Breaking Waves

Illustration: Havnevik / Rolls-Royce Marine Havnevik / Rolls-Royce Illustration: Breaking Waves

OPERATIONS REPORT 2016

blue maritime cluster et program i åkp 2

Illustration: Havnevik / VARD Illustration: Havnevik / VARD AND NEWBUSINESS compromising value creation, employment orthewelfare system. without 2030, by cent per 40 to up by emissions gas greenhouse its cut should Minister,nationNorway Solberg.oil report’sErna Thethe that is pointstarting Prime the to recommendations its delivered competitiveness green on mittee October,28 government’sOn the media. the and com- arena expert political the in circulatingcurrently concepts ‘greenare shift’the Change, digitalisationand COMPETITIVENESS, DIGITALISATION BY PERERIKDALEN, GCEBLUE MARITIMECLUSTER MODELS GREEN 3 5 LEADING ARTICLE 6 THE FUTURE LIES IN THE BLUE OCEAN 8 BLUE MARITIME CLUSTER 8 BLUE MARITIME STEERING COMMITTEE 9 8 SMART GOALS 9 GOLD LABEL APPROVAL 10 GLOBAL ANALYSIS 13 INTERVIEW ROLLS-ROYCE MARINE 16 R&D 20 BLUE OCEAN INNOVATION ARENA 24 INTER CLUSTER COLLABORATION 28 NETWORKING ARENA 30 THE COMPETANCE PROJECT 32 YOUNG RECRUITMENTS 34 REPUTATION

PUBLISHED BY: ÅKP DESIGN & LAYOUT: HAVNEVIK

4 PER ERIK DALEN CEO, GCE Blue Maritime Cluster

LEADING ARTICLE BY PER ERIK DALEN

There is no doubt that the commitments under the Paris Agreement the country as a whole. The reason for this is that the region is home will have an impact on our industry. There is major potential here. to strong, leading business clusters within the maritime, marine, fur- Our businesses and engineers are at the forefront of environmental niture and tourism industries. Promoting and communicating these technology developments, and perhaps ahead of what the market has advantages to young people, investors and decision-makers will be an been willing to pay for. Perhaps part of the solution for commercial- important task. At the same time, Norway must, as a small country, ising the green shift will be to become as skilled at business model be able to collaborate across regions for the benefit of the nation as innovation as we are at product innovation. We are already seeing a whole. how major companies are increasingly beginning to deliver both products and services and thereby gaining control of a larger part BLUE OCEAN INNOVATION ARENA of the value chain. This servitization represents a challenge for our Two years ago, ÅKP began working to develop an innovation arena Norwegian business structure where 99 per cent of companies are for the future. SIVA joined us, and together we established the com- SMEs. Increasing knowledge of new business models will therefore pany Blue Ocean Innovation Arena which will be ready to move into be one of our three main focus areas for 2017. the new building on Campus Aalesund in autumn 2017. The company will serve as an arena for ideas, innovation and entrepreneurship for A GREAT DIGITAL POWER AT SEA students, researchers, entrepreneurs and businesses. We also decid- Norway is one of the world’s biggest producers of maritime technolo- ed to establish the next generation’s virtual ocean space incubator in gy and equipment today. We are also at the forefront of research into the arena. This incubator is based on enabling technologies within autonomous and semi-autonomous solutions at sea. The technology 3D visualisation and Virtual Reality (VR) for virtual prototyping and makes it possible to automate and control off-shore operations re- will be connected to the more than 40 simulators that already exist motely, i.e. on-shore, and thus reduce costs and help create safer and in the world-leading simulator environment on campus in order to more environmentally friendly maritime operations. If the authori- be able to test and verify prototypes. Virtual Reality (VR) computer ties and the industry manage to collaborate, Norway has the opportu- technology is increasingly enabling the system to respond to partici- nity to take a leading role in this field. The industry itself is calling for pant reactions in real-time. This means that we can develop and test an R&D boost in this area. But it needs to happen fast. The develop- complex products on customers far more quickly and cost effectively ment of digital solutions for use at sea, and in the sea, is progressing than is possible in traditional product development. In this way, we more rapidly than we are used to in traditional maritime industry can help accelerate the pace of innovation and cut the time-to-mar- production and more in line with the pace of ICT developments in the ket. Together with the large ocean space research laboratories that last decade. Our input into the government’s new ocean space strat- NTNU is establishing in the same building, this will create a powerful egy, which will be launched in 2017, centres on an increased focus on environment capable of strengthening the entire region. We will also maritime digitalisation as one of the most important ways of boosting create links with physical automated production environments con- Norway’s competitiveness in the international market. nected to businesses, testing environments and research institutions.

THE VALUE-CREATING REGION We believe that ÅKP, as a regional innovation company, helps develop In the shadow of the new municipal reform, the regional division has our already strong position as a value-creating region through this been given little attention. In Møre and Romsdal, the County Council large-scale initiative. There is major potential here. We are an integral has decided that it wishes to continue being a separate region. This part of a strong university and we have leading companies with global means that we will be one of Norway’s smallest regions in terms of business activities. At Campus Aalesund we will be doing our bit to inhabitants, yet also a region that contributes huge value-creation to ensure that we succeed.

5 BLUE OCEAN ECONOMY

FISHERY MARINE AQUA- CULTURE

THE UNDETECED MARITIME COMPETENCE MARINE BIOTECHNOLOGY

SEA-BED MINING

RENEWABLES OIL AND GASS

6 THE FUTURE LIES IN THE BLUE OCEAN

For many generations, the Maritime Cluster in Møre has been a pioneer in technology development and operations at sea. It began with fishing and the development of a modern fishing fleet. Then came the activities connected to offshore oil and gas. As the cluster now ventures into the blue ocean arena, a new chapter is added to our story.

According to the OECD’s forecasts, the world’s population will will be central platforms for increasing innovation speed. We shall increase from the current 7 billion to 9.5 billion by 2050. Meanwhile digitalise the maritime industry and use the opportunities provided more and more people are being released from poverty. Consequently, by big data and new technology. We shall collaborate with the larg- the need for food, energy and minerals is growing rapidly. How the est companies within the health and nutrition sectors so that we can world will ensure sufficient access to these scarce resources in a develop new, high-value products from fish and fish raw materials. sustainable way is the biggest challenge of our time. This challenge We shall create new technology and new business models that use is not helped by climate changes making food production on land the resources in a sustainable and gentle manner. Our aims are to more demanding, and that the climatic challenges require purer make the world greener, safer and healthier through developing the forms of energy. ocean-based industries. Our global attractiveness as a host will attract businesses, talent, expertise and capital that will help us achieve The ocean cluster in Møre is certain that many of the answers to these these aims. challenges lie out ’in the deep blue ocean’. Seventy per cent of the earth’s surface is covered by sea, eighty percent of which is deeper MARITIME COMPETENCE IS THE FOCAL POINT than 3,000 metres and 90 per cent of the ocean remains unexplored. Norway has, for a long time, played a leading role in the fields of off- There is no doubt that ’the deep blue’ is the future’s most important re- shore energy, shipping and seafood. Maritime competence is the key source reservoir. We must therefore use all our maritime and marine to success in all these segments, and will be even more important skills built up over generations to uncover the secrets of the ocean. when they merge in the future to become advanced offshore operations within new sectors. Knowledge of the sea, weather and wind, GREENER, SAFER AND HEALTHIER resource bases and sustainability will continue to play a key role and The Blue Maritime Cluster’s history of success has been based on rap- be crucial supporting elements when we develop new technology and idly responding to new market opportunities. Innovations have been new markets. developed in close dialogue between customers and suppliers. The willingness to take risks and to innovate using prototypes has been In this way, we will contribute knowledge and help commercially ex- central to our success. Increasing globalisation and changing mar- ploit the ocean in a safe and sustainable way, for the future growth ket conditions mean that our recipe for success must be developed business in Norway! This will create value and employment and will further. The blue maritime cluster shall in future focus on develop- lay the foundations for future prosperity and welfare. ing knowledge bridges to national and international environments which, along with us, can be pioneers in transnational ocean opera- We are certain that our pioneering spirit, our unique experience- tions. We shall create the best environments in the world and create based skills and our culture for entrepreneurship make us well placed new, smart and green solutions. Simulations and virtual prototyping to create pure food, energy and minerals from ’the deep blue ocean’.

