Breaking Waves

OPERATIONS REPORT 2015

blue maritime cluster et program i åkp 1 2 WE MUST EXPLOIT THE OCEANS OPPORTUNITIES BY PER ERIK DALEN, GCE BLUE MARITIME CLUSTER

Norway is at a crossroads. The fall in the price of oil requires rapid re- We are already seeing opportunities in emerging offshore industries, adjustment and major cost reductions in the petroleum industry. This such as renewable energy, sub-aqua mining, offshore aquaculture, will be painful, but necessary. At the same time, this readjustment marine biotechnology, monitoring technology, and oil and gas activi- will also provide new opportunities as new and smarter solutions are ties in deep and ultra-deep water. being developed. Many of these will be used not just by the oil and gas industry, but also by neighbouring industries. The maritime cluster in Møre has proposed to the Minister of Trade and Industry, Monica Mæland, that the OECD study is followed up To create industrial growth offshore, the current Government must with a Norwegian study in the course of 2016. In the longer term, a Nor- be as bold as its predecessors were in the 1960s and 1970s. When the wegian Ofﬁ cial Report for the maritime arena should be drawn up that Norwegian oil adventure started more than 40 years ago, almost all can form the basis for long-term political and commercial priorities. of the equipment and technology was American. Today, thanks to a deliberate policy, the Norwegian oil technology industry is a world- As one of the world’s leading maritime nations, it is important for leading exporter. Norway to quickly begin and become a trendsetter for the sustainable and commercial exploitation of the sea. Over the next 40 years we are facing an equally impressive maritime adventure. 70 per cent of the world’s surface is covered by sea and 90 We must reveal the risks and uncertainty regarding future devel- per cent of the sea is still unexplored. The oil and gas industries, the opment, identify which advances and R&D breakthroughs are nec- maritime industry and the marine industry have each produced some essary, determine the investments and skills needed for the future, of the world’s leading companies and innovations. The next step is to assess the implications for climate and the environment, and assess ﬁ nd out how these industries and companies can work together to the need for planning and regulations. solve problems that affect them all. In its state of the nation address, the Government explained that it A degree of collaboration is already well under way. One example is wants to prioritise measures that contribute to long-term realignment the collaboration between SINTEF and SalMar regarding the devel- and the Governmental budget for the year was presented as a budget opment of giant cages positioned offshore, based on known technol- for work and readjustment. The downturn in the oil sector is freeing ogy from oil platforms combined with knowledge from the feed-stuff up many highly skilled people and this is one option for readjustment and aquaculture industries. Another is Kleven’s agreement with De by Norway that we must make use of. Beers Marine Namibia regarding the construction of a special ship for diamond exploration on the sea bed. A third is Ulstein’s agree- Norway has demonstrated that it can create exciting growth based ment with Siemens to build two supply vessels for offshore wind on our natural resources and a deliberate policy of knowledge and power facilities. industrial development. We can do it again. To highlight the fact that Norway is heading into a new area, Ålesund has offered to host the OECD is currently preparing a report entitled The Future of the Government’s national maritime conference in 2016. Our aim is to have Ocean Economy. This will be presented in Korea in April next year. the conference mark the start of a new Norwegian adventure at sea.

3 8 SMART GOALS BLUE The cluster project Blue Maritime has 8 smart goals that we work by. These are SMART because they are Speciﬁ c, Measurable, MARITIME Ambitious, Realistic, Time-related

CLUSTER 1: Increased rapidity in product innovation Global Centre of Expertise Further develop the cluster’s innovation platform, and OCEAN SPACE the culture for innovation in global value chains. Increase the rate of innovation through speciﬁ c projects that lead to new ideas and knowledge.

