposition/ coating techniques)
• Production of equipment for the manufacturing of new battery
technologies focusing on cell component and cell production
• Production of hardware components (sensors/ controllers/ chip sets)
which go into a battery management system

Leading position in the high-tech sector

2. Business opportunities related to heavy duty mobility
• Production of electric heavy duty commercial vehicles
• Production of e-drive train for electric heavy duty vehicles

State-of-the art bus and truck production

Additional promising opportunities may arise from recycling/circularity
concepts and stationary storage
• Recycling/ dismantling end-of-life mobility batteries
• Production of utility scale batteries with longer discharge times (redox
flow, salt water, other technologies)

• ASML and NXP are leading companies in the semiconductor
industry, the latter also supplies components for battery
management systems
Extensive experience in equipment manufacturing
• Demcon Industrial Systems and VDL ETG are global suppliers of
high-tech solutions for the manufacturing industry
• DAF is one of the major truck manufacturers
• VDL Bus & Coach and EBUSCO among first companies to
produce fully electric buses
For recycling/circularity concepts and stationary storage, although
Dutch competitive position is moderate or slightly above, societal
and market demands may account for additional promising
opportunities
Non-exhaustive

Strategy&

105

Determining
economic potential

Strategy&
Strategy&

106

Determining economic potential - Subsections
•

Framework overview

•

Economic potential assessment per business opportunity

•

Summary of Dutch economic potential

Strategy&

107

We used a 4-step approach to estimate the future Dutch economic
potential of the identified business opportunities
Dutch economic potential assessment methodology
Economic potential (2030) calculation

Sources

Description

Research and expert interviews

The business opportunities are aligned to either the battery pack,
battery electric vehicle (heavy duty) or stationary storage systems
value chain

Estimation models and published reports
and expert interviews

The global market size depends on the value chain of the
business opportunity and the technology (solid state, redox flow
etc.) in focus

Published reports and expert interviews

The revenue pool depends on the value chain step the business
opportunity is present in and the relevant activity in the value
chain step applicable to the business opportunity

Competitive benchmarking results from
phase 2 of this study

The potential future market share of Dutch companies is
calculated depending on the results of the competitive
benchmarking exercise undertaken in phase 2 of the study

1
Value chain alignment

2

Calculation steps

Global market size
X

3
Revenue pool of business
opportunity
X

4
Potential future market share of
Dutch companies
=

Dutch economic potential

Strategy&

The calculation methodology follows a high level top-down approach and is sensitive to market demand, technology maturity, value pool
estimations and potential market share which can be captured by Dutch companies. As a result, the market might be underestimated for
some of the new battery concepts where start-ups and scale-ups can witness aggressive growth rates depending on the
commercialization of new technologies

108

Value chain alignment

Twelve business opportunities align with the battery pack, two with the
electric vehicle and two with the stationary storage value chain
Value chain alignment
Battery pack value chain
Useful to assess upstream and midstream business opportunities covering mobility and/or stationary storage applications
Raw materials
Cell component
Battery cell
Battery pack
supply
production
production
assembly

Re-usage and
recycling

Production of silicon anodes

R&D of new battery concepts

Production of cell component
materials (polymers)

Equipment production for cell
production of current batteries

Equipment production for cell
production of new batteries

Production of BMS hardware

Manufacturing of testing
equipment

Developing recycling
techniques

Recycling used mobility
batteries

Production of solid state
batteries

Production of bulk batteries
(redox flow)

Production of integrated
membrane stacks

Electric vehicle value chain
Useful to asses downstream business opportunities specific to mobility applications
Component
Battery pack
Power train
Power
manufacturing
production
production
electronics man.
Production of electric heavy
duty vehicles

Chassis
assembly

Interior/exterior
production

Vehicle assembly

Re-usage and
recycling

EPC

Project
development

Production of e-drive train

Stationary storage value chain
Useful to asses downstream business opportunities specific to stationary storage applications
Battery pack
Balance of
Power conversion Energy
Transformer
production
system prod.
system
management
Offering data driven solutions
for stationary storage

System
integration

Integrating stationary storage
into grid

Identified business opportunities
Strategy&

Sources: Rystad Energy (2021), WEF (2019), NREL (2019), The World Bank (2020), Expert interviews, Strategy& analysis

109

Global market size

The battery pack market is expected to become a $110-150 Bn annual
market by 2030 with the mobility market being ~10x that of stationary
Estimated global battery pack market size
Battery pack price3,4 [$/kWh]

Battery capacity demand [GWh]
Low scenario1

Mobility

Annual market size [$Bn]

Stationary

Low scenario

-58%
+33%

110
100

10

1,885

610

15

100

2,554

+26%

148

221

81

13

9
72

135

2025

2030

58

913
100

10

2020

808

105

2025

2,333

2030

1

15
2020

2025

2030

• The battery pack price has reduced by ~80%
from 2013 – 2020 largely driven by the increase in
EV manufacturing
• Further significant price reductions are
anticipated till 2030 due to larger economies of
scale and process optimization in manufacturing

54

High scenario

14

• Growth of RES and EVs as part of the ongoing
energy transition will significantly increase
stationary and mobility battery demand
• The battery market is expected to be dominated
by Li-ion but emerging technologies like solid
state can gain market share if commercialized

Strategy&

14

89

+37%

109

7

1,730

80

Stationary

9

62

High scenario2

110

+22%

137

155

690

Mobility

1

2020

• The annual market size results from multiplying
battery demand by pack price
• The mobility battery pack market size is
expected to be ~10x that of the stationary market
by 2030

1) Low scenario based on projections from BNEF, 2) High scenario based on projections from the World Economic Forum; 3) Battery pack price projections taken from BNEF,
4) A similar battery pack price has been assumed for stationary and mobility battery packs
Sources: BloombergNEF (2020a, 2020b), WEF (2019), Strategy& analysis

110

Global market size

The heavy duty electric vehicles market is expected to become a $90120 Bn annual market by 2030
Estimated global electric heavy duty vehicle market size
Electric heavy duty vehicle demand1 [Thousands] Electric heavy duty vehicle cost2 [$ k]
Buses

Annual market size [$ Bn]

Trucks

Buses

Trucks

-54%
374

684
+23%

151

223

399

+14%

117

89

26

22

171

97
533

85
78

3

302

91
67

29

7

2020

2025

2030

• Electric vehicles are anticipated to take ~20% of
the total bus sales and ~3% of the total truck
sales globally by 2030
• EV bus demand is expected to be 3.5x the EV
truck demand by 2030

Strategy&

32

2020

2025

2030

• Decreasing cost of battery packs and rapid
changes in powertrain technology are the main
reasons for the anticipated cost decrease
• Electric heavy duty vehicles are anticipated to
be cost competitive with ICE vehicles by 2025 if
anticipated cost reductions are realized

2020

2025

2030

• The annual market size results from multiplying
the electric heavy duty vehicle demand by the
average electric heavy duty vehicle cost
• The electric heavy duty vehicle market is
expected to become a ~$120 Bn annual market
by 2030

1) Based on IEA STEPS scenario and only considering BEV’s, 2) Based on NREL cost projections (low scenario) of class 8 long haul electric truck
Sources: IEA (2021), NREL (2021a), Strategy& analysis

111

Global market size

The stationary storage systems market is expected to become a $30-45
Bn annual market by 2030
Estimated global stationary storage market size
4-hour utility scale storage costs3,4 [$/kWh]

Stationary storage demand [GWh]
Low scenario1

Annual market size [$ Bn]

High scenario2

Low scenario

High scenario

-43%
350

221

44
250

+36%

66

+29%

200

13

26
105
25

155

4

2025

20

4

0

2020

2030

• Increasing flexibility requirements, on account
of increasing share of RES and variability of
demand, is the main driver for stationary storage
• Storage duration requirements will shift from
hours to days, weeks and months which require
new battery technological innovations

Strategy&

31

80

10
10

6

2020

2025

2030

• Decreasing cost of battery packs and
competition amongst major manufacturers are
the key reasons for the declining installed costs of
utility scale storage
• Co-locating storage with RES can further
decrease costs by ~8-10%

0

2020

2025

2030

• The annual market size results from multiplying
the stationary storage demand by installed
costs
• The stationary storage market is expected to
become a ~$40 Bn annual market by 2030

1) Low scenario based on projections from BNEF, 2) High scenario based on projections from the World Economic Forum; 3) Stationary storage systems installed costs
projections taken from NREL, 4) All stationary storage demand is assumed to be utility scale
Sources: BloombergNEF (2020a), WEF (2019), NREL (2021b), Strategy& analysis

112

Revenue pool of business opportunity

Battery pack production has the maximum revenue pool in both electric
vehicle and stationary storage value chain
Revenue pools across various value chains
Battery pack value chain1
Raw materials
supply

Cell component
production

30 - 40%

5 – 10%

Revenue pool %

Battery cell
production

Battery pack
assembly

38 – 43%

Re-usage and
recycling

15 – 20%

Re-use and recycling is a step after battery
pack production and revenue pool estimation is
detailed in the economic potential assessment
section of related business opportunities

Includes mining
and refining

Electric vehicle value chain2
Other component
manufacturing

10 – 15%

Battery pack
production

Power train
production

25 – 40%

3 – 5%

Power
electronics man.