7 This maritime cluster at Møre is a world leader in design, construction, equipment and operation of BLUE specialized service vessels for the global ocean industry. Due to its unique global market position MARITIME and its important contribution to Norwegian value creation, the cluster is granted the status of a Global CLUSTER Centre of Expertise. Global Centre of Expertise Global Centres of Expertise are a new top level in the Norwegian cluster program and it has been referred to by Norway’s Minister for Trade and Industry, Monica Mæland, as the industry’s Champions League. Tree business clusters in Norway currently carry this status: the Møre maritime cluster and the oil equipment/drilling cluster in Sørlandet and the oil and gas subsea cluster in Bergen. It is a national status awarded by the government to the most global business clusters in the country. It will assist in increased value creation and strengthened attractiveness and position within global value chains, «A cluster is a geographical proximate group through strategic collaborative projects between the cluster’s partners and with external partners. of interconnected companies and associated institutions in a particular field, linked by The status involves the financing of a cluster project. BLUE Maritime Clusters objective is to incite and strengthen team-based commonalities and externalities». development activities in the maritime cluster at Møre with the aim of increasing the clusters’ dynamism and attractiveness and individual (Porter 1998) companies’ innovativeness and competitiveness. ÅKP is a facilitator for the cluster project

BLUE MARITIME STEERING COMMITTEE

01 GUNNAR HAREIDE Chaiman of the Board, ÅKP AS 02 KARL JOHAN BAKKEN CEO, Farstad Shipping 03 HELGE GJERDE President, Rolls Royce Commercial Marine 01 02 03 04 04 GUNVOR ULSTEIN CEO, Ulstein Group 05 ROY REITE CEO, VARD 06 STÅLE RASMUSSEN CEO, Kleven 07 KARL INGE REKDAL CEO, Sykkylven Stål 05 06 07 08 08 MARIANNE SYNNES Rector, Høgskolen i Ålesund 09 NJÅL SÆVIK CEO, Havila 10 ODD TORE FINNØY CEO, Brunvoll

09 10 11 11 STEIN BERG OSHAUG CEO, Oshaug Metall

8 8 SMART GOALS The cluster project Blue Maritime has 8 smart goals that we work by.

Further develop and strengthen existing cooperation INCREASE THE SPEED IN 1 agreements. Develop new, complementary networks and PRODUCT INNOVATION specifi c cooperation projects with other relevant Norwegian clusters and knowledge environments. Further develop the cluster’s innovation platform, and the culture for innovation in global value chains. Increase the rate of innovation through specific projects that lead to new 5 CREATE GLOBAL SMB WINNERS ideas and knowledge. Increase the knowledge level and create new business models for SMB companies. 2 INCREASE THE SPEED OF PROCESS AND ORGANIZATIONAL INNOVATIONS 6 CREATE NEW ENTREPRENEURS AND Further develop the cluster’s skills in effective production. GROWTH COMPANIES Implement specific projects that introduce new production Further develop fully integrated innovation systems. Develop technology, knowledge and logistical solutions and LEAN. a global start-up programme.

STRENGTHEN GLOBAL KNOWLEDGE 3 INCREASE HOST ATTRACTIVENESS CONNECTIONS FOR WORLD-LEADING 7 Increase visibility and reputation building. Focus on regional TECHNOLOGY AND KNOWLEDGE development and recruitment. Increase dialogue with ENVIRONMENTS companies, knowledge institutions and authorities.

Chart and connect with the right research environments, networks and clusters. Enter partnerships with relevant 8 CROSSOVER-INNOVATIONS FROM environments. THE MARITIME INDUSTRY TO NEW MARINE BUSINESSES STRENGTHEN NATIONAL KNOWLEDGE 4 Increase knowledge and interaction between different CONNECTIONS WITH RESEARCH marine businesses. Set up specifi c projects that lead to new ENVIRONMENTS, CLUSTERS AND knowledge. MARITIME COMPANIES

Gold Label approval for GCE Blue Maritime and routines for the benefit of an even higher GOLD LABEL The European Cluster Excellence Initiative performance. has awarded the cluster organisation GCE APPROVAL FOR GCE Blue Maritime Cluster with the quality label This is an important recognition and a seal of “Cluster Organisation Management Excel- quality for the work we do. This certification BLUE MARITIME lence Label GOLD”. will make it easier to partner up with the major industrial clusters in the EU, says Per Erik The "Cluster Management Excellence Label Dalen in GCE Blue Maritime Cluster. GOLD" acknowledges cluster organisations that demonstrate highly sophisticated cluster The GCE Blue Maritime Cluster is one of only management and that are committed to fur- 80 clusters from 16 countries who have the ther improve their organisational structures status of "Gold Label".

9 Illustration: Kleven / Berge Myrene Kleven / Berge Illustration: CLUSTER VALUE ADDED 2015

YARDS 12%

EQUIPEMENT 19% SHIPPING 53% GLOBAL ANALYSIS GLOBAL

SERVICES 16%

61,5 mrd 19,3 mrd 7.2 % 16 131

TURNOVER VALUE ADDED OPERATING MARGIN EMPLOYMENT -12 % -15 % -8 % -8 % Development Development Development Development (2014/2015) (2014/2015) (2014/2015) (2014/2015)