This maritime cluster at Møre is a world leader in 2: Increase the speed of process and organizational innovations design, construction, equipment and operation of Further develop the cluster’s skills in effective specialized service vessels for the global offshore production. Implement specifi c projects that introduce new production technology, knowledge and logistical energy industry. In 2014, due its unique global solutions and LEAN. market position and its important contribution to 3: Strengthen global knowledge connections Norwegian value creation, the cluster was granted for world-leading technology and knowledge the status of a Global Centre of Expertise. environments Chart and connect with the right research environments, networks and clusters. Enter partnerships with relevant Global Centres of Expertise are a new top level in the Norwegian environments. 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: 4: Strengthen national knowledge connections the Møre maritime cluster and the oil equipment/drilling cluster in with research environments, clusters and Sørlandet and the oil and gas subsea cluster in Bergen. It is a nation- maritime companies Further develop and strengthen existing cooperation al status awarded by the government to the most global and rapidly agreements. Develop new, complementary networks growing business clusters in the country. It will assist in increased and specifi c cooperation projects with other relevant value creation and strengthened attractiveness and position within Norwegian clusters and knowledge environments. global value chains, through strategic collaborative projects between the cluster’s partners and with external partners. 5: Create global SMB winners Increase the knowledge level and create new business The status involves the fi nancing of a cluster project. BLUE models for SMB companies. Maritime Clusters objective is to incite and strengthen team-based development activities in the maritime cluster at Møre with the aim of increasing the clusters’ dynamism and attractiveness and individual 6: Create new entrepreneurs and growth companies’ innovativeness and competitiveness. ÅKP is a facilitator companies Further develop fully integrated innovation systems. for the cluster project Develop a global start-up programme.

7: Increase host attractiveness Increase visibility and reputation building. Focus on 1 regional development and recruitment. Increase dialogue «A cluster is a geographical proximate group with companies, knowledge institutions and authorities. of interconnected companies and associated 8: Crossover-innovations from the maritime institutions in a particular ﬁ eld, linked by industry to new marine businesses 6 Increase knowledge and interaction between different commonalities and externalities». marine businesses. Set up speciﬁ c projects that lead to (M. Porter 1998) new knowledge.

4 THE BLUE MARITIME TEAM

The GCE Blue Maritime Cluster project is run by innovation com pany This means that the team working with GCE Blue Maritime Cluster ÅKP AS and can therefore draw on the extensive expertise and excel- is highly ﬂ exible and is able to react quickly, whether to challenges lent network in this knowledge environment. The project is managed from the Norwegian or international business community, or to input by a distinguished and balanced steering committee, consisting of key from the knowledge environments. It means we are well positioned to people from the maritime business in the region, county and Aalesund create new opportunities for the Møre maritime cluster. University College.

Per Erik Frank Støyva Dalen Emblem CEO of ÅKP and Director Communications GCE Blue Maritme

Hans Petter Kjell Moltu- Hildre Jacobsen Director - Innovation, CFO Research and Education

STEERING COMMITEE

01 02 03 04 01 GUNNAR HAREIDE Chaiman of the Board, ÅKP AS 02 KARL JOHAN BAKKEN CEO, Farstad Shipping 03 HELGE GJERDE President, Rolls Royce Commercial Marine 04 GUNVOR ULSTEIN CEO, Ulstein Group 05 ROY REITE CEO, VARD 05 06 07 08 06 STÅLE RASMUSSEN CEO, Kleven 07 KARL INGE REKDAL CEO, Sykkylven Stål 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

555 BLUE OCEAN ECONOMY BLUE OCEAN BLUE

FISHERY MARINE AQUA- CULTURE

THE UNDETECED MARITIME COMPETENCE MARINE BIOTECHNOLOGY

SEA-BED MINING

RENEWABLES OIL AND GASS

6 THE FUTURE LIES IN THE DEEP BLUE OCEAN For many generations, the Blue Maritime Cluster in Møre has been a pioneer in technology development and operations at sea. It began with fi shing and the development of a modern fi shing fl eet. 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 by big data and new technology. We shall collaborate with the larg- increase from the current 7 billion to 9.5 billion by 2050. Meanwhile est companies within the health and nutrition sectors so that we can more and more people are being released from poverty. Consequently, develop new, high-value products from fi sh and fi sh raw materials. the need for food, energy and minerals is growing rapidly. How the We shall create new technology and new business models that use world will ensure suffi cient access to these scarce resources in a the resources in a sustainable and gentle manner. Our aims are to sustainable way is the biggest challenge of our time. This challenge make the world greener, safer and healthier through developing the is not helped by climate changes making food production on land ocean-based industries. Our global attractiveness as a host will at- more demanding, and that the climatic challenges require purer tract businesses, talent, expertise and capital that will help us achieve forms of energy. these aims.