Chassis
assembly

Interior/exterior
production

Vehicle assembly

25 – 30%

6 – 10%

10 – 15%

6 – 10%

Energy
management

Transformer
prod.

System
integration

3 – 6%

4 – 8%

4 – 8%

Re-usage and
recycling

Stationary storage value chain3
Battery pack
production

Balance of
system prod.

25 – 40%

8 – 12%

Power conversion
system prod.

11 – 14%

EPC4 services

4 – 8%

Project
development

12 – 16%

Note: the revenue pool of the relevant activity applicable to the business opportunity is detailed in the economic potential assessment section
Strategy&

1) Based on estimates from NREL, WEF and Rystad, 2) Based on estimates from Financial Times and World Electric Vehicle Journal, 3) Based on estimates from World
Bank, 4) Engineering, procurement and construction
Sources: NREL (2019), WEF (2019), Adrian König et al (2021), Financial Times (2020), Rystad, The World Bank (2020), Expert interviews, Strategy& analysis

113

Potential future NL market share

The Dutch potential market share in 2030 is estimated using competitive
scores, market share assumptions and the EU share of global market
Market share estimation methodology
Battery pack production

Electric heavy duty vehicle

Stationary storage

Dutch
competitive
score

EU market
share

Rest of world
market share

<2

0 – 2.5%

0%

<1%

<0.5%

<1%

Dutch companies have low competitive
potential and will mainly supply the local market
with limited opportunities regionally and globally

2 – 2.5

1 – 10%

0 – 1.5%

<4%

<3%

<4%

Dutch companies have a moderate competitive
potential and are active in the regional
landscape with limited exports globally

2.5 – 3

5 – 15%

0.5 – 2%

1 – 6%

Dutch companies have a moderate to good
competitive potential and are well established in
EU and some of non EU markets

3 – 3.5

10 – 20%

1 – 2.5%

2 – 7%

1 – 5%

3 – 8%

Dutch companies have good competitive
potential with substantial market share in EU
and also compete globally

>3.5

>15%

>1.5%

>4%

>2%

>4%

Dutch companies have substantial competitive
potential and are recognized leaders in the
global landscape

Based on phase 2
findings of the study
Strategy&

EU share of
Effective
EU share of
Effective
EU share of
Effective
global market global market global market global market global market global market Rationale
(2030)
share
(2030)
share
(2030)
share

15 – 25%1

1 – 5%

5 – 15%2

EU and ROW market share assumptions based on expert
interviews and comparisons with similar industries

1 – 4%

20 – 30%3

Battery pack, electric vehicle and stationary storage effective global market shares calculated by
multiplying the EU and ROW market share assumptions with their respective 2030 global market shares

1) Based on data from EBA and SP Global; 2) Based on IEA data; 3) Based on data from US DOE, Global Data and Strategy& model
Sources: EBA (2020), SP Global (2021), IEA (2021), US DOE (2020), GlobalData (2021), Strategy& analysis

114

Determining economic potential - Subsections
•

Framework overview

•

Economic potential assessment per business opportunity

•

Summary of Dutch economic potential

Strategy&

115

The Dutch economic potential for producing silicon anodes is estimated to be
$ 0,1 – 20 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Production of silicon anodes
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size

$ 109k – 148k M
X

Market share of packs with Si-anodes

10 – 20 %

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)
• Market share of battery packs with silicon anodes is based on expert input and estimated market size
for producing silicon anodes3)

X

3. Revenue pool
Revenue pool of specific value chain step

5 – 10 %
X

Share of specific value chain activity

15 – 20 %

4. Obtainable market share

X

Potential NL market share

0,2 – 4 %

• The production of silicon anodes belongs to the ‘production of cell component’ step in the value
chain, accounting for 5 – 10% of the total revenue pool in the manufacturing process4)
• In the value step of ‘cell component production’ anodes, cathodes, electrolyte and separators are the
main components. The production of anodes account for approximately 15 – 20% of the total share5)

• Estimated market share in the battery pack market based on the NL competitive score of 2,36)

=

Economic potential NL

Strategy&

$ 0,1 – 20 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) The Insights Partners (2020), expert input; 4) NREL (2019), WEF (2019); 5) Expert input; 6)
Market share calculation methodology is highlighted in the framework section; Strategy& analysis

116

The Dutch economic potential for selling/leasing patents related to new
battery concepts is estimated to be $ 2 – 80 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Selling/ leasing of patents related to material science or production methodologies of new battery concepts
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size

$ 109k – 148k M
X

Market share of new battery technologies
3. Revenue pool

10 - 20%

Share of specific value chain activity

X

• The production of new battery concepts corresponds to the ‘production of cell component’ and ‘cell
production’ steps in the value chain, collectively accounting for 45 – 50 % of the total revenue pool in
the manufacturing process5)

4 – 10 %

• The contribution of R&D in the production process is estimated based on financials analysis6) and
expert input and accounts for 4 – 10 %

45 – 50 %

4. Obtainable market share

X

Potential NL market share

1–5%
=

Strategy&

• Market share of new battery technologies is based on expert input and estimated demand for redox
flow batteries3) and solid states batteries4), constituting 10 – 20 % of the total battery market

X

Revenue pool of specific value chain step

Economic potential NL

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)

$ 2 – 80 M

• Estimated market share in the battery pack market based on the NL competitive score of 2,57)
• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) US DOE (2020); 4) The Faraday Institution (2020), expert input; 5) NREL (2019), WEF
(2019); 6) LG Chem (2020), expert input; 7) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

117

The Dutch economic potential for polymeric battery components is
estimated to be $ 0,1 – 5 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Producing materials for new battery electrodes and electrolytes (e.g. polymer concepts)
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total Li-ion battery pack market size

$ 109k – 148k M
X

Market share of solid-state batteries
3. Revenue pool

5 – 10 %

5 – 10 %
X

55 – 60 %

Share of materials

X

Share of polymers in materials

7,5 – 10 %

4. Obtainable market share

X

Potential NL market share

1–5%
=

Strategy&

• The polymeric components are used in solid-state batteries, for which the relevant market is the
forecasted share of the lithium-ion mobility battery market that solid-state could potentially acquire3)

X

Revenue pool of specific value chain step

Economic potential NL

• Lithium-ion battery pack market size includes both the storage and mobility market – it is estimated
based on the forecasted lithium-ion battery demand1) and battery pack prices2)

$ 0,1 – 5 M

• Polymeric battery components belong to the ‘production of cell component’ step in the value chain,
accounting for 5 – 10% of the total revenue pool in the manufacturing process4)
• In cell production, materials account for 55 – 60 % of the total share5), polymers are estimated to
make up for 7,5 – 10%6) - based on the assumption that liquid electrolyte will be replaced by
composite solid state electrolyte (which a mixed polymeric ceramic structure)

• Estimated market share in the battery pack market based on the NL competitive score of 2,57)

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) The Faraday Institution (2020), expert input; 4) NREL (2019), WEF (2019); 5) Rystad Energy
(2021), Fabian Duffner et al (2021); 6) Yun Zheng et al (2020); 7) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

118

The Dutch economic potential for producing manufacturing equipment for
lithium-ion batteries is estimated to be $ 5 – 100 M revenue annually
Economic potential of business opportunity
Business opportunity: Production of equipment for specific process steps in the manufacturing of current
generation of lithium-ion batteries (e.g. deposition/ coating techniques)
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size
3. Revenue pool

$ 109k – 148k M
X

Revenue pool of specific value chain step

45 – 50 %
X

Share of coating in cell manufacturing

12 – 17 %
X

Share of machinery in cell manufacturing

5 – 15 %

4. Obtainable market share

X

Potential NL market share

1–5%
=

Economic potential NL

Strategy&

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)

$ 5 – 100 M

• The production of new battery concepts corresponds to the ‘production of cell component’ and ‘cell
production’ steps in the value chain, collectively accounting for 45 – 50 % of the total revenue pool in
the manufacturing process3)
• In the manufacturing process, coating accounts approximately 12 – 17 % of the share4)
• Machinery is estimated to contribute to 5 – 15 % of the total share in the ‘production of cell
component’ and ‘cell production’ steps5)

• Estimated market share in the battery pack market based on the NL competitive score of 2,86)
• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) NREL (2019), WEF (2019); 4) Yangtao Liu et al (2021); 5) Rystad Energy (2021), Fabian Duffner et al
(2021); 6) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