10 Illustration: Kleven / Berge Myrene 2005 n atatv mres potnte t cptlzs n h uie innovation capabilities. uniqe the on capitalizes to opportunities markets attractive large sufficiently and new for looking is industry the and phase restructuring a in now is cluster The out. wiped was business the from profitability cluster, the constitute that companies the Forpercent. 8 and 12 15, respectivelyby fell employment and revenues added, value both growth, continuous of years 12 The last two years have been difficult for the Blue Maritime cluster in Møre. After VALUE CREATIONHASCONTINUEDTOGROWUNTILTHISYEAR SHIPPING COMPANIES DESIGN YARDS EQUIPEMENT SERVICES BLUE MARITIME 2005 GLOBAL PERFORMANCE BENCHMARK ANALYSIS 2007 CLUSTER 2008 2009 2010 2011 2012 Menon BusinessEconomics 2016 2013 042015 2014 MRD 10 15 20 0 5 11 25 20 15 10 5 0 Design Ya Equipment Services Shipping rd s 20152014201320122011201020092008200720052005 Design Ya Equipment Ser Shipping rd vices s HIGHLIGHTS MENON BUSINESS ECONOMICS - SEPTEMBER 2016 ERIK W. JAKOBSEN Menon Business Economics GLOBAL ANALYSIS GLOBAL Companies in the Blue Maritime Cluster ation for many other companies currently is industry in Norway has improved pro- demonstrated spectacular growth from uncertain. It will be a huge blow to the clus- ductivity. Why has productivity stagnated, 2004 to2014 with the total value added inter if large parts of the shipping companies’ and how will it impact competitiveness in creasing at, on average, 13 percent annually, activities are moved away from Møre. offshore markets when global demand starts reaching 23 billion NOK in 2014. Thus, more to increase? than 8000 new jobs were created in the Last year report highlighted that the market cluster. That said, the growth, by all meas- circumstances called for substantial revi- 2) THE VALUE CHAIN ures, already started to slow in the period sions of the companies’ strategies directed The most distinguishing feature of the from 2009-2014. This reduction in growth towards international expansion and, for Møre cluster has been the tight value of revenue and value added coincided with some segments, diversification out of the chain structure, with internationally stagnating productivity. Hence, it seems that offshore oil & gas industry, improved opera- competitive companies within the local the dramatic drop in revenues and profits tional efficiency, flexible management of ca- cluster in all steps in the value chain. cannot be entirely explained by market con- pacity, and increased focus on financial risk This vertical structure is under pressure ditions. management. During 2015 and 2016 we have for two reasons: a) The offshore shipping seen yards and ship designers targeting oth- companies will probably consolidate, Benchmarked against companies offering er vessel types with surprising success. The and ownership and headquarters may similar products and services in Norway, we shipping companies’ ability to adapt to new be centralized outside Møre. b) The ship see that the members of Blue Maritime have market conditions is of course more limited, designers and yards in Møre show an performed well, but there are signs that they since they are stuck with irreversible invest- impressive ability to adapt to market have been falling behind their Norwegian ments in offshore service vessels. changes by switching to other types of counterparts recently. In the last four years, vessels, for example ferries, cruise ships the national benchmark has seen signifi- WILL THE CLUSTER RETAIN and well boats. How will cooperation, cantly higher growth and better productivi- COMPETITIVENESS? knowledge flows and cluster-based innova- ty development than the Møre cluster. While The cluster has historically demonstrated tion be affected when the buyer-seller linkag- the national industry has increased its pro- a remarkable capability for strategic trans- es in the local value chain are broken? ductivity since 2011, productivity growth in formation through both company and clus- Møre has stagnated. ter-based innovation. The collective knowl- 3) STANDARDIZATION AND COST-EFFICIENT edge that innovation relies on – carried by MASS PRODUCTION THE FALLING OIL PRICE IS A CATALYST FOR firms and research institutions and spread The Norwegian maritime industry, and RESTRUCTURING THE CLUSTER among them through buyer-seller relations, the Møre cluster in particular, has been The falling oil price was the catalyst that un- cooperation, informal communication and in the forefront of the technological covered the large oversupply that the mar- mobility of people – is strong in the Møre breakthroughs and innovations of new ket is currently facing. From levels of above region. In addition, the critical mass that ship types and equipment for many dec- USD 100 per barrel in 2010-2014, the oil price the cluster has gained in the last decade has ades. However, yester¬day’s innovations appears to have stabilized around USD 45- made it much more robust to adverse shocks are today’s standards, because custom- 50 per barrel by the fall of 2016. As a result, than it was ever before. ers will require standardized solutions 2016 may be the first year in a decade when to reduce their own costs. This implies no new offshore vessels will be ordered at Although the Møre cluster has achieved an that the competitive conditions probably Norwegian yards. impressive performance over the last ten will be different when the offshore oil & years, three fundamental questions about gas market returns. Hence, there is need The whole cluster is struggling, but the focus future competitiveness can be raised: for innovative solutions within the off- in 2016 has been on the shipping companies. shore market, and for continuous search They are struggling with high debt and a 1) PRODUCTIVITY for new growth opportunities. Can the critical need for financial restructuring. Rem Since 2009, productivity in the clus- Møre cluster find sufficiently large and -at Offshore was earlier this year acquired by ter has stagnated, while the rest of the tractive market opportunities to capitalize Solstad and the Aker-group, while the situ- offshore oriented part of the maritime on innovation capabilities?

12 A TOUGH, BUT NECESSARY, RESTRUCTURING

– Rolls-Royce achieved a large part of its maritime turnover in the profitable oil and gas segments... until oil prices plummeted. The situation is definitely challenging, but in a few years we’ll be able to say that the changes that followed were appropriate and important for the maritime industry. "Norway is a leader in many areas of the maritime industry, and we need to maintain that position. Development is accelerating. " Illustration: Rolls-Royce Marine Rolls-Royce Illustration: GLOBAL ANALYSIS GLOBAL

«The years between the millennium shift and 2014 was one big up- He mentions the current opportunities in the marine environ- turn», says Helge Gjerde, President Offshore & Merchant Solutions ment related to energy and food production, wind power, fishing and at Rolls-Royce Marine AS. «When the financial crisis was at its worst, breeding. In addition, there is plenty of building activity going on in our industry’s order books were full and we hardly noticed it. But terms of cruise and passenger ferries, advanced research vessels and we do now. Several of the traditional segments are now more or less coastguard vessels. «Decomissoning» is also a potential offshore ap- in the dumps, and everyone’s fighting it out in the segments where plication area, in other words, activities associated with the closure something is happening.» The competition is tough. of fields and dismantling of installations. «When the oil companies downsized their exploration and cut in- «In the short term, it’s about adapting and further developing vestments, this left equipment suppliers, shipyards and shipowners what we have so as to be able to access new segments. In the medium with a significant overcapacity. For Rolls-Royce, it was particularly term, there are also untapped opportunities in the marine environ- the demise of deliveries to major anchor handlers, drillships and ment, including new and more sustainable methods of harvesting. floating rigs that hit us hard. We also noticed a downturn in the af- Gjerde points out that the shipyards in North-western Norway termarket. Laid-up vessels require little service and few spare parts», have been good and visible examples of the positive things that are says Gjerde. taking place in the maritime industry. When the market changed, Rolls-Royce had already begun to look «They have seized on new opportunities and are making use of the at its costs and organisational structure. The work continues, and expertise gained from the construction of advanced offshore vessels Gjerde believes that the operators who succeed in their restructuring to build new types of vessels. It’s demanding, but they’re increasing and with their investment in new technology will now survive. He is their competitiveness and winning contracts in new segments. Of confident that oil and gas will pick up again, but also says that the course, the currency situation has helped a lot, but much is also being world will not be like it was before. done by the companies themselves by adapting their cost structures.» «I think that we’re now in a situation that is forcing the maritime industry to do some radical rethinking in many areas. WHAT’S TAKING PLACE WITHIN ROLLS-ROYCE? «Pretty much the same thing. As you know, we’re developing new RESTRUCTURING IN THE SHORT AND MEDIUM TERM cruise ships for the expedition market, such as the two new vessels The major megatrends in the industry affect the long-term com- for Hurtigruten. In this segment, we’re making use of a lot of expertise mitment to Rolls-Royce. These are connected with automation and gained from the design of offshore vessels for the polar regions. This electrification, more intelligent technological solutions and systems includes two highly advanced research vessels currently under con- in ships, increased automation in industrial production, increased struction, the Kronprins Haakon and the Sir David Attenborough. standardisation and especially a focus on safety and the environment. Both of these research ships have been designed by Rolls-Royce here «But from a short and medium term perspective, it’s as much in Norway. Equally important are the equipment packages, which about adapting to the opportunities we see now in neighbouring include energy-efficient propulsion systems.» Meanwhile, Gjerde is markets», says Gjerde. pleased about the repeat orders for advanced fishing boats.