The ocean cluster in Møre is certain that many of the answers to these MARITIME COMPETENCE IS THE FOCAL POINT challenges lie out ’in the deep blue ocean’. Seventy per cent of the Norway has, for a long time, played a leading role in the ﬁ elds of off- earth’s surface is covered by sea, eighty percent of which is deeper shore energy, shipping and seafood. Maritime competence is the key than 3,000 metres and 90 per cent of the ocean remains unexplored. to success in all these segments, and will be even more important There is no doubt that ’the deep blue’ is the future’s most important re- when they merge in the future to become advanced offshore opera- source reservoir. We must therefore use all our maritime and marine tions within new sectors. Knowledge of the sea, weather and wind, skills built up over generations to uncover the secrets of the ocean. resource bases and sustainability will continue to play a key role and be crucial supporting elements when we develop new technology and GREENER, SAFER AND HEALTHIER new markets. The Blue Maritime Cluster’s history of success has been based on rapidly responding to new market opportunities. Innovations have been In this way, we will contribute knowledge and help commercially ex- developed in close dialogue between customers and suppliers. The ploit the ocean in a safe and sustainable way, for the future growth willingness to take risks and to innovate using prototypes has been business in Norway! This will create value and employment and will central to our success. Increasing globalisation and changing mar- lay the foundations for future prosperity and welfare. ket conditions mean that our recipe for success must be developed further. The blue maritime cluster shall in future focus on develop- The ambition of the maritime cluster in Møres is to become a global ing knowledge bridges to national and international environments hub for the safe and sustainable commercialisation of offshore which, along with us, can be pioneers in transnational ocean opera- activities. We are certain that our pioneering spirit, our unique tions. We shall create the best environments in the world and create experience-based skills and our culture for entrepreneurship make new, smart and green solutions. Simulations and virtual prototyping us well placed to create pure food, energy and minerals from ’the deep will be central platforms for increasing innovation speed. We shall blue ocean’. digitalise the maritime industry and use the opportunities provided

7 CLUSTER VALUE ADDED 2014

YARDS 13%

EQUIPEMENT 21% SHIPPING 50%

SERVICES 16% GLOBAL ANALYSIS GLOBAL

70,7 mrd 22,5 mrd 7.2 % 18 000

TURNOVER VALUE ADDED OPERATING MARGIN EMPLOYMENT 7 % 8 % -13 % 0,6 % Development Development Development Development (2013/2014) (2013/2014) (2013/2014) (2013/2014)

8 BLUE MARITIME CLUSTER IN GLOBAL COMPETITION

The maritime cluster in Møre has become the subject of a wide range of analyses, amongst others the annual cluster analyses from Møre research that go back to 1988. The knowledge regarding a number of businesses, turnover development, exports, internal suppliers and other interaction within the group is well documented and unique in a Norwegian context. But few analyses have been carried out that compare the services of the Møre cluster with other leading companies in the world.

Even though the Møre cluster has experienced The steering committee in the GCE Blue very strong growth and extensive international Maritime Cluster therefore decided to carry out success over the last 10 years, it is important to be a new global performance benchmark analysis aware of the fact that this development coincides to compare the cluster’s development with its with powerful global growth in the construc- most important competitors. The analysis was tion and operation of offshore vessels and that carried out by Menon Business Economics and Norway’s share of the global offshore market has was presented by Erik W. Jacobsen at the cluster not increased in the period. conference on 25 September 2015.

VALUE CREATION HAS CONTINUED TO GROW UNTIL THIS YEAR MRD SHIPPING COMPANIES SERVICES 20 EQUIPEMENT YARDS DESIGN 15

0 2004 2005 2005 2007 2008 2009 2010 2011 2012 2013 2014

Menon Business Economics 2015

9 ERIK W. JAKOBSEN Menon Business Economics

GLOBAL ANALYSIS GLOBAL HIGHLIGHTS FROM THE GLOBAL PERFORMANCE BENCHMARK ANALYSIS MENON BUSINESS ECONOMICS - SEPTEMBER 2015