119

The Dutch economic potential for producing manufacturing equipment for
new battery concepts is estimated to be $ 5 – 150 M revenue annually
Economic potential of business opportunity
Business opportunity: Production of equipment for the manufacturing of new battery technologies focusing
on cell component and cell production
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size

$ 109k – 148k M
X

Market share of new technologies

10 – 20 %

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)
• Market share of new battery technologies is based on expert input and estimated demand for redox
flow batteries3) and solid states batteries4), constituting 10 – 20 % of the total battery market

X

3. Revenue pool
Revenue pool of specific value chain step

45 – 50 %
X

Share of machinery in cell manufacturing

5 – 15 %

4. Obtainable market share

X

Potential NL market share

2–7%

• The production of new battery concepts corresponds to the ‘production of cell component’ and ‘cell
production’ steps in the value chain, collectively accounting for 45 – 50 % of the total revenue pool in
the manufacturing process5)
• Machinery costs is estimated to contribute to 5 – 15 % of the total share in the ‘production of cell
component’ and ‘cell production’ steps6)

• Estimated market share in the battery pack market based on the NL competitive score of 3,27)

=

Economic potential NL

Strategy&

$ 5 – 150 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF(2020a); 2) BloombergNEF (2020b); 3) US DOE (2020); 4) The Faraday Institution (2020), expert input; 5) NREL (2019), WEF (2019); 6) Rystad Energy (2021),
Fabian Duffner et al (2021); 7) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

120

The Dutch economic potential for producing BMS hardware
components is estimated to be $ 30 – 340 M revenue annually
Economic potential of business opportunity
Business opportunity:
Production of hardware components (sensors/controllers) which go into a battery management system
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size
3. Revenue pool

$ 109k – 148k M

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)

X

Revenue pool of specific value chain step

55 – 60 %

• Manufacturing battery cells includes both the ‘cell production’ and ‘pack assembly’ steps in the value
chain, collectively accounting for 55 – 60 % of the total revenue pool in the manufacturing process3)

X

Share of battery management system

5–8%
X

80 – 90 %

Share of hardware
4. Obtainable market share

X

Potential NL market share

1–5%

• The battery management accounts for approximately 5 – 8 % of the total battery share4)
• The vast majority of the battery management systems costs are related to hardware components, the
software is generally developed inhouse by the companies that integrate the batteries into end-user
application4)

• Estimated market share in the battery pack market based on the NL competitive score of 2,85)

=

Economic potential NL

Strategy&

$ 30 – 340 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) NREL (2019), WEF (2019); 4) Guenter Schneider et al (2021); 5) Market share calculation
methodology is highlighted in the framework section; Strategy& analysis

121

The Dutch economic potential for manufacturing testing equipment for
cell production is estimated to be $ 0,5 – 50 M revenue annually
Economic potential of business opportunity
Business opportunity:
Manufacturing testing equipment required in the cell production process
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size
3. Revenue pool

$ 109k – 148k M

• Battery pack market size includes both the storage and mobility market – it is estimated based on the
forecasted battery demand1) and battery pack prices2)

X

Revenue pool of specific value chain step

45 – 50 %
X

Share of machinery in cell manufacturing

5 – 15 %
X

Share of testing equipment in machinery

8 – 12 %

4. Obtainable market share

X

Potential NL market share

0,2 – 4 %

• The production of new battery concepts corresponds to the ‘production of cell component’ and ‘cell
production’ steps in the value chain, collectively accounting for 45 – 50 % of the total revenue pool in
the manufacturing process3)
• Machinery is estimated to contribute to 5 – 15 % of the total share in the ‘production of cell
component’ and ‘cell production’ steps4)
• The share of testing equipment out of machinery is approximately 8 – 12 %, for more complex battery
concepts which require more cycles of charging/ discharging during the formation steps the share
can increase5)

• Estimated market share in the battery pack market based on the NL competitive score of 2,26)

=

Economic potential NL

Strategy&

$ 0,5 – 50 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) NREL (2019), WEF (2019); 4) Rystad Energy (2021), Fabian Duffner et al (2021); 5) Expert input; 6) Market
share calculation methodology is highlighted in the framework section; Strategy& analysis

122

The Dutch economic potential for developing data-driven services for
battery storage systems is estimated to be $ 2 – 120 M revenue annually
Economic potential of business opportunity
Business opportunity: Offer data-driven solutions as a service to owners and developers of storage systems
(remote monitoring, forecasting, predictive maintenance, charge/discharge optimization)
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Stationary storage

2. Market size
Total energy storage market size
3. Revenue pool

$ 31k – 44k M

• The energy storage market is estimated based on the forecasted battery storage demand1) and cost
projections for utility scale battery storage2)

X

Revenue pool of energy services

3–7%

4. Obtainable market share

X

Potential NL market share

0,2 – 4 %

• The opportunity applies to the ‘Energy management Services’ step in the value chain – collectively
accounting for 3 – 7 % of the total revenue pool3)

• Estimated market share in the stationary battery storage market based on the NL competitive score
of 2,34)

=

Economic potential NL

Strategy&

$ 2 – 120 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) NREL (2021b); 3) The World Bank (2020); 4) Market share calculation methodology is highlighted in the framework
section; Strategy& analysis

123

The Dutch economic potential for developing separation techniques for
recycling is estimated to be $ 2 – 40 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Developing recycling techniques related to the chemical separation of batteries
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total mobility battery pack market size

$ 100k – 135k M
X

3–8%

Available for recycling

• Only the mobility battery pack market is considered as current EV batteries are expected to be the
first wave of batteries to reach end-of-life – it is estimated based on the forecasted battery demand1)
and battery pack prices2)
• The amount of batteries available for recycling is based on projections of the number of batteries that
become end-of-life as a share of the new battery pack market in the same year3)

X

3. Revenue pool
Revenue pool of specific value chain step

37 – 42 %
X

Share of specific value chain activity

12 – 17 %

4. Obtainable market share

X

Potential NL market share

0,2 – 4 %

• The opportunity applies to the ‘recycling’, ‘mining’ and ‘refining’ steps in the value chain – collectively
accounting for 37 – 42 % of the total revenue pool in the manufacturing process4)
• The business opportunity combines R&D (selling/leasing patents related to materials science) and
the production equipment. Within the three value-chain steps, material science R&D and equipment
collectively account for 12 – 17 % of the total share5)

• Estimated market share in the battery pack market based on the NL competitive score of 2,56)

=

Economic potential NL

Strategy&

$ 2 – 40 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) IEA (2020); 4) NREL (2019), WEF (2019); 5) Rystad Energy (2021), Fabian Duffner et al
(2021); 6) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

124

The Dutch economic potential for recycling/ dismantling end-of-life
batteries is estimated to be $ 1 – 35 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Recycling/ dismantling end-of-life batteries
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total battery pack market size

$ 100k – 135k M
X

3–8%

Available for recycling

• Only the mobility battery pack market is considered as current EV batteries are expected to be the
first wave of batteries to reach end-of-life – it is estimated based on the forecasted battery demand1)
and battery pack prices2)
• The amount of batteries available for recycling is based on projections of the number of batteries that
become end-of-life as a share of the new battery pack market in the same year3)

X

3. Revenue pool
Revenue pool of specific value chain step

2–6%

4. Obtainable market share

X

Potential NL market share

1–5%

• The opportunity applies to the ‘recycling’ step in the value chain – accounting for 2 – 6 % respectively
of the total revenue pool in the manufacturing process4)

• Estimated market share in the battery pack market based on the NL competitive score of 2,75)

=

Economic potential NL

Strategy&

$ 1 – 35 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) IEA (2020); 4) NREL (2019), WEF (2019); 5) Market share calculation methodology is
highlighted in the framework section; Strategy& analysis

125

The Dutch economic potential for the production of solid state batteries
is estimated to be $ 40 – 480 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Production of solid state batteries
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total mobility battery pack market size

$ 100k – 135k M
X

Market share of solid-state batteries
3. Revenue pool

5 – 10 %

• The battery pack market for mobility applications – it is estimated based on the forecasted battery
demand1) and battery pack prices2)
• Market share of solid-state batteries is the forecasted share of the lithium-ion mobility battery market
that solid-state could potentially acquire3)

X

Revenue pool of specific value chain step

63 – 68 %

4. Obtainable market share

X

Potential NL market share

1–5%

• The production of solid-state batteries applies to the ‘production of cell component’, ‘cell production’
and ‘pack assembly’ steps in the value chain – collectively accounting for 63 – 68 % of the total
revenue pool in the manufacturing process4)

• Estimated market share in the battery pack market based on the NL competitive score of 2,55)

=

Economic potential NL

Strategy&

$ 40 – 480 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) The Faraday Institution (2020), expert input; 4) NREL (2019), WEF (2019); 5) Market share calculation
methodology is highlighted in the framework section; Strategy& analysis