14 Illustration: Rolls-Royce Marine T operations. profitable more and efficiency increased in investing ly digital power offshore. com individual and clusters institutes, research authorities, the If ence. experi developmentaccumulationof to and comes itwhen position d frequent and distances Short docking. and crossing fjord of mation might not fjords be away.so far Norwegian We’re crossing already developing ferries systems for auto But on. agree to need countries reason One off. further bit a that’s crossings, ocean to comes it When ers. oth suitablethan more as out standwould ships automation.Some weautonomy and of levels the are than so ago.yearsAnd few a just thought faster much is happening is this which with speed «The HOW FAR INTO THEFUTUREISREMOTE CONTROLLED SHIP? com availableis today. nology generatealso can Withthis solutions, new tech- Norway.the including world,of Much the around places ious var in community technology the workingwith been has and time, long a for this on working been Rolls-Roycehas vessels.intelligent more and automation on depends therefore much term, long the In WE CANBECOME ADIGITAL POWER OFFSHORE reliable solutions such asgasandhybrid operation. haveweHerethese. for requirementsseveralwell-proven, emission strict are There yards. Norwegian by placed already have these of new ferries for the Norwegian national road network. Orders for some epartures in protected watersNorwayplacesomewhatprotected a in unique in epartures hese are vessels we’re good at, both in terms of design and equipment. It’s anareathat gets theentire cluster involved», says Gjerde. severalsupplyof the for compete to able be Nowwe’reto hoping «Norwegian and foreign fishing fleets are earning money and glad panies are all playing in the same team, Norwayplayingteam, all same are the panies in a become could pletely new needs. is that it requires extensiverequiresitthat is manythatregulationschanges to - - - - - VERNMENT SUPPORT FOR RESEARCHANDDEVELOPMENT • TCH OUTFOR GAME CHANGERS • ONTACT WITHOTHER INDUSTRIES • ST MAINTAIN ANDSTRENGTHEN THENORWEGIAN • importance. are some of the issues, which in Helge Gjerde’s opinion are of crucial Here accelerating. is Development position. that maintain to need weindustry, maritimeand the of areas many in leader a is Norway THIS HASGREAT IMPORTANCE FOR THELONG TERM

GO WA C MARITIME CLUSTER WE MU in thiscountry. same time we want to further develop the solid expertise we have contributions to the industry accordingly. We are global, but at the im is it believewe and area, key a is industry shipping the of sation Digiti- this. change initiativeto the taken Wenowhave mented. frag- currently is Norway in industry maritime the for Support the environments we with today. arefamiliar Great changes and ideas may arrive that do not originate in any of future areunder development inotherindustries. the in using be will we solutions the of industry.Many of types other by inspired be to needs industry maritimeNorwegian The a significant benefit. as the Norwegian one is. We need to look after it so that it remains Many countries have maritime clusters, butnoneareascomplete portant that the Norwegian authorities consider and adapt their

15 R&D 16 IN R&D INVESTING HEAVILY c tween NOK 200 and NOK 300 million in the R ceived as a publicsubsidy (2.5%). Every year, re was million 4.3 NOK only amount, this Of 2015. in R&D on million 174 NOK spent Group Ulstein the example, For statistics. R&D official in recorded not therefore are and subsidies, public by covered not are parts Large entrepreneurship. and speed vation The cluster is characterised by its high inno- THE BUSINESSES RELY HEAVILY ONR&D is both necessary withis bothnecessary respecttodeveloping bettertrainingandasanenginefornew innovations. nesses in the maritime cluster on the development of new and useful market-related concepts. This research training and industry. NTNU in Ålesund collaborates closely with GCE Blue Maritime Cluster research, betweenand interaction the the busi- on focused strongly time, long a for has, Møre in Cluster Maritime The luster. If we look at the situation overall,it situation the at look luster.we If olls-Royce Marine spends somewhere be somewhere spends olls-RoyceMarine of the R&D costs in new ship projects - - from Figures R&D. financed publicly in up sed areu- resources considerable same, the All TEAMING UPWITHTHEPUBLIC ea ter spend well over NOK one billion on R&D clus the in businesses 220 the thatlikely is pla clearly this and basis national a on cations appli- all of 25% around accepts Møre in ter for R&D deductions tax with businesses vides ch year. ces the region in the number one spot. The h SatFN shm, hc pro which scheme, SkatteFUNN the expenses, show that the maritime clus - - - NOK 1billion. almost was organisation the by grants) and loans (in committed amount total In the 2015, list. the on (Hordaland) three number as large as times three almost is and grant-providingbody largest Norway’s clearly is Romsdal and Møre in Norway Innovation industry.maritime the to funds research in dis skingsfond and VRI have, over recent years, Research Council of Norway, Midtnorsk for the number two county (Nordland) and (Nordland) county two number the rbtd eea NK ude million hundred NOK several tributed - -

Illustration: NTNU Illustration: NTNU lators are used to train crew to perform to crew train to used are lators of Simu operations. and systemsmaritime aspects physical the test to decades operations. Simulation has been used for unique research lab for future ocean space a build to planning is Ålesund in NTNU (ROSO) SPACE OPERATIONS ARENA FOR NTNU’S RESEARCH FROM OFFSHORE TO ONSHORE struction methodologiesandbedevelopedstruction incooperation withNTNU. It construction of complex utiliseLEAN con buildings.Thesimulator- will simulator platform asaprocessand planningtoolduring serve that will aimstodevelopThe BIAXadvancedbuildingproject andimplementa

OCEAN OCEAN - available through and valuechainmanagement and makingthis al perceptions of internationalisation, innovation The integration of knowledge spanningtradition- Specific company goals: needsare inconfluence.and societal where strategic,tion andsustainability economic competitiveness founded onshared valuecrea- of isincreased industry theproject Norwegian andresearch. Theoverarchingindustry objective at project theinterface long expertise between isafour-yearCreation Industry) inNorwegian InnovationSISVI (Sustainable andShared Value SUSTAINABLE INNOVATION AIMING TO INCREASEEXPERTISE IN d niomn. y ital mrig off merging virtually By environment. ocean the to surface the from technology This project proposes to move simulation component. human the including operations, marine to provide Virtual Prototyping to pre-test potential the has technology generation of equipment and train crews in virtual virtual in crews train and equipment of combinations with experiment concepts, the future, we will be able to test new ship In research. our to key the is Innovation future operations. be able to create ocean space simulator for the shore industry, fisheries and aquaculture, mnig aiie prtos Next operations. maritime emanding largest Norwegian industries, we will itime is partner intheproject. itime ispartner and constructionoperations, asLEANconstructions. GCEBlueMar aswell beusedfor duringbuilding basictrainingandcommonwill understanding - for a variety of work of variety a for set-up flexible a include will centre The operation remotely. perform and manage to how of research do to need urgent an also is It research. our of core the at innovationis boost and development will a Such operations. real in out carried are they before operations el s eoeoeain cnrl cen control remote-operations as well in Norway or anywhere else in the world. exist not do propose we as such facilities 360-720 d a using dome, spherical door T tres. ge poeto dsly ouin Lab solution. display projection egree he main display screen is a 10-13 m out m 10-13 a displayis main screen he GCE Blue Maritime is partner intheproject GCE BlueMaritimeispartner • •

accountability andsharedaccountability valuecreation ability andshared value/sustainability, models) f Business models(C companies strategiesimplement sustainability inthe G uidelines and decision support toolstohelpuidelines anddecisionsupport ocussing onsustainability, account- pla orporate governance ces om-board as om-board ces - - - 17 INNOVATIVE INSTALLATION OF OFFSHORE WIND POWER SYSTEMS

Wind energy is now a 72 billion Euro and 300.000 jobs industry i Europe and it is expected to serve 25 % of the EU’s electricity needs in 2030. Offshore wind is expected to grow by 28 % yearly(WindEurope).

A year ago it was announced that Statoil is building the world’s first floating wind farm

R&D off Scotland, at a total cost of around NOK two billion.

Today, wind turbines installed in shallow waters with jack-up ships and performed in 5 lifting operations after the foundation is set out. The maritime operations represent 30-45% of the cost of building out offshore wind. There is therefore a need for new technology to reduce costs.

In the long term, we believe that new wind farms will be located in areas with deeper water. SFI MOVE works with innovative solutions that allow to mount offshore wind turbines in one lift from floating vessels. This requires advanced robotic technology which compensates for heave and roll of the ship.