STRONG GROWTH from shipyards in Møre. 12% of current ships, the offshore vessels’ share of Companies in the Blue Maritime Cluster orders for advanced OSVs have been the total number of new ships built in- demonstrated spectacular growth from commissioned from shipyards in Møre. creased from 6% in 2005 to 18% in 2013, 2004-2014 with the total value added in- 2014 and 2015 (in terms of value, the creasing, on average, 13 percent annually WEAKER DEVELOPMENT AMONG share is even higher). The large volumes and reaching NOK 23 billion in 2014. As a EQUIPMENT MANUFACTURERS attract the large Asian shipyards. result, more than 8,000 new jobs were creat- Overall, equipment manufacturers have • Ships and equipment are gradually be- ed in the cluster. That said, by all measures, experienced very weak development over coming more standardised. The cluster’s growth has slowed down signifi cantly in the recent years and have declined in terms of strength lies in advanced, specialised period from 2009-2014. growth, profi tability and market share. It is ships that are manufactured and oper- primarily Rolls-Royce that appears to have ated on a small scale. The benefi ts of spe- PRODUCTIVITY IS HIGH, BUT DECLINING declined in terms of competitiveness and cialisation are most apparent during pe- Productivity in the cluster is high compared which has lost out overall. The other equip- riods of revival. When supply is greater to similar industries in other countries and ment manufacturers are doing well. than demand, specialist companies lose is in line with similar maritime businesses in their competitive advantage as they are Norway. But growth in production stopped SHIPPING COMPANIES HAVE INCREASED competing in areas the products are not after 2009. THEIR MARKET SHARE specifi cally designed for. The shipping companies have increased SHIP DESIGN AND SHIPYARDS ARE their market shares, but have seen weaker COMPETITIVENESS UNDER DOUBLE THE PERFORMING BEST development than their Norwegian compet- PRESSURE Ship design and ship construction have itors over the last three years. After the fall in The cluster’s competitiveness is experienc- shown the best development, especially in oil prices, it appears that the most advanced ing double the pressure, for two reasons: and specialised shipping companies are los- • The competition from standardised recent years. It is also these industries whose ing out the most, as their cost base is higher manufacturers of mass-produced goods global market share is highest: than that of their competitors (see 4b below). in low-cost countries is increasing • The entire offshore industry is becom- • At least a third of all advanced offshore INCREASED COMPETITION FROM ASIA ing steadily more cost and price-orient- vessels are constructed using Møre de- The cluster’s global market share appears ed. The oil companies must reduce their signs to be falling. There are several explanations costs substantially, and this pressure has • 17% of all advanced offshore vessels for this: a downward impact on all oil and gas-re- have, over recent years, been supplied • Measured in terms of the number of lated value chains.

10 Share of the advanced oﬀshore fleet delivered Total (2006-2015) Deliveries of oﬀshore vessels from Norwegian yards from GCE Blue Maritime Yards in Norway 2013-2015 in the GCE Blue Maritime Cluster 25 100%

20 80%

15 60%

10 40%

5 20%

0 0% AHTS- PSV- Subsea/ Total advanced 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 advanced advanced Construction vessels PSV AHTS SEISMIC SUBSEA/CONSTRUCTION Source: Menon/Clarkson Source: Menon/Clarkson

On the other hand, it is conceivable that in- in the future, not only because of the weak to ﬁ shing, aquaculture, offshore wind power dividual high-end niches in which the Møre markets, but also because the sources of its and other specialised maritime operations. businesses operate, such as sub-aqua/con- competitive advantages are less relevant in to- struction, may be less exposed to competi- day’s weak market situation than in the years Innovativeness is down to the following in tion than the broader segments. of revival that are behind us. At the same time, particular: the cluster as a whole has an ability to inno- • high level of local ownership REQUIRES READJUSTMENT AND vate and readjust that can be used to adapt in • the combination of experience-based INNOVATIVENESS the current situation, and develop new prod- and research-based skills There is reason to believe that the maritime ucts and services for other areas of application • openness, faith and a long tradition of cluster in Møre faces some challenging years in the offshore arena, connected in particular collaboration.