126

The Dutch economic potential for producing electric heavy duty vehicles is
estimated to be $ 670 – 3.200 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Production of electric heavy duty commercial vehicles (buses, coaches)
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Electric vehicle

2. Market size
Total electric heavy duty vehicle market
3. Revenue pool

$ 105k – 129k M
X

Revenue pool of specific value chain step

44 – 49 %

4. Obtainable market share

X

Potential NL market share

1,5 – 5 %

• The electric commercial heavy duty vehicle market is estimated based on the forecasted vehicle
demand1) and cost projections for heavy-duty vehicles2)

• The production of electric heavy duty commercial vehicles includes the ‘power train’, ‘e-drive and
power electronics’, ‘chassis assembly’, ‘vehicle exterior’ and ‘vehicle assembly’ steps – collectively
accounting 44 – 49 % of the total electric vehicle value chain3) (It is assumed that interior is supplied
to the OEMs by a third-party manufacturer, and that interior accounts for 50% of the added value in
the ‘vehicle interior and exterior’ step in the value chain)

• Estimated market share in the electric mobility market based on the NL competitive score of 3,24)

=

Economic potential NL

Strategy&

$ 670 – 3.200 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) IEA (2021); 2) NREL (2021a); 3) Adrian König et al (2021), Financial Times (2020); 4) Market share calculation methodology is highlighted in the framework
section; Strategy& analysis

127

The Dutch economic potential for producing commercial vehicle e-drive
trains is estimated to be $ 340 – 1.800 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Production of e-drive trains for heavy duty vehicles
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Electric Vehicle

2. Market size
Total electric commercial vehicle market
3. Revenue pool

$ 105k – 129k M

• The electric heavy duty commercial vehicle market is estimated based on the forecasted vehicle
demand1) and cost projections for heavy-duty vehicles2)

X

Revenue pool of specific value chain step

22 – 27 %

4. Obtainable market share

X

Potential NL market share

1,5 – 5 %

• The production of electric heavy duty commercial vehicles includes the ‘power train’, ‘e-drive and
power electronics’ and ‘chassis assembly’ steps – collectively accounting for 22 – 27 % of the total
electric vehicle value chain3)

• Estimated market share in the electric mobility market based on the NL competitive score of 3,04)

=

Economic potential NL

Strategy&

$ 340 – 1.800 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) IEA (2021); 2) NREL (2021a); 3) Adrian König et al (2021), Financial Times (2020); 4) Market share calculation methodology is highlighted in the framework
section; Strategy& analysis

128

The Dutch economic potential for producing membrane stacks for
redox flow batteries is estimated to be $ 0,5 – 5 M revenue annually
Economic potential of business opportunity
Business opportunity:
Production of integrated membrane stacks to be used in redox flow batteries
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total storage battery pack market size

$ 9k – 13k M
X

Market share of redox flow batteries

5 – 10 %

• The battery pack market for stationary storage applications is estimated based on the forecasted
stationary storage battery demand1) and battery pack prices2)
• Market share of redox flow batteries is the forecasted share of the stationary storage battery market
that redox flow batteries could potentially acquire3)

X

3. Revenue pool
Revenue pool of specific value chain step

63 – 68 %
X

Share of membrane stack in flow battery

8 – 13 %

4. Obtainable market share

X

Potential NL market share

1–5%

• The opportunity applies to the ‘production of cell component’, ‘cell production’ and ‘pack assembly’
steps in the value chain – collectively accounting for 63 – 68 % of the total revenue pool in the
manufacturing process4)
• The integrated membrane stack accounts for approximately 8 – 13% of the total share of the redox
flow battery5)

• Estimated market share in the battery pack market based on the NL competitive score of 2,56)

=

Economic potential NL

Strategy&

$ 0,5 – 5 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) BloombergNEF(2020b); 3) US DOE (2020); 4) NREL (2019), WEF (2019); 5) IRENA (2020), expert input; 6) Market
share calculation methodology is highlighted in the framework section; Strategy& analysis

129

The Dutch economic potential for producing utility scale batteries with
longer discharge times is estimated to be $ 5 – 45 M revenue annually
Economic potential of business opportunity
Business opportunity:
Production of utility scale batteries with longer discharge times (redox flow, salt water, other technologies)
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Battery pack

2. Market size
Total storage battery pack market size

$ 9k – 13k M
X

Market share of redox flow batteries

5 – 10 %

• The battery pack market for stationary storage applications is estimated based on the forecasted
stationary storage battery demand1) and battery pack prices2)
• The forecasted market share of redox flow batteries is assumed to be a proxy for the potential market
for bulk batteries – of all concepts redox flow batteries are expected to be the first become
commercially viable3)

X

3. Revenue pool
Revenue pool of specific value chain step

63 – 68 %

4. Obtainable market share

X

Potential NL market share

1–5%

• The opportunity applies to the ‘production of cell component’, ‘cell production’ and ‘pack assembly’
steps in the value chain – collectively accounting for 63 – 68 % of the total revenue pool in the
manufacturing process4)

• Estimated market share in the battery pack market based on the NL competitive score of 2,75)

=

Economic potential NL

Strategy&

$ 5 – 45 M

• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF(2020a); 2) BloombergNEF (2020b); 3) US DOE (2020), expert input; 4) NREL (2019), WEF (2019); 5) Market share calculation
methodology is highlighted in the framework section; Strategy& analysis

130

The Dutch economic potential for integration of stationary storage into
the grid is estimated to be $ 10 – 300 M revenue annually in 2030
Economic potential of business opportunity
Business opportunity:
Integration of stationary storage into the grid
Economic potential calculation (2030)
1. Value chain alignment

Rationale
Stationary storage

2. Market size
Total energy storage market size

• The energy storage market is estimated based on the forecasted battery storage demand1) and cost
projections for utility scale battery storage2)

X

• The stationary storage grid integration market is very regional in nature and hence on EU market is
considered to estimate economic potential

20 – 30%

EU share of the market

Revenue pool of development and EPC
4. Obtainable market share

18 – 22 %

Strategy&

• The opportunity applies to the ‘EPC4) services’ and ‘project development’ steps in the value chain –
collectively accounting for 18 – 22 % of the total revenue pooled5)

X

1 – 10 %
=

Economic potential NL

• The EU share of the global storage market is based on assumed RES growth by country globally3)

X

3. Revenue pool

Potential NL market share

$ 31k – 44k M

$ 10 – 300 M

• Estimated market share in the stationary battery storage market based on the NL competitive score
of 2,56) (only EU market share has been considered due to the regional nature of the business
opportunity)
• The economic potential is the estimated annual added value in 2030 which the NL companies could
potentially generate in the identified business opportunity

Sources; 1) WEF (2019), BloombergNEF (2020a); 2) NREL (2021b); 3) US DOE (2020), GlobalData (2021), Strategy& model; 4) Engineering, procurement, construction; 5)
The World Bank (2020); 6) Market share calculation methodology is highlighted in the framework section; Strategy& analysis

131

Determining economic potential - Subsections
•

Framework overview

•

Economic potential assessment per business opportunity

•

Summary of Dutch economic potential

Strategy&

132

The estimated Dutch economic potential in 2030 appears to be good for
opportunities relating to equipment manufacturing and BMS systems
Overview of economic potential assessment (1/2)
Average estimated annual
economic potential (2030)

Business opportunity

Rationale

1

Production of silicon anodes

~ $ 10 M

Limited economic potential - Only 10-20% of the lithium-ion batteries are expected to
have silicon anodes in 2030 and the production of anodes is estimated to only contribute
to 1-2% of the total revenue pool in battery pack manufacturing

2

Selling/ leasing of patents related to material science or
production methodologies of new battery concepts

~ $ 40 M

Moderate economic potential - Battery production steps of the value chain are estimated
to collectively account for 45-50% of the total revenue pools and R&D accounts for a
significant 4-10% of that

3

Producing materials for new battery electrodes and
electrolytes (e.g. polymer concepts)

~$5M

Limited economic potential - Polymer concepts apply to solid state battery concepts,
which are estimated to account for only 5-10% of the battery demand in 2030, additionally
polymer is a fraction of the total materials used in these concepts

Production of equipment for specific process steps in the
manufacturing of current generation of lithium-ion batteries
(e.g. deposition/ coating techniques)

~ $ 50 M

Moderate economic potential - Battery manufacturing is estimated to account for a
substantial part of the total revenue pool (45-50%) with machinery accounting for 5-15%
of it and coating processes are among the key drivers (12-17%) of machinery investments

5

Production of equipment for the manufacturing of new battery
technologies focusing on cell component and cell production

~ $ 80 M

Moderate economic potential - New battery concepts are estimated to take 10-20% of
total battery demand in 2030, cell component and cell production are a significant (4550%) part of the revenue pool – equipment is 5-15% of total revenue pool in these steps

6

Production of hardware components (sensors/ controllers/ chip
sets) which go into a battery management system

~ $ 180 M

Good economic potential - Battery management systems apply to the total battery pack
market and within the battery manufacturing revenue pool, BMS accounts for 5-8%

7

Manufacturing testing equipment required in the cell
production process

~ $ 25 M

Limited economic potential - Testing equipment is estimated to only be 8-12% of the total
equipment required for cell production, which accounts for only 5-15% of the total revenue
pool in the cell production process

Offer data-driven solutions as a service to owners and
developers of storage systems (e.g. remote monitoring,
forecasting, predictive maintenance etc.)