VIRTUAL PROTOTYPING OF MARINE OPERATIONS

SFI MOVE The idea is to implement a simulation oriented design approach in the maritime in- NTNU in Ålesund is home to SFI Move (Centre for Research-based dustry, from design to execution of the operation to increase innovation speed and cut Innovation in Marine Operations). This is an eight-year research time to market.

programme with a budget of NOK 200 million. The main objective is to The motivation for this framework is: establish a world leading research and innovation centre for demanding • Transform the industry to a performance oriented operation approach. marine operations. GCE Blue Maritime is a partner in the project. • Increase innovation by fast prototyping • Reduce cost by reuse for models during the process from preliminary investiga- tions to execution of operations EXAMPLES OF Objectives to improve of the operational limitations are: ONGOING PROJECTS: The project want to develope: • Common standards and format for the • Improve HSE by making the operations SAFE – ALL YEAR – COST EFFICIENT maritime industry more robust vs. available weather win- SUBSEA OPERATIONS • Generic models allowing suppliers in the dow. maritime industry to customize behav- • Make operations safer and with re- Subsea installation and services have opera- iour and deliver models as a part of their quired accuracy. tional limitations due to environmental con- delivery. • Reduce total field development costs by ditions such as waves, wind, currents and • Scalable systems, from integrated sys- more cost-efficient marine operations. water depth. As subsea field developments tem to om-board systems • Increase operational efficiency of subsea are getting more extensive and complex, • Smooth transitions from heavy simula- fields by all year vessel operation. there is an increasing need for low cost all- tions to real-time systems year marine operations.

18 «When using digital platforms such as Google, resources in digital marketing via digital WANTS TO CRACK Baidu and Facebook, we want to find the an- channels. Meanwhile, she thinks there is swers to how the maritime industry can most massive potential for finding out more about THE DIGITAL effectively promote itself on the international how it really works. scene», says Racer’s Olav Sindre Kriken. MARKETING CODE «Briefly put, we’re going to collect as much «We want to measure the impact and costs data as we can, to be able to digitally put out of the targeted use of digital channels, both a relevant marketing message directed at a A new innovation project intends to highlight organically and via purchased placement, and better segmented audience», she concludes. recently acquired knowledge about interna- this will give us a clear roadmap as to how the tional digital marketing for the maritime clus- maritime cluster can most cost-effec tively Frank Støyva Emblem of the GCE Blue Mari- ter. The Ålesund company Racer is managing reach out internationally, and by so doing time Cluster is in no doubt that this work will the project along with the Ulstein Group, make optimum use of its investment in mar- prove important for the industry. Metizoft, Uptime, GCE Blue Maritime and In- keting. We’re doing this by stocking up on Big novation Norway. Data from prospective sales leads from, for «From our perspective, it’s of ultimate impor- example, Asia and Europe, and analysing and tance that we acquire new knowledge about Increasingly tough competition and a need for visualising them», says Kriken. this area, because it’s been taking quantum reorganisation in the maritime industry have leaps in recent years. This is ground-breaking led to a greater focus on cost/benefit analysis Lene Trude Solheim from the Ulstein Group stuff, and it’s where we have to be», he says. of the implemented marketing initiatives. says that they are using a proportion of their

FIELD DEVELOPMENT IN REMOTE AND HARSH ENVIRONMENTS

NTNU, the Memorial University of Newfound- harsh environments». 25 delegates took part field development and operations in chal- land (MUN), Statoil and GCE Blue Maritime and the issues discussed were marine opera- lenging areas, and this should contribute to are developing leading environments within tions, autonomous operations, integrated op- an increase in Norwegian and Canadian value field development and operations in challeng- erations, logistics and contingency, drilling and creation. ing and remote areas. improved recovery. Norwegian and Canadian industry will con- One element of the project was the partici- This is a 3-year project aimed at establishing tribute with relevant issues and challenges pation by students from NTNU and MUN in a an enhanced level of cooperation between the that a number of master’s and doctoral stu- six week summer school in St. John’s in New- foregoing institutions. A successful workshop dents will be working with in the years ahead. foundland, Canada during 2016. in Trondheim was held on 8/9 February around The objective is to establish a world-leading the topic of «Field development in remote and academic and industrial environment within

19 BLUE OCEAN INNOVATION AREA 20 omrilsn te cas Hr, uies and business Here, oceans. the commercialising in effort their in innovation up speed to want that start-ups and companies for infrastructure vation inno- joint a future; the of platform innovation the October2017, unveildoorsto the open to is plan the In track. on is Arena Innovation Ocean Blue The Accelerating innovation INNOVATION ARENA BLUE OCEAN ing ofcompanies. scal- and entrepreneurship, innovation, accelerate clusters in different sectors and technology areas to cross-overreinforce to collaborationis between the aim The models. business and solutions technical tomorrows develop to together work will research Illustration: OSC / VARD Illustration:

NEED FOR CHANGE propulsions system and on board fish treat- • XPO, a 25 m2 high resolution display, The maritime cluster in Møre is known ment facilities, making Norwegian yards with double visibility – from the foyer for its global importance within the fields and suppliers competitive. downstairs and inside the facility. of design, production and operation of ad- • 360’, a high resolution circular 3m x 28 vanced offshore vessels. Since the 1970’s, To stay ahead, building a winning strat- m display, visible both from inside and the technology has been developed in close egy on innovation speed and cost reduc- outside the circle, surrounding a 60 m2 collaboration with customers, becoming tions will be necessary. As the experienced large meeting room. ever more advanced and complex. One of based innovation platform was challenged • VRLAB, a 50 m2 large lab, providing the the enablers for this journey has been the by global value chains even before the slow- latest there is of head-mounted displays ability to innovate fast, built on high level down, mastering the digital innovation and (AR and VR glasses) and high precision of experience-based skills and farsighted production platform becomes crucial. position systems. ship owners. Pioneering this transition and contributing The facility will be staffed by highly skilled The slowdown in the oil and gas business is to a revived innovation platform to face the people to ensure the expected user experi- hitting the cluster hard. There is a need for new challenges is an important part of the ence and result for the different user groups reorientation into other market segments, GCE Blue Maritime task. – students, start-ups and companies. including those who formed the hotbed for The visualisation theatres are generic by na- the industry. Fortunately, these segments VISUALISATION THEATRES ture, and designed for multi-use, including: have moved on with respect to complexi- The most important physical asset of the are- ty, e.g. introducing advanced low emission na will be the three visualisation theatres: • Virtual prototyping, enabling companies

21 BLUE OCEAN INNOVATION AREA 22 • • •

and theenvironment. monitoring of different biological stocks the to vessel a board on information all the inherited, hidden information. From big data sets to enable humans to extract Big this inthefield. and assembling equipment before doing disassembling in personnel service e.g. V the v quainting the crew before handing over cus theconvince to either constructed, fore be vessel the e.g. of tour virtual a take V solutions virtually beforetheyarebuilt. the exploring by solutions and production engineering concepts, new test to rul riig poiig riig of training providing training, irtual rul raln, aig t osbe to possible it making trialling, irtual oe, et h promne r ac or performance the test tomer, aa xlrto, iulsto of visualisation exploration, Data essel. - - the grated part of the facility. inte- The important laban be will will build lab on start-up The START-UP ACCELERATION nuty aogt h satus te stu dents andthesurroundings. the start-ups, the amongst industry, the in knowledgeBuildingboth essential, is COMPETENCE BUILDINGANDSHARING process. can become a central tool for accelerating the arena the effectiveincubation, for crucial is speed Since stakeholders. these involving visualiseideasand to used be will arena the and crucial is wise, business and technical businesses. Early testing of hypothesis, both entrepreneurs, risk capital, government and tog veloped in the MIT REAP project – bringing ether five major stakeholders; academia, major five ether principles and tools established and de establishedand tools and principles - - F disciplines, including the facilitation associated of mas and visualisation prototyping, virtual 3D, in training for facilities provide neric orcrosssectorial. ge more targeting,other very Some future. the driving trends and models business to from ferent kinds of events and seminars, ranging T ger new businessideas notbornotherwise. trig- shall entrepreneurs and students nies, ter students. It’s a goal that blending compa- or NTNU and the students, the arena will arena the students, the and NTNU or he arena will also be the host for a lot of dif akt n tcnlg development, technology and market - - - Illustration: Rolls-Royce Marine Rolls-Royce Illustration:

- This is not about creating a new logo for PILOT PROJECT IN Norway, but a comprehensive strategy to strengthen our international competitive- THE BRAND NORWAY ness. The ocean industries are Norway’s strongest card internationally and we be- INITIATIVE lieve it is important to be involved in developing a new national brand, says Per Erik Dalen, GCE Blue Maritime. Brand Norway is one of Innovation Norway’s strategic priorities for the next four years The project has defined five key focus areas: and aims to develop a strong common brand • An aggressive export strategy for Nor- for Norway. GCE Blue Maritime and the oth- wegian goods and services er ocean clusters will be a pilot project in this • A strategy to attract foreign investors, national initiative. talents and tourists • An adaptation of Innovation Norway The project will contribute to increased tools growth and value creation by strengthen- • Establish collaboration arenas ing Norwegian export and ensure access to • Develop a Norwegian brand and com- capital, knowledge, talent and tourists. One munications platform wishes to unite business and government in a common and long-term commitment that The first workshops in the project started up will permit increased exports and economic this autumn growth across industries.