Overviw of the results in the report

DECELERATING GROWTH MARKET PRESSURE STRATEGIC CHALLENGES ACTIVITY OVERCAPACITY INTERNATIONAL & PRODUCT DIVERSIFICATION • 13% annual growth in value added • Off shore fl eet has nearly doubled since 2004 to reduce exposure to NCS and/or off shore oil & gas • Value creation reach 23 billion industry • >8000 new employees since 2004

PROFITABILITY FALLING DEMAND IMPROVING OPERATIONAL EFFICIENCY • Declined by 5 pp for cluster since 2008 • 50% decrease in the oil prices to improve the cost position and remain • Volatile operating margins • 23% reduction in the number of active rigs competitive on price • Signiﬁ cant diﬀ erences across segments worldwide

PRODUCTIVITY INCREASED COMPETITION MANAGING THE CAPACITY • Grew by 1% annually since 2009 compared to • Lower demand for advanced ships to reduce costs in the downturn and be able to 92% annual growth in 2004-2009 • 80% of OSV are built in Asia increase capacity when the conditions improve • Worse relative cost position

MARKET SHARES HIGH FINANCIAL RISCS MANAGING COUNTERPARTY RISK AND FINANCIAL • Shipping • International OSV companies have 38% lover DISTRESS RISK • Shipyards leverage • Equipment • High counterparty risks for shipyards

11 R&D

ON TOP OF INDUSTRIALLY ORIENTED R&D

The Blue Maritime Cluster in Møre has, for 182 million on R&D in 2014. Of this amount, expenses, show that the maritime cluster in a long time, strongly focused on the interac- only NOK 3.3 million was received as a public Møre accepts around 25% of all applications tion between research, training and indus- subsidy (1.8%). Every year, Rolls-Royce Ma- on a national basis and this clearly places try. Ålesund University College collaborates rine spends somewhere between NOK 200 the region in the number one spot. The Re- closely with GCE Blue Maritime Cluster and and NOK 300 million in the cluster. Figures search Council of Norway, Midtnorsk forsk- the businesses in the maritime cluster on the from Brunvoll show that it spends around ingsfond and VRI have, over recent years, development of new and useful market-re- NOK 50 million. If we look at the situation distributed several NOK hundred million lated concepts. This research is both neces- overall, it is likely that the 220 businesses in in research funds to the maritime industry. sary with respect to developing better train- the cluster spend well over NOK one billion Innovasjon Norge in Møre and Romsdal ing and as an engine for new innovations. on R&D each year. is clearly Norway’s largest grant-providing body and is almost three times as large THE BUSINESSES RELY HEAVILY ON R&D. TEAMING UP WITH THE PUBLIC as the number two county (Nordland) and The cluster is characterised by its high inno- All the same, considerable resources are number three (Hordaland) on the list. In vation speed and entrepreneurship. Every used up in publicly ﬁ nanced R&D, even 2014, the total amount committed (in loans ship is more or less a prototype. Large parts though no overall summary is available. and grants) by the organisation was almost of the R&D costs in new ship projects are not However, a number of indicators tell us NOK 1 billion. 1 in 4 loans from Innovasjon covered by public subsidies, and are there- something about its scope. Figures from Norge are to industrial businesses in Møre fore not recorded in ofﬁ cial R&D statistics. the SkatteFUNN scheme, which provides and Romsdal. For example, the Ulstein Group spent NOK businesses with tax deductions for R&D

12 GCE - BLUE GCE - BLUE MARITIME CLUSTER SFI SFI MARITIME CLUSTER

CHALLENGES MODELLING DEVELOPMENT USE / TESTING

Vessel Enhanced performance physical (RA1) Arena for Exploration & modelling innovation On-board innovation numerical by virtual systems (RA ∂) methods and proto typing (RA 3) tools (RA Ω) (RA 2) Integrated SFI MOVE - simulator environment MARINE OPERATIONS (RA 4)