~ $ 60 M

Moderate economic potential – Data driven solutions are estimated to account for 3-7% of
the total revenue pool in the stationary energy storage market

4

8

Strategy&

Note: LeydenJar, a Dutch scale-up involved in the production, selling/leasing patents and producing manufacturing equipment related to
silicon anodes, estimates annual revenue in 2030 to be €1.2 B

133

In addition, the opportunities related to solid state batteries, electric
heavy duty vehicles and stationary storage systems also stand out
Overview of business opportunity benchmark (2/2)
Average estimated annual
economic potential (2030)

Business opportunity

Rationale

9

Developing recycling techniques related to the chemical
separation of batteries

~ $ 20 M

Limited economic potential - Estimated recycling market in 2030 is only 3-8% of the
battery pack demand that year, developing R&D and equipment only account for a limited
fraction of the market

10

Recycling/ dismantling of end-of-life mobility batteries

~ $ 20 M

Limited economic potential - Estimated recycling market in 2030 is only 3-8% of the
battery pack demand that year, the limited revenue pool of performing the recycling
reduces the economic potential

11

Production of solid sate batteries

~ $ 250 M

Good economic potential - Solid state batteries are estimated to take 5-10% of the total
mobility market, of which battery production is a significant share of the total revenue pool

12

Production of electric heavy duty commercial vehicles
(buses, coaches)

~ $ 1,950 M

Good economic potential - The total electric heavy duty commercial vehicle market is
substantial ($ 90k-120k M), of which vehicle production accounts for a significant share
(44-49%) – strong positioning of NL results in relatively high market shares

13

Production of e-drive train for heavy duty vehicles

~ $ 1,000 M

Good economic potential - E-drive train production accounts for a significant share (2227%) of the revenue pool across the electric vehicle value chain and is a subset of the
previous opportunity

14

Production of integrated membrane stacks to be used in
redox flow batteries

~$5M

Limited economic potential - Redox flow batteries are expected to take 5-10% of the
battery storage market, the membrane stacks account for only 8-15% of the total costs

15

Production of utility scale batteries with longer discharge
times (redox flow, salt water, other technologies)

~ $ 25 M

Limited economic potential - With 5-10% new battery technologies take a significant
share of the total battery storage market

16

Integration of stationary battery storage into the grid

~ $ 150 M

Good economic potential - The revenue pool of grid integration compared to the total
energy storage value chain is substantial (18-22%)

Strategy&

Note: Elestor, a Dutch scale-up developing and producing redox flow batteries, estimates annual revenue in 2026 to be in the range of €800900 M

134

Production related opportunities appear to have the highest economic
potential as they capture larger revenue pools in the battery value chain
Key findings of economic potential assessment
Promising business opportunities
1. Production of electric heavy duty commercial

vehicles (buses, trucks)
2. Production of electric drivetrains (subset of

electric heavy duty vehicle production)
3. Production of solid state batteries

Key drivers for economic potential
~$1.950 M

~$1.000 M

~$250 M

4. Production of hardware components (sensors/

controllers/ chip sets) which go into a battery
management system
5. Integration of stationary battery storage into

the grid

For details on calculation methodology
and assumptions, see pages 108-131

Strategy&

Revenue pools
• Opportunities that span across multiple steps of the value chain
yield higher economic potential – e.g. cell component production
only accounts for 5-10%, where component production to pack
assembly is 63-68%

~$180 M

~$150 M
Average estimated
annual economic
potential (2030)

• Within value chain steps, more specific activities result in lower
economic potential – e.g. producing polymer materials relates to
material costs within cell component production, and polymers
are only a share of the total material costs
Market share
• Opportunities with a higher competitiveness score yield higher
market share which contribute to economic potential – the
average potential market share varies between 2-5%
• The size of the European market impacts the obtainable market
share – e.g. on a global scale the European market for electric
heavy duty mobility is smaller than the stationary energy storage
systems market, which limits the global market share

135

Defining strategic
direction

Strategy&
Strategy&

136

Combining the competitiveness and economic potential assessment
yields three regions with distinct strategic characteristics
Combined assessment of competitiveness and economic potential (1/5)
Business opportunities

Competitiveness vs. economic potential

1

Production of silicon anodes

Economic potential ($ M)

2

Patents for new battery concepts

2,000

3

Producing materials for new battery components

4

Production equipment for current battery technologies

5

Production equipment for new battery technologies

1,000

6

Production of battery management system hardware

300

7

Manufacturing of testing equipment

8

Data-driven solutions for battery storage

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

11

Production of solid-state batteries

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

16

Integration of stationary storage into the grid

Strategy&

Strategic decisions based on
identified regions
A – Double down

12
13

High economic potential and high
competitiveness – Explore how NL could
capitalize on strong competitive positioning

B – Grow
High economic potential and low
competitiveness – Seek for ways to improve
NL competitive position

11

OR

200

A

Low economic potential and high
competitiveness – Explore possibility of
increasing economic potential through
backward or forward value chain integration

5

C – Incubate

6
16
B

100
C

7

0
0.0

2.2

2

8
1

14

9
3

4
15
10

2.4

2.6

2.8

B
3.0

3.2

Low economic potential and low
competitiveness – Monitor potential of
relevant opportunities, given the disruptive
nature and development speed of the battery
market

Competitiveness score
137

Opportunities surrounding heavy duty transport and BMS systems
appear to be the most promising ones for NL to focus on
Combined assessment of competitiveness and economic potential (2/5)
Strategic decisions

Double Down
High economic potential and high
competitiveness – Explore how NL could
capitalize on strong competitive positioning

Grow
High economic potential and low
competitiveness – Seek for ways to improve
NL competitive position
OR
Low economic potential and high
competitiveness – Explore possibility of
increasing economic potential through
backward or forward value chain integration

Incubate
Low economic potential and low
competitiveness – Keep an eye out on future
potential relevance of the opportunities

Strategy&

Identified business opportunities

Rationale

Production of electric heavy duty commercial vehicles
(buses, coaches)

Electrification of heavy duty transport is needed to meet the ambitious energy transition targets
and Dutch companies like DAF and VDL are major players in the EU market for heavy duty
transport

Production of e-drive train

New business models are emerging with vehicle OEM’s outsourcing specialized e-drive train
manufacturing to third parties and Dutch players can utilize existing expertise to supply to vehicle
OEM’s globally

Production of hardware components which go into a
battery management system

The market for BMS systems is anticipated to increase significantly in line with battery demand
and high potential exists for companies like NXP which already have a large global presence

Production of equipment for specific process steps in
the manufacturing of current generation of lithium-ion
batteries (e.g. deposition/ coating techniques)

Rise of giga factories in EU will require a localized supply chain where companies like ASML can
manufacture specialized equipment required for cell component production (e.g. deposition/
coating techniques)

Production of equipment for the manufacturing of new
battery technologies focusing on cell component and
cell production

Though battery production has been commoditized in China, this has not been the case for
specialized equipment manufacturing. New batteries will potentially require new equipment which
can yield potential for Dutch manufacturers

Production of solid sate batteries

Battery demand for mobility applications is anticipated to increase significantly with the uptake of
EVs. Solid state shows promise and NL can capture a large value chain share if production is
realized locally

Integration of stationary battery storage into the grid

High renewable energy (RES) ambitions in EU will require stationary storage systems to
integrate the renewable energy sources into the grid and since the ecosystem is very regional
specific, Dutch companies can play a role if acted upon early

Multiple opportunities

Opportunities like Redox-flow batteries, research into new battery technologies and recycling
concepts show good potential due to market demand and presence of relevant startups and
scaleups; future commercial attractiveness depends on how ecosystem evolves

138

Mapping opportunities to the overarching themes, identified in previous
studies, shows battery packs as potentially the most promising theme
Combined assessment of competitiveness and economic potential (3/5)
Theme