GCE Blue Maritime, GCE Subsea and GCE markets nationally and internationally. This GCE COLLABORATION NODE have been awarded 2 million Norwe- includes new business models and new tech- ON INDUSTRIE 4.0 gian kroner for a joint project. nologies for lowering opex and capex. The Norwegian government announced The project will focus on four strategic areas, PROJECT this year funding of 20 million Norwegian closely linked to industrie 4.0, all of which kroner to support restructuring of the sup- have the potential for significant cost re- plier industry within the petroleum sector ductions; framework conditions, innovations in Southern and Western Norway. The three along the supply chain, new production tech- GCE Clusters in Norway have initiated a col- nologies, and new maintenance and operat- laborative project to take a leading position ing systems. in the ongoing restructuring. INDUSTRY INVOLVEMENT INCREASED COMPETITIVENESS The project had a kick-off medio November The main objective of the project is to con- and will involve a series of industry focus tribute to increased competitiveness in the group meetings and workshops. GCE’s partner and member companies’ main

23 INTER CLUSTER COLLABORATION INTER CLUSTER

Workshop in Design Thinking held by Ade Mabogunje from Stanford University INTER CLUSTER COLLABORATION

GCE Blue Maritime Cluster enjoys broad System Engineering Kongsberg and the knowledge environments, such as Silicon and vigorous collaboration with a number manufacturing environment surrounding Valley and Boston, to set up new knowledge of technology and industry environments, NCE Raufoss is also on-going. The clusters links. The work to establish the Blue Ocean both nationally and internationally. The ex- have complementary technology skills and a Innovation Arena involved linking up with cellent collaboration with technology clus- range of common challenges. robust environments in VR technology in ters in Norway continues. This is especial- France and the UK. ly true when it comes to the oil technology INTERNATIONAL NETWORKS environments of GCE Node and GCE Sub- During last year, GCE Blue Maritime has sea. The excellent collaboration with NCE been working with selected technology and

24 IN2 FRAM TURKISH COASTER FLEET TURKEY: RENEWAL PROJECT During the spring of 2016, GCE Blue Maritime and Innovation Norway ran a The GCE Blue Maritime Cluster and Innova- The host of the meeting was the Turkish new international programme for mari- tion Norway’s office in Istanbul has for many Chamber of Shipping, with whom GCE Blue time equipment and service providers in years worked to lay the groundwork to allow Maritime signed an MOU in 2014. The Nor- the SMB segment. The programme was Norwegian designers and equipment sup- wegian participants were the Norwegian aimed at smaller companies wanting to pliers to be able to collaborate with Turkish Ambassador to Turkey, Mr. Vegard Ellefsen establish themselves or expand their shipowners and shipyards in terms of short and representatives from Innovation Nor- businesses in Turkey. 8 companies from sea vessels. Per Erik Dalen, CEO of GCE Blue way. There is a growing market for Norwe- the cluster participated in this year’s Maritime Cluster recently went to Istanbul gian design and marine equipment in Turkey. programme. for a project meeting in the «Turkish Coaster Fleet Renewal Project».

STUDY TOUR TO THE OFFSHORE WIND HUB IN ESBJERG

In May, GCE Blue Maritime organised a study and World Marine Offshore, took part in the to Esbjerg in Denmark to learn more about programme through lectures, discussions and offshore wind and marine operations associated networking events. with this industry. The programme has been developed in collaboration with Offshore Energy DK which is one of GCE Blue Maritime’s former partners in the EU project, ECOWindS.

The purpose of the trip was to learn more about the offshore wind industry in Esbjerg, to establish contacts and to explore the possibilities of cooperative efforts with Danish partners. The principal focus was on maritime logistics related to offshore wind operations. A number of key players from Esbjerg’s robust offshore wind cluster, such as DONG Energy, Vestas

25 GET INSPIRED!

INTER CLUSTER COLLABORATION INTER CLUSTER One of GCE Blue Maritime Cluster’s most ÅKP Innovation Conferences: important tasks is to create meeting plac- Courses and seminars for students, entrepre • GCE Blue Maritime Cluster’s annual es for inspiration, skills development and neurs, growth businesses and SMBs conference - the cluster conference networking. We are the main organiser and • Fosnavåg conference co-host of a number of conferences and sem- GCE Blue Maritime Cluster’s seminars: • Haram conference inars. Our events are free of charge and repre- • With Inside Information • Mørebenk conference sent a central component of what we offer to • GCE Technofocus all of the businesses in the cluster. They have • GCE Human Factor become an important meeting point for the • MarSem entire industry.

COLLABORATION WITH MARITIME CLUSTER CROSSOVER BETWEEN OTHER ORGANISATIONS COOPERATION NORWAY - CLUSTERS IN THE REGION SOUTH AFRICA The GCE Blue Maritime Cluster collabo- Møre and Romsdal has many robust in- rates with a number of organisations in GCE Blue Maritime, together with GCE dustry environments and clusters. The the industry and business world on spe- Node and GCE Subsea, have contributed biomarine cluster Blue Legasea, the furni- cific projects and activities. In Møre, we to the development of a South African ture cluster Norwegian ROOMS and the work closely together with Mafoss, Mar- maritime cluster programme. The South industrial cluster iKuben are examples of itimt Forum Nordvest, Ungt Entreprenør- African Maritime Safety Authority (SAM- these. In a region where these clusters skap (UE) NHO and LO. This is primarily SA) would like to benefit from Norwegian are important additions to the strong in joint recruitment projects and provid- experiences related to cluster thinking. maritime industry, we are now looking for ing knowledge to young people. We are The initiative is being run by the industry synergies between the various industry also collaborating with the organisations itself and GCE Blue Maritime sees this as clusters. The key words are skill division «Norges varemesse» and «Nor-Shipping» an opportunity to establish contacts both and collaboration. Work is ongoing with in relation to Ocean Industry Talents, in within the industry and with the South several crossover projects, both between which GCE Blue Maritime is a member of African authorities. South Africa has a businesses and clusters and also purely the Board. central position as the «gateway to Afri- inter cluster work. ca» and its economy is expected to grow GCE Blue Maritime is a member of both rapidly in the coming years. INTSOK and Norwegian Maritime Export- ers (NME) and works with these industry organisations. INTSOK’s Arctic and cold climate solutions is a project in which GCE Blue Maritime is a partner. In 2016, GCE Blue Maritime joined the Norwegian As- sociation for Autonomous Vessels (NFSA)

26 SIKT 2016 – YOU HAVE MOMENTUM

The innovation power in the strong marine and maritime clusters in Sunnmøre were illu- minated when Crown Prince Haakon invited young talents to the annual SIKT Conference at Campus Ålesund in oktober.

The SIKT conference is a unique venue where around 200 young executives and talent aged 20-40 years come together to learn, think aloud, exchange ideas and inspire each other.