In 2014, Ålesund University College was pants through operations in the Arctic, in MARITIME CLUSTER: awarded the prestigious status of Senter deep waters, the installation of wind tur- Farstad Shipping ASA, Olympic Shipping for Forskningsdrevet Innovasjon (SFI) bines, and mining on the seabed. For Nor- AS, Havila Shipping ASA, Rolls-Royce (Centre for Research-based Innovation). way, new knowledge and innovation with Marine AS, Brunvoll AS, Ulstein Inter- This is an eight-year research programme respect to advanced marine operations are national AS, GCE Blue Maritime Cluster, with a budget of NOK 200 million. crucial for large-scale industrial develop- Offshore Simulator Centre AS. ment and increased value creation in the MAIN OBJECTIVE: ocean industries. OIL AND GAS OPERATORS AND TO ESTABLISH A WORLD-LEADING RESEARCH SUPPLIERS: AND INNOVATION CENTRE FOR DEMANDING BUSINESS AREAS Statoil Petroleum AS, Subsea7 Norway MARINE OPERATIONS. • Most demanding marine operations – AS, AMAS-AMC AS, Statkraft AS, Ocean sub-sea, Arctic, all year Installer. SFI MOVE - Marine Operations shall de- • Offshore wind operations – installa- velop knowledge, methods, tools, technol- tion and service INTERNATIONALLY: ogy, prototypes and training for a safe, ro- • Seabed mining operations - innovation University of São Paolo. bust and effective installation of structures and maintenance of equipment in extreme PARTNERS: RESEARCH PARTNERS: sea conditions. Technology and methods Ålesund University College, NTNU, shall open the door to new opportunities MARINTEK AS and SINTEF Fiskeri and for Norwegian industry and other partici- Havbruk AS.

13 R&D CAMPUS ÅLESUND IS GROWING

Norwegian Maritime Competence Centre (NMCC) has been a success for the maritime and marine industries in Sunnmøre. The owners are NTNU ÅLESUND now investing NOK 500 million and are expanding the premises by 15,000 square metres. In January 2016, NTNU will merge with the university colleges of Ålesund, Gjøvik and Sør-Trøndelag. The new uni- NMCC is centrally located on Campus the fourth fl oor in the new NMCC2 build- versity will be Norway’s largest with Ålesund and was offi cially opened by Crown ing. The plan is that all of the nautical busi- 38,000 students and will off er a more Prince Haakon in 2012. Today, the centre is nesses, including all of the simulators and complete range of study options and an important meeting place for skills and course-centred maritime operations, will be more extensive research facilities. The development within the maritime and ma- located in one place from the start of studies new NTNU shall be an international- rine industries. It currently provides around in 2017/2018. ly-oriented university and a multi-campus 800 jobs, dispersed over 23,000 square me- university with its main location in tres. Amongst others, Rolls-Royce Marine «The project will consolidate us as a leading Trondheim and campuses in Ålesund and has its technology and training centre here. national environment for maritime training, Gjøvik. Its main focus will be on technolo- Other tenants include ÅKP, Møreforsking, research and course activity. This special- gy and natural sciences, but there will also Aker Solutions, Offshore Simulator Centre, ist environment has acted as a vanguard be a large number of other departments, Sintef, Brattvaag Elektro, etc. for Ålesund University College, and has including humanities, social sciences, now acquired an important role in NTNU’s economics, medicine, health sciences, INVESTMENT DURING TIMES OF strategic investment in the oceans», says business studies and fi ne arts. The aim is RECESSION Marianne Synnes, Principal of Ålesund to raise natural science and technology The construction process itself started in University College. education in Norway to a high interna- November 2015 and the building is expected to tional level. be ready to move into by the autumn of 2017. SEVERAL NEW TENANTS Along with NTNU Ålesund, the county «Of course, we are not blind to the current municipality also wishes to move the VG2 negative reports from the maritime, oil and gas maritime classes at Ålesund Secondary industries, but we believe that, in this context, School and Ålesund Technical College to we must look far into the future», says Chair- the new building. The international group, man of the Board at NMCC, Leif Arne Langøy. Inmarsat Solutions, will also be moving into the building, as well as Blue Ocean In- BRINGS TOGETHER TRAINING WITHIN novation Arena AS. MARITIME OPERATIONS Ålesund University College (NTNU Ålesund) has signed a lease contract for