New cells
and materials

Battery
packs and
systems

Recycling,
second-use
and reuse

Grid support

Safety

Strategy&

Business opportunities
1

Production of silicon anodes

2

Patents for new battery concepts

3

Producing materials for new battery components

5

Production equipment for new battery technologies

11

Production of solid-state batteries

4

Production equipment for current battery technologies

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

16

Integration of stationary storage into the grid

6

Production of battery management system hardware

7

Manufacturing of testing equipment

8

Data-driven solutions for battery storage

Avg. estimated economic potential1

Key comments

~$370 M

The opportunities focus on relatively small
shares of manufacturing revenue pool and
new battery technologies are expected to take
only a minor share of the total battery market
in 2030

3,1

~$2.000 M

The production of electric commercial vehicles
(including e-drive trains) covers a significant
share of the manufacturing revenue pool and
NL’s strong position also increases the
estimated economic potential

2,6

~$40 M

The relatively small volume of end-of-life
batteries available for recycling reduces the
estimated economic potential

2,5

~$180 M

The economic potential is driven by integration
of stationary storage, which accounts for
significant share of the stationary storage
revenue pool

2,6

~$270 M

The production of battery management
systems hardware applies to the whole battery
market, yielding significant economic potential

Competitiveness

2,6

1) Double counting of economic potential has been avoided in the broader themes

139

In addition, potential economies of scale and/ or skill can be identified
by clustering the business opportunities into ecosystems
Combined assessment of competitiveness and economic potential (4/5)
Opportunity per ecosystem
i Electric heavy duty mobility

12

Production of electric heavy duty commercial vehicles

13

Production of e-drive train for heavy duty vehicles

Competitiveness vs. economic potential

Potential ecosystem
economies of scale/ skill

Economic potential ($ M)

I – Electric heavy duty mobility

2,000

Through producing both electric
drivetrains and heavy duty vehicles, NL
could strength the competitive position
and capitalize on the collective economic
potential

12

i

ii Equipment manufacturing

4

Production equipment for current battery technologies

5

Production equipment for new battery technologies

6

Production of battery management system hardware

7

Manufacturing of testing equipment

13
1,000

II – Equipment manufacturing
iii

iii New battery concepts

1

Production of silicon anodes

2

Patents for new battery concepts

3

Producing materials for new battery components

9

Chemical separation techniques for battery recycling

10

Recycling end-of-life mobility batteries

11

Production of solid-state batteries

14

Integrated membrane stacks for redox flow battery

15

Production of bulk batteries

Data-driven solutions for battery storage

16

Integration of stationary storage into the grid

11
ii

200

6

iv

III – New battery concepts

16
100
5

iii
ii

7

iv Stationary storage systems

8

NL could use its traditional manufacturing
expertise to manufacture a range of
equipment for current generation and new
generation battery technologies – which
all require high-tech equipment

300

0
0.0

2.2

2

8
1

14

9
3

4
15
10

2.4

2.6

2.8

IV – Stationary storage systems
3.0

3.2

Competitiveness score
Strategy&

NL could focus on research, developing
and producing new battery technologies
as well as recycling – all opportunities
require significant R&D investments and
close collaboration between research
institutes and startups
Owing to the large amounts of RES
development in EU, NL could spearhead
the stationary storage growth in Europe

140

Clear strategic directions emerge when comparing the ecosystems
against each other on competitiveness and economic potential
Combined assessment of competitiveness and economic potential (5/5)
Competitiveness vs. economic potential

Identified ecosystems

Economic potential ($ M)
Ecosystem

2,000
12

i

Average
competitiveness

Total economic
potential, $ M

Strategic
decision

Rationale

Double down

The ecosystem has the highest economic
potential with already a strong presence of
Dutch players competing in the regional and
global space

Grow

The ecosystem competitiveness is high due
to the traditional Dutch capabilities in
manufacturing and a sizeable portion of
economic potential can be attained if the
companies focus efforts towards batteries

Incubate

High level of collaboration is required
between startups, universities and research
institutes; high upside is possible if new
technologies are commercialized

Incubate

Mainly a local and regional play but high
upside is possible due to the projected
increase in the share of intermittent RES in
the energy mix

i

Electric heavy
duty mobility

13
1,000

3,1

~1.950

ii

300
iii

Equipment
manufacturing

11

2,9

~340

ii

200

6

iv

iii

16

B

A

100
C

7

0
0.0

2.2

2

8
1

iv

5

iii
ii

New battery
concepts

14

9
3

4
15
10

2.4

2.6

2.8

B
3.0

3.2

Competitiveness score

Stationary
storage
systems

2,5

2,4

~330

~210

Strategic decisions based on identified regions
A – Double down
B – Grow

C – Incubate
Incubate

Strategy&

1) Double counting of economic potential has been avoided in the ecosystems

141

These ecosystems target different entities with different expected
maturity timeframes
Ecosystem mapping to development funnel
Target
entities

Acadamic research

Research centers
Start-ups

OEMs, large companies,
suppliers

Scale-ups
# scale-ups

Ecosystem
mapping

I - Heavy duty mobility
II - Equipment manufacturing
III - New battery concepts
IV - Stationary storage systems

Expected
maturity
timeframe

Strategy&

Long term: 5-10 years

Short term: 0-5 years

142

4. Define strategic direction

In addition, the ecosystems have different challenges to overcome in
order to achieve the strategic direction
Challenges foreseen per ecosystem
Non-exhaustive

Challenges foreseen
1

Technology
2

Costs

Lack of a clear technology
development path; it is unclear which
technology can mature and become
dominant in the market

Ecosystem mapping

•
6

2

•

Ecosystems is insufficiently cost
competitive compared to alternatives
in the market
5

3

Legislation

I – Electric heavy duty mobility

1

Legislative environment is not
conducive enough to stimulate faster
uptake in the market

3

4

Competition

Strong competition from experienced
and potent companies/ countries
within the market

•
6

2

•

5

Commitment
6

Capabilities
Strategy&

Ecosystem focus is on current
lucrative solutions, less effort on
investing in growth of battery market
Lack of R&D focus, skilled workforce
and technical knowhow to realize
ecosystem growth

5

3

4

•

•

Minor challenge

1

IV – Stationary battery storage

2

•
5

Technology – Uncertain which
6
technology will become the main
substitute for lithium-ion batteries
Costs – Decreasing lithium-ion
battery costs make it difficult for
new technologies to compete
Capabilities – Ecosystem of start- 5
ups, scale-ups and research
institutes is currently not sufficient
to realize strong uptake

Legend

4

Competition – Established
manufacturers already exist
supplying to current battery
companies
Commitment – Battery market is
not sufficiently high on the agenda
of existing high-tech companies
Capabilities – Resources
allocated to battery technology is
limited compared to market

6

III - New battery concepts

1

4

•

Technology – Battery pack
energy density needs to improve
to facilitate long haul transport
Legislation – Potential to
increase incentives for cities and
companies to become net-zero
Competition – Germany, United
States and South East Asia are
well-positioned due to existing
large manufacturers

II – Equipment manufacturing

1

3

•

•
2

•
3

Cost – Current high costs of utility
scale storage prevent mass
deployment to integrate RES
Legislation – Unclarity around the
role of stationary battery storage in
the energy policy hinders
deployment

4

Moderate challenge

Main challenge

Based on expert interviews and subjective assessment

143

NL should aim to capitalize on its strong competitive positioning and
establish a leading position in the heavy duty mobility ecosystem
Ecosystem deep dive – heavy duty mobility
Ecosystem characteristics

Strategic direction
Overall strategic direction

I – Heavy duty mobility
Opportunity

Competitiveness Economic potential, $M

12

Production of electric heavy
duty commercial vehicles

3,2

~1950

13

Production of e-drives

3,0

~1000

Average score1) / total
potential

3,1

~1,9502

Double down

“Enable Dutch companies to capitalize on strong
competitive positioning”

Maturity time frame and development focus
• Focus on short term development (maturity time frame ~0-5 years)
• Target OEM’s, suppliers, large companies
• Main challenges are technology, legislation and competition
Possible next steps to undertake
• Consider providing financial support that could enable OEMs and research
institutes to improve on technology
• Explore legislation possibilities for stimulating electric vehicle adoption; e.g. zero
emission zones in cities
• Review and potentially improve participation of Dutch OEMs in European tenders

Sample of companies/ institutions active

Legend:

Strategy&

Non-exhaustive

VDL Bus and Coach

Ebusco

DuraPower

Daf

Promising opportunities
1) The average competitiveness score is a weighted average of the benchmarking scores and the estimated economic potential; 2) The sum does not reflect the addition of
individual opportunities as double counting has been avoided

144

NL should aim to increase economic potential in equipment
manufacturing by shifting the focus of existing players towards batteries
Ecosystem deep dive – equipment manufacturing
Ecosystem characteristics

Strategic direction
Overall strategic direction

II – Equipment manufacturing
Opportunity
4
5
6

7

Competitiveness Economic potential, $M

Production equipment for
current battery technologies
Production equipment for
new battery technologies
Production of battery
management system
hardware