The Crown Prince met with representatives from the Maritime and Marine clusters in front of the conference. Shipowner Stig Remøy from Olympic told about his experience as an entrepreneur and how he mobi- lized his driving force.

– It is an interesting environment for innovation in the Ålesund region. Time after time this area has shown that it can find momentum to rebuild after adversity. We want to bring some of this energy into SIKT, said Crown Prince Haakon.

27 NETWORKING 28 the and issues; bond with especially and ities, a bgn o ean t srnt. Unem strength. its regain to begun has a wasNordea, with Analyst Principal land, for the export sector in 2016. Gaute Lange spot bright a been has NOK weakened A said therewould be morerestructuring. and industry offshore the restructuring for opened with a discussion of the way forward market.KirkebyLars Nordea from Markets given a thorough status report from the bond c big experienced have cluster the com of panies shipping the year, the Throughout mar fresh the in interest great was there ation, conference clusteryear’s this on mark their left dustry in- maritime the for times challenging The Challenging times ANNUAL CONFERENCE GCE BLUE MARITIME’S hallenges over the financing of their activ their of financing the over hallenges l t sy ht h Nrein economy Norwegian the that say to ble e aaye ad h cutr analysis. cluster the and analyses ket 5 cneec priiat wr first were participants conference 250 I a eadn mre situ market demanding a In . - - - - - d back way the on is nationwide ployment Lars ciate inthefuture. that NOK will slowly and gradually appre reached their lowest level and it is expected probablyhave rates industry.Interest oil continue to be affected by the decline in the international environments. Its productiv Its environments.international not doing quite as well as other national and are cluster the of companies The Møre. in was Economics year thought-provoking for the maritime Business cluster this Menon analysis from cluster annual The prices arethenexpectedtos 2017/2018.during balance in be ketwill Oil Rystad,to according and increase mar the to continues oil for Demand production. in downturn a to lead would worldwide investmentsoil of declinein sharp the that own again, but even the western counties Lysdahl of Rystad Energy pointed out trengthen. - - - come petition. Since 2009, production growth has com the of that lowerthan generally is ity of Stanford University. MabogunjeAde Innovation’s by Ecosystem The conference ended with a presentation on damage to the cluster. divide them up, that could cause permanent be bought up by financial funds that would of understanding clear a with owners tional cluster. The next best would be for new na and ter. He believes there will be consolidations clus the in drivers the been traditionally have companies shipping shipping The companies. offshore the in situation the of Torger Reve presented an analysis this year substantially.fallen lse atvte. hud h shipyards the Should activities. cluster that local solutions are the best for the for best the are solutions local that to a halt and operating margins havemargins operating and halt a to - - -

NETWORKING created. All of our events are open and partici- Seminars: pation is available to all businesses in the cluster. SMB forum, With Inside Information, Tech ARENA Focus, Human Factor, Marsem Conferences: GCE Blue Maritime’s annual conference, the Courses: It is important to establish arenas where new Haram conference, Fosnavåg conference and Big Data, 3D modelling, Systems Engineering, knowledge can be shared and new networks Mørebenk conference Management in Restructuring.

KNOWLEDGE ABOUT THE MØREBENK BLUE THINK TANK POLITICAL PROCESSES CONFERENCE

One important task for the cluster organ- On 18 January, the Mørebenk Conference The big challenge in the situation of the isation is to provide companies with more was organised by NHO, the Chamber of market for certain sectors of the maritime knowledge about social and political pro- Commerce for the Ålesund region and industry has created uncertainty regarding cesses in Norway and internationally that ÅKP. This is an annual dialogue meeting the way forward. An initiative was, there- may impact them. The maritime cluster between Government politicians from fore, implemented to start a think tank contributes with many jobs, great value Møre and Romsdal County and industry where companies from across the mar- creation and has extensive international representatives. The theme of the con- itime supply chain could meet to discuss experience; and it is important that its com- ference was Municipality reforms and future-scenarios. Companies from other panies contribute their expertise to such regionalisation. Grete Ellingsen, Deputy academic and industrial sectors were also processes. The Government’s white paper Minister for Local Government and Re- brought in to give a fresh impet us. During on industry, the new ocean strategy, Mari- gional Development made it clear that the course of 2016, six think tank sessions time 21, and the regionalisation process are municipality mergers are profitable. The were held. examples of areas they are involved. challenges to the offshore industry and new ocean business development were also on the agenda during the conference.

29 ILLUSTRATION: DOXACOM ILLUSTRATION:

PROFESSOR ALBERTO SOLS THE COMPETANCE PROJECT THE COMPETANCE STRENGTHENING OUR EXPERTISE IN KEY AREAS

With major changes in the maritime industry in our region, the need for the need is increasing. The course covers strengthening and expanding internal expertise has been great. The most the fundamentals of the development of systematic and technical leadership of major important and comprehensive needs expressed by many of the companies internal processes and development work. are related to broader and more future-oriented technical expertise, which Course participants carried out assignments in the subject, and more support is arriving we have tried to meet with measures financed through GCE Blue Maritime. from the companies to go on to undertake graduate studies in this discipline. Due to this very good response, an evaluation will be made of the applicability of further train- Following on from the companies in the clus- use of virtual prototyping and 3-D model- ing courses in the subject. ter responding very well to skills measures ling has become increasingly important and undertaken in 2015, several new skills-related critical in maintaining control over costs in RESTRUCTURING COURSES FOR measures were established for 2016. In part- design and development work. Within this MANAGERS nership with Mafoss and in dialogue with discipline, the skills of already well-trained In view of the demanding restructuring pro- major players in the industry, needs were technical personnel within organisations is cesses expected in their organisations, sever- determined and prioritised. In cooperation increased to enhance their innovation and al member companies have reported a need with several of the larger educational centres future-oriented project activities. for greater expertise in change management. in Norway, a number of technical courses as In cooperation with Magnar Hjertenæs of the well as those dealing with change manage- Cooperation with NTNU Ålesund has been faculty of Humanities & Education at Volda ment were scheduled. excellent in this field and the cluster compa- University College, a course of 8 sessions was nies have already reported a need for addi- established with the theme of leadership in 3D MODELLING/VIRTUAL PROTOTYPING: tional courses. challenging times. The central focus of the Following on from a request by the GCE Blue course was on restructuring processes and Maritime Cluster, NTNU Ålesund imple- SYSTEMS ENGINEERING vulnerabilities in organisations undergoing mented its own course in the field of 3D mod- In cooperation with the University College change. The participants included manage- elling and visualisation. The course content of South-East Norway and Professor Alber- ment at various levels from Scana Volda, Klev- was aimed at technical personnel from design to Sols, a basic course in Systems Engineer- en shipyard, Myklebust shipyard, Ulstein and development environments in the clus- ing (SE) has been established. A very great Power & Control and Ulstein shipyard. The ter, and the response was very good. Efforts to need has been defined in some companies response from participants as to the course simplify modelling processes with extensive for training in SE, and we also perceive that concept and its relevance was excellent.

30 THE WORLD’S BEST SKILLED WORKER: – An analysis of future skilled maritime workers FREDRIK LINGE KLOCK

What skills and abilities should a skilled worker availability of skills at all levels. GCE Blue Mar- • Most of those interviewed emphasised the of the future have? And what does it need to itime and Mafoss wanted to determine how to importance of locally based workers take to get more young people to choose vo- get good, young people to choose vocational • In all the interviews, great importance cational courses? These are the main questions courses and what competencies will be needed was placed on the characteristics associ- posed by Fredrik Linge Klock in his NTNU Mas- by the skilled worker of the future. Interviews ated with positive attitudes, although this ter’s thesis, which was commissioned by Ma- was conducted in six different companies in the is not part of the concept of skills used by foss with the support of GCE Blue Maritime. maritime cluster from april to june this year. the Directorate of Education. Klock is normally engaged in vocational train- • At the various management levels in the ing for the technical and construction sectors. THE MAIN ISSUE IN THE STUDY HAS BEEN: companies, there were different under- How can an individual company be certain to standings of, and opinions about, the ex- THE WORLD’S BEST SKILLED WORKER? build up the necessary technical skills to en- pertise of a skilled worker. Organisational For the maritime industry in Søre Sunnmøre, sure its competitive advantage by having «the challenges were uncovered. and for industrial Norway in general, it is es- world’s best skilled worker»? • The expertise of the skilled worker will sential to ensure access to skilled labour at all have a direct impact on the individual com- levels to combat increasing competition from The survey was conducted as part of a Mas- pany’s competitiveness because expertise other countries. The costs involved in running ter’s degree in International Business at NTNU is one of the hardest things to duplicate. the industrial sector in Norway are high, but in Ålesund. the quality of work, delivery precision and de- A report will be prepared during 2017, which velopment of equipment have led the world. The conclusions and recommendations are not will be sent to the member companies of the For this to continue to be possible, there is yet fully complete, but there are a number of maritime cluster. one important prerequisite: that we ensure the results that may well be worth mentioning:

31 YOUTH RECRUITMENTS YOUTH

GREAT ENERGY AT OCEAN

TALENT CAMP NRK-SERIES: MY PROFESSION The region’s largest recruitment event aimed COLLABORATION at young people from secondary schools in 10 secondary schools took part in this year’s In cooperation with MAFOSS and three Møre and Romsdal took place on 21 Septem- OTC Møre. The camp offers pupils an edu- separate companies, GCE Blue Maritime ber at Campus Ålesund. 2,000 pupils and cational programme consisting of prepara- has co-financed a short film in the series, students met employees from all the mari- tory work, tasks during the visit and subse- «My Profession», which is a teaching series time industry companies. quent work that provides extra knowledge released by NRK (the Norwegian Broad- of working life and the society we live in. casting Corporation) for schoolchildren. 25 EXHIBITORS A talent test also helps you identify your In the film, shot in Sunnmøre, we meet At Ocean Talent Camp (OTC), students gain own interests. The Ocean Talent Camp has engineers from Rolls-Royce, Kleven and a good insight into training and career op- gained a national reputation ever since this the Ulstein Group who describe the paths portunities in the offshore industry. Around recruitment event was first held in Oslo in they took to their professions. What these 25 businesses and organisations were exhib- 2013. To date, 30,000 students across the engineers have in common is that they itors at this year’s camp. country have attended the various camps. have all taken General Technical Studies (TAF) in their Norwegian high schools, TEACHERS’ LOUNGE The OTC Møre was arranged for the fourth and doing this has been fundamental to OTC Møre also arranged the Teachers’ time in 2016 and is a collaborative effort be- their later career choices in the maritime Lounge this year, where educators can take tween Ålesund University College, Fagsko- industry. The film is actively used by MA- a breather, meet colleagues and receive in- len i Ålesund, GCE Blue Maritime Cluster, FOSS and the member companies in the formation on the maritime industries. Two Mafoss and Maritimt Forum Nordvest. promotion of TAF as an important basis mini-seminars were held during the day, the for further engineering training. topic of which was the market situation in the maritime industries.

32 organisation founded in 2002 that works to pro- munity. There were lectures, workshops and START FORUM 2016 mote innovation and entrepreneurship among even a treasure hunt. All based on the theme students throughout Norway. In addition to of innovation. – NTNU I ÅLESUND NTNU in Ålesund, Start Norway is represented in all universities in the country, as well as in START and other student organisations are im- several colleges. portant contributors to creating a vibrant and attractive student environment at Campus Members of Start are seen as being some of the Ålesund. An attractive student environment is 150 delegates from all over Norway attended most dedicated and innovative students in the important for the maritime cluster in Møre and the spring gathering of the START FORUM in country. Over three jam-packed days they got for this reason, GCE Blue Maritime Cluster made Ålesund. Start Norway is a Norwegian student to experience our region and our business com- a strong contribution in organising the gathering.

«YOUR MARITIME Ulstein Group, Kleven and Rolls Royce Marine, along with the organizations Mafoss and GCE FUTURE» Blue Maritime. – TECHNOLOGY AND This year 13 top students from the secondary schools Fagerlia, Volda, Spjelka vik, Haram and ENGINEERING COURSE Ulstein participated. The course provides a good introduction into the opportunities offered by the engineering profession in a world-leading mari- GCE Blue Maritime Cluster and several leading time cluster. Using theory, visits to companies and companies in the cluster has for over 15 years social events, we hope to motivate young people organized a motivational course for the engineer- to undertake advanced technical training and find ing profession. With the current downturn in the a place as resource personnel in the maritime clus- offshore industry it is more important then ever ter at the end of their studies. Assessments of the to show the young talent the rich possibilities in course show that it is very well received by the stu- the maritime sector. In 2016, the course was held dents and that over 50 per cent of the participants 8-12. February. The organizers were VARD, the go onto work as engineers.

33 REPUTATION

A GOOD REPUTATION PRESS, HOSTING AND COMMUNICATIONS

Strategic positioning and branding are becoming increasingly more important to secure competitiveness for the future. Research shows ACTIVITIES THAT STRENGTHEN OUR that a good reputation increases corporate worth. A company’s social responsibility, executive positioning and appropriate use of social OVERALL REPUTATION: media are perceived as important elements of a company’s work. • Contact with the press, and organised trips for the press In a global maritime industry characterised by fierce competition, • Workshops in strategic positioning and branding a company’s reputation can be critical to ensuring recruitment of • Hosting delegations from home and abroad talented and skilled workers, good market access and a good rela- • Marketing and communications activities tionship with the press and interested organisations. The GCE Blue • Newsletters, websites and social media Maritime Cluster works actively to build a good reputation for its maritime cluster in Møre.

34 BRAND NORWAY DIGITAL wishes to unite business and government in STRATEGY a common and long-term commitment that MARKETING will permit increased exports and economic growth across industries. Brand Norway is one of Innovation Nor- Facebook, Twitter, LinkedIn and Google way’s strategic priorities for the next four The project has defined five key focus areas: has for many years been used actively to years and aims to develop a strong common • An aggressive export strategy for build a good reputation for the maritime brand for Norway. GCE Blue Maritime and Norwegian goods and services cluster in Møre. A new research and inno- the other ocean clusters will be a pilot pro- • A strategy to attract foreign investors, vation project that looks at digital mar- ject in this national initiative. talents and tourists keting in the marine industry has been • An adaptation of Innovation Norway implemented that aims to increase know- The project will contribute to increased tools ledge about new and important changes in growth and value creation by strengthen- • Establish collaboration arenas this field. We will also offer workshops on ing Norwegian export and ensure access to • Develop a Norwegian brand and com- digital marketing and targeted use of capital, knowledge, talent and tourists. One munications platform social media to the members of the cluster.

Find us at: PRESS RELATIONS Twitter Facebook LinkedIn A number of meetings are conducted annually with Norwegian and international press. This www.bluemaritimecluster.no year’s Blue C Press Tour was held in September. It gathered 12 international journalists from key maritime journals and from the news media. The maritime cluster in Møre is a very interesting place for journalists. The trip led to a number of articles and publicity from our companies.

35 PHOTO/ILLUSTRATION: GCE BLUE MARITIME CLUSTER, NTNU ÅLESUND, KRISTIN SINTEF, STØYLEN, TONY HALL, ISTOCK PHOTO, VARD, ROLLS-ROYCE SUNNMØRSPOSTEN. DESIGN: HAVNEVIK MARINE,

THE MARITIME CLUSTER IN MØRE

13 DESIGN COMPANIES 19 SHIPPING COMPANIES 14 SHIPYARDS 170 SHIP EQUIPMENT SUPPLIERS 16 000 SKILLED EMPLOYEES

61.5 BILLION NOK IN TURNOVER (2016) |