2,8

~50

3,2

~80

2,8

~180

Manufacturing of testing
equipment

2,2

~25

Average score1) / total
potential

2,8

~340

“Explore possibility of increasing economic potential
through shifting focus of existing players on batteries”

Grow

Maturity time frame and development focus
• Focus on short term development (maturity time frame ~0-5 years)
• Target scale-ups, OEM’s, suppliers and large companies
• Main challenges are competition, commitment and capabilities
Possible next steps to undertake
• Advocate building of regional supply chains for the upcoming EU Gigafactories
• Engage current active companies to showcase future battery potential with an aim
to incentivize a dedicated focus on battery technology
• Review strength and weaknesses of current ecosystem to identify existing
capability gaps and enact policies to fill them
Non-exhaustive

Sample of companies/ institutions active

Legend:

Strategy&

Promising opportunities

ASM

Demcon

DelftIMP

NTS

Amada Miyachi

NXP

Boschman Technology

Eleo

1) The average competitiveness score is a weighted average of the benchmarking scores and the estimated economic potential

145

NL should aim to increase ecosystem readiness in new battery concepts
to capture economic potential once commercialization happens
Ecosystem deep dive – new battery concepts
Ecosystem characteristics

Strategic direction
Overall strategic direction

III – New battery concepts
Opportunity
1
2
3
9

10
11
14

15

Competitiveness Economic potential, $M

Production of silicon
anodes
Patents for new battery
concepts
Producing materials for
new battery components
Chemical separation
techniques for battery
recycling
Recycling end-of-life
mobility batteries
Production of solid-state
batteries
Integrated membrane
stacks for redox flow
battery

Production of bulk batteries
Average score1) / total
potential
Legend:

Strategy&

2,3

~10

2,5

~40

2,5

~5

2,5

~20

2,7

~20

2,5

~260

2,5

~5

Incubate

“Increase ecosystem readiness to capture the economic
potential once the technologies are commercialized”

Maturity time frame and development focus
• Focus on long term development (maturity time frame ~5-10 years)
• Target academic research, patents, start-ups
• Main challenges are technology, costs and capabilities
Possible next steps to undertake
• Stimulate faster technology development by promoting collaboration within the
ecosystem, e.g. intensify information sharing between universities and companies
• Explore possibilities for reducing the financial barriers for developing new battery
concepts
• Review strength and weaknesses of current ecosystem to identify existing
capability gaps and enact policies to fill them
Sample of companies/ institutions active

2,5

~25

2,5

~3302)

Promising opportunities
1) The average competitiveness score is a weighted average of the
benchmarking scores and the estimated economic potential; 2) The sum
does not reflect the addition of individual opportunities as double counting
has been avoided

Non-exhaustive

LeydenJar Technologies

Delft IMP

E-magy

Nouryon

Magento Special Anodes

Brightlands

Elestor

Redox Storage Solutions

LionVolt
146

NL should increase ecosystem readiness in stationary storage to capture
the projected economic potential from integrating RES in the energy mix
Ecosystem deep dive – stationary storage systems
Ecosystem characteristics

Strategic direction
Overall strategic direction

IV – Stationary storage systems
Opportunity
8
16

Competitiveness Economic potential, $M

Data-driven solutions for
battery storage
Integration of stationary
storage into the grid
Average score1) / total
potential

2,3

~60

2,5

~150

2,4

~210

“Increase ecosystem readiness to integrate the projected
increase in the share of intermittent RES in the energy mix”
”
Maturity time frame and development focus
• Focus on medium term development (maturity time frame ~0-7.5 years)
• Target start-ups, patents, scale-ups, OEM’s, suppliers, large companies
• Main challenges are costs and legislation
Incubate

Possible next steps to undertake
• Use legislative mechanisms to incentivize project developers to co-locate RES
and storage to realize cost synergies
• Consider providing financial support to stimulate deployment till cost parity is
achieved
• Highlight the role of stationary storage in managing flexibility in the grid by
connecting with TSO’s and utility companies
Sample of companies/ institutions active

Legend:

Strategy&

Promising opportunities

Non-exhaustive

Alfen

Dexter

Scholt Energy

Gigastorage

Vanadis Power

Hanzenet

1) The average competitiveness score is a weighted average of the benchmarking scores and the estimated economic potential

147

A variety of possible next steps exist that can contribute to overcoming
the ecosystem challenges
Summary of strategic direction
Ecosystem
Overall strategic
direction

Non-exhaustive

I - Electric heavy duty mobility

II - Equipment manufacturing

III - New battery concepts

IV - Stationary storage systems

“Double down”

“Grow”

“Incubate”

“Incubate”

Expected time to
maturity

Short term: 0-5 years

Short term: 0-5 years

Long term: 5-10 years

Medium term: 0-7.5 years

Target entities

OEM’s, suppliers, large companies

Scale-ups, OEM’s, suppliers,
large companies

Academia, start-ups, research
centers

Start-ups, academia, scale-ups,
OEM’s, suppliers, large companies

Challenges
foreseen

Possible next
steps

Strategy&

• Technology
• Legislation
• Competition
• Consider providing financial
support that could enable OEMs
and research institutes to improve
on technology
• Explore legislation possibilities
for stimulating electric vehicle
adoption; e.g. zero emission
zones in cities
• Review and potentially improve
participation of Dutch OEMs in
European tenders

• Competition
• Commitment
• Capabilities
• Advocate building of regional
supply chains for the upcoming
European Gigafactories
• Engage active companies to
focus on battery technologies
by showcasing future battery
potential
• Stimulate research at R&D
centers of corporates through
financial support

• Technology
• Costs
• Capabilities
• Stimulate faster technology
development by promoting
collaboration within the
ecosystem, e.g. intensify
information sharing between
universities and companies
• Explore possibilities for
reducing the financial barriers
for developing new battery
concepts
• Attract top talent with strong
credentials in battery research

• Costs
• Legislation
• Use legislative mechanisms to
incentivize project developers
to co-locate RES and storage to
realize cost synergies
• Consider providing financial
support to stimulate deployment
till cost parity is achieved
• Highlight the role of stationary
storage in managing flexibility in
the grid by connecting with TSO’s
and utility companies

148

Appendices

Strategy&
Strategy&

149

Abbreviations
Abb.

Definition

Abb.

Definition

BMS

Battery Management System

PV

Photovoltaic

BNEF

Bloomberg New Energy Finance

R&D

Research and Development

CBS

Statistics Netherlands

RES

Renewable Energy Source

EBA

European Battery Elliance

RFP

Request for Proposal

EPC

Engineering, Procurement and Construction

RUG

Univeristy of Groningen

ESS

Energy Storage System

Si

Silicon

EU

European Union

SSB

Solid State Battery

EV

Electric Vehicle

TRL

Technology Readiness Level

EZK

Ministry of Economic Affairs and Climate Policy

TSO

Transmission System Operator

FTE

Full Time Employee

TU Delft

Delft Univeristy of Technology

GDP

Gross Domestic Product

UU

Utrecht University

IEA

International Energy Agency

WEF

World Economic Forum

IP
IPCEI
IRENA
Li-ion
NiMH
NREL
OEM

Intellectual Property
Important Projects of Common European Interest
International Renewable Energy Agency
Lithium-ion
Nickle-Metal Hydride
National Renewable Energy Laboratory
Original Equipment Manufacturer

WIPO

World Intellectual Property Organization

avg.

Average

e.g.

exempli gratia (for example)

n.a.

Not applicable

vs.

versus

Strategy&

150

Abbreviations
Unit

Definition

Countries (continued)

Bn

Billion

EE

Estonia

LT

Lithuania

GWh

Gigawatt-hour

ES

Spain

LU

Luxembourg

h

Hour

EU27

European Union

LV

Latvia

k

Thousand

FI

Finland

MT

Alta

kg

Kilogram

FR

France

NL

The Netherlands

M

Million

GB

Great Britain

PL

Poland

min

Minute

GR

Greece

RO

Romania

Nr

Number

HR

Croatia

RS

Serbia

TWh

Terrawatt-hour

HU

Hungary

SE

Sweden

W

Watt

IE

Ireland

SI

Slovenia

Wh

Watt-hour

IN

India

SK

Slovakia

IT

Italy

TR

Turkey

JP

Japan

UA

Ukraine

KR

South Korea

US

United States

Countries
AT

Austria

CN

China

AU

Australia

CY

Cyprus

BE

Belgium

CZ

Czechia

BG

Bulgaria

DE

Germany

CA

Canada

DK

Denmark

Strategy&

151

Interview list
Location
Germany
The Netherlands
The Netherlands
Singapore
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
United States
United States
Germany

Strategy&

Organization
Lithium Technology Corp
VDL Enabling Technologies Group
Rijksuniversiteit Groningen
Malvern Panalytical
NXP Semiconductors
DNV
Leiden University
WMC Energy
LionVolt
Scholt Energy
TNO
Elestor
Auto Recycling Nederland
TU Eindhoven
Sila Nanotechnologies Inc. and others
Element 3 Battery Venture LLC
P3 Group

Role
Former Chief Technology Officer
Director Business Development
Chair of Materials Chemistry
Segment Manager Advanced Materials
Executive Director
Senior Consultant Energy Systems
Associate professor Institute of Environmental Sciences
Head of Battery Materials & Asset Development
Chief Technology Officer
Business Manager
Director of Science Circular Economy & Environment
Chief Executive Officer
Manager Batteries and Quality Assurance
Assistant Professor Membrane Materials and Processes
Industry Advisor
Owner & Principal
Global Advisor, Partner

152

References (1/2)
Reference

Author

Title

Adrian König et al (2021)
BloombergNEF (2020a)

World Electric Vehicle Journal
Bloomberg New Energy Finance

2021 Article
2020 Document

BloombergNEF(2020b)

Bloomberg New Energy Finance

CBS (2017)
CWTS (2021)
EBA (2020)
EBA (2021)
Enerdata (2021)

Batteries - Technology Development Report 2020

2020 Document

European Commission (2020b)

CBS
Leiden University
European Battery Alliance
European Battery Alliance
Enerdata
Joint Research Center (European
Commission)
European Commission

An Overview of Parameter and Cost for Battery Electric Vehicles
Electric Vehicle Outlook 2020
Battery Pack Prices Cited Below $100/kWh for the First Time in 2030, While
Market Average Sits at $137/kWh
High-tech industry exports almost €22 bn in goods
CWTS Leiden Ranking
Battery industry development: Europe is gaining momentum
European Battery Alliance Network
The European Battery Alliance

2020 Document

European Commission (2021)

European Commission

Strategic Research Agenda for batteries 2020
Study on energy subsidies and other government interventions in the
European Union
Large-scale automotive battery cell manufacturing: Analyzing strategic and
operational effects on manufacturing costs
Digital databse of global news and company data
Electric car costs to remain higher than traditional engines
Databse GlobalData
Electricity Storage With a Solid Bed High Temperature Thermal Energy
Storage System (HTTES)
ETP Clean Energy Technology Guide
Global EV Outlook 2020
Global EV Data Explorer
Green Hydrogen Cost Reduction – Scaling up electrolysers
The 2021 battery technology roadmap

European Commission (2020a)

Factiva (2021)
Financial Times (2020)
GlobalData (2021)

International Journal of Production
Economics
Dow Jones
Financial Times
GlobalData

Guenter Schneider et al (2021)

Atlantis Highlights in Engineering

IEA (2020)
IEA (2020)
IEA (2021)
IRENA (2020)
Jianmin Ma et al (2021)

International Energy Agency
International Energy Agency
International Energy Agency
International Renewable Energy Agency
Journal of Applied Physics

Fabian Duffner et al (2021)

Strategy&

Year

Type source

2020 Website
2017 Website
2021 Dataset
2020 Website
2021 Dataset
2021 Website

2021 Document
2021 Article
2021 Dataset
2020 Website
2021 Dataset
2021 Article
2020 Document
2020 Document
2021 Website
2020 Document
2021 Article
153

References (2/2)
Reference

Author

Title

LG Chem (2020)
NREL (2019)

LG Chem
National Renewable Energy Laboratory

NREL (2021a)

National Renewable Energy Laboratory

NREL (2021b)
Orbis (2021)
Rystad Energy (2021)
Scimago (2020)
SP Global (2021)

National Renewable Energy Laboratory
Bureau Van Dijk
Rystad Energy
Scimago
SP Global

The Faraday Institution (2020)

The Faraday Institution

The Insights Partners (2020)
The World Bank (2020)
The World Bank (a)
The World Bank (b)
TNO (2021)
US DOE (2020)
WEF (2019)
WIPO (2021)
Yangtao Liu et al (2021)

The Insights Partners
The World Bank
The World Bank
The World Bank
TNO
U.S. Department of Energy
World Economic Forum
World Intellectual Property Organization
iScience

Yun Zheng et al (2020)

The Chemical Reviews

3Q 2020 Business Results & Outlook
Battery Recycling Supply Chain Analysis
Spatial and Temporal Analysis of the Total Costs of Ownership for Class 8
Tractors and Class 4 Parcel Delivery Trucks
Cost Projections for Utility-Scale Battery Storage: 2021 Update
Company and other entity database
Batteries – Electrifying everything?
Journal and Country Rank
Top electric vehicle markets dominate lithium-ion battery capacity growth
Solid-State Batteries: The Technology of the 2030s but the Research
Challenge of the 2020s
Silicon Anode Battery Market to 2027
Economic Analysis of Battery Energy Storage Systems
High-technology exports (% of manufactured exports)
Research and development expenditure (% of GDP)
Electricity as energy carrier
Energy Storage Grand Challenge: Energy Storage Market Report
A Vision for a Sustainable Battery Value Chain in 2030
IP Statistics Data Center Database
Current and future lithium-ion battery manufacturing
A review of composite solid-state electrolytes for lithium batteries:
Fundamentals, key materials and advanced structures

Strategy&

Year

Type source

2020 Document
2019 Document

2021 Document
2021 Document
2021 Dataset
2021 Document
2020 Dataset
2021 Website
2020 Website
2020 Website
2020 Document
2019 Dataset
2018 Dataset
2021 Website
2020 Document
2019 Document
2021 Dataset
2021 Article
2020 Article

154

The assumptions used in the steps of the economic potential estimation
are based on consolidation of a variety of sources
Source overview of economic potential estimation (1/2)
Calculation step

1

2

Value chain

Global market size

Strategy&

Substep

References

Type of source

Battery pack value chain

Rystad Energy (2021)

Document

Battery pack value chain

NREL (2019)

Document

Battery pack value chain

WEF (2019)

Document

Electric heavy duty mobility value chain

Financial Times (2020)

Website

Stationary storage value chain

The World Bank (2020)

Document

Battery pack demand

WEF (2019), BloombergNEF (2020a)

Document, Document

Battery pack price

BloombergNEF(2020b)

Website

Electric commercial vehicle demand

IEA (2021)

Website

Electric commercial vehicle price

NREL (2021a)

Document

Energy storage demand

WEF (2019), BloombergNEF (2020a)

Document, Document

Energy storage price

NREL (2021b)

Document

Solid state battery demand

The Faraday Institution (2020), expert input

Website, interview

Redox flow battery demand

US DOE (2020)

Document

Silicon anodes demand

The Insights Partners (2020), expert input

Website, interview

Batteries available for recycling

IEA (2020)

Document
155

The assumptions used in the steps of the economic potential estimation
are based on consolidation of a variety of sources
Source overview of economic potential estimation (2/2)
Calculation step

3

4

Revenue pools

Market shares

Strategy&

Substep

References

Type of source

Battery pack value chain revenue pool

NREL (2019), WEF (2019)

Document, Document

Electric mobility value chain revenue pool

Adrian König et al (2021), Financial Times (2020)

Article, Website

Energy storage value chain revenue pool

The World Bank (2020)

Document

Materials and machinery revenue pool

Rystad Energy (2021), Fabian Duffner et al (2021)

Document, Article

Polymer component revenue pool

Yun Zheng et al (2020)

Article

R&D revenue pool

LG Chem (2020), expert input

Document, interview

Battery management system revenue pool

Guenter Schneider et al (2021)

Article

Test equipment revenue pool

Expert input

Interview

Membrane stack revenue pool

IRENA (2020), expert input

Document, interview

EU share of battery pack production market

EBA (2020), SP Global (2021)

Website, Website

EU share of electric heavy duty mobility market

IEA (2021)

Website

EU share of stationary storage market

US DOE (2020), GlobalData (2021), Strategy& model

Document, Dataset

156

In case of question please reach out to one of our PwC Strategy&
authors
PwC Strategy& Team

Strategy&

Paul Nillesen

Menno Braakenburg

Partner Strategy&

Director Strategy&

• paul.nillesen@pwc.com
• +31 6 1003 8714
• LinkedIn

• menno.braakenburg@pwc.com
• +31 6 8118 0151
• LinkedIn

Devanshu Dalmia

Marcel Goldschmeding

Senior Associate Strategy&

Associate Strategy&

• Devanshu.dalmia@pwc.com
• +31 6 4844 6315
• LinkedIn

• marcel.goldschmeding@pwc.com
• +31 6 1483 9866
• LinkedIn

157

Disclaimer
•

On or about September 2021, Ministry of Economic Affairs and Climate Policy (hereafter: the
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Ministry on the strategic positioning of the Netherlands in the battery ecosystem.

•

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value chain for the Netherlands , dated 08-12-2021 (hereafter: the ‘Report’) at the request of
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and use of the Client.

•

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Strategy&

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