14 GCE BLUE INNOVATION GRANT BLUE OCEAN INNOVATION ARENA AS Three million for promising innovation projects in the cluster ÅKP and SIVA are setting up a new company that will contribute to imple- menting the future’s open innovation The maritime businesses in Møre are now vices, areas of use and production methods, arena on Campus Ålesund. Blue Ocean encountering challenging market conditions. and to provide the necessary clarifi cations for Innovation Arena shall be a shared At the same time, we are well aware of the any decisions to prioritise further work and innovations infrastructure for the whole considerable possibilities for the future in resources for the project. These can also be of the marine industry. The arena shall the off shore arena. Many businesses require pilot projects for large research and develop- include the enabling technological fi elds a readjustment, new business models and in- ment projects. of virtual prototyping, big data and 3D creased innovation to meet the challenges. Cave. A high-speed incubator for entre- The innovation company ÅKP and the cluster GCE Blue Maritime Innovation Grant sup- preneurs and growth businesses will also project GCE Blue Maritime Cluster would like ports projects within the following areas: be established. to assist with readjustment and innovation • virtual prototyping/manufacturing and announced, therefore, in October 2015 • big data support amounting to NOK three million for • new products or services idea and project development, mobilisation • new business models/markets of innovation projects, readjustment projects • development of new green projects/ser- and potential projects. vices • conversion to more environmentally- EARLY FINANCING FOR INNOVATION friendly operations PROJECTS In concrete terms, this means that businesses GCE Blue Maritime Cluster received 18 can apply to GCE BLUE Maritime Cluster for applications for Blue Innovation Grants and funds to progress ideas for new products, ser- approved grants for six projects.

ÅSGARD SUBSEA GAS COMPRESSION SYSTEM Pioneers in the simulation of advanced subsea operations

Autumn 2015 saw the last module for Statoil’s The simulator training was carried out on a com- An important task for the cluster programme gigantic subsea compression plant in the Ås- plete ship’s bridge with all the relevant controls GCE Blue Maritime Cluster is to help fi nance the gard fi eld assembled off the Norwegian coast at and systems. Using this, the instructors can, with shared technical infrastructure of the cluster. a depth of 265 metres. The construction is the a few small adjustments, create a small storm, With the help of the innovation framework for size of a football pitch and comprises 22 modules, change the wave height or send in a helicopter Norwegian Innovation Clusters, the Off shore of which the largest weighs 300 tons. Both the to land on the ship that is carrying out the lift. Simulator Centre in Ålesund received NOK one frame and the modules are too big to install in million in 2014 for the development of a subsea a traditional dry or fl oating dock, and the prepa- «Never before has a simulation exercise of such simulator that was used for the Åsgard operation, rations for the lift were therefore simulated in a size and signifi cance been carried out. Integrated amongst other things. fully integrated subsea simulator at the Off shore lift exercises were included for the bridge, crane Simulator Centre (OSC) in Ålesund. The opera- and ROV. In total, over 100 people were trained tion was a great success according to Statoil. with simulators in preparation for operations in the Åsgård fi eld», says Joel Mills, Managing Di- rector of OSC. «Extremely good preparation – simulating in Ålesund has paid The fact that the training can be made realistic in for itself at least tenfold!» simulators represents a large fi nancial saving for the operating companies. According to OSC, the Ole Jørgen Johansen – Project Manager Åsgard entire simulation costs about 2 per cent of the Subsea Gas Compression at Statoil. costs of a traditional exercise.

15 JAN THORMODSÆTER Project Manager THE COMPETANCE PROJECT THE COMPETANCE THE COMPETANCE PROJECT 2015

The steering committee of GCE Blue Mar- training in combination with unemploy- and/or for further training during tempo- itime Cluster reported earlier in 2015 that ment compensation/lay-offs. rary leaves of absence, but to wait until after there is a need for new competance during restructuring. Specifi c measures will be re- the coming downturn in the maritime indus- The businesses reported different require- assessed in 2016. try. In the same period, the Søre Sunnmøre ments, but there was also a clear need for Maritim Association (MAFOSS) received some specifi c measures, and some areas ENGINEERS/TECHNICAL PERSONNEL: worrying reports from several businesses were specifi cally identifi ed. The survey revealed a need for the training regarding severe limitations in next year’s and further training for engineers. In col- apprenticeship admissions. In light of this YOUNG PEOPLE/APPRENTICESHIPS: laboration with Ålesund University College, common awareness of the situation, the In collaboration with the regional munic- we have prepared a course prospectus with decision was taken to establish a joint com- ipalities of Møre and Romsdal, MAFOSS courses that will start in autumn 2015 and petance project. The fi rst stage was to imple- established a pilot project which gathered spring 2016. ment a round of interviews and carry out a apprentices from Rolls-Royce Marine, the survey to map the needs and desires with Ulstein Group and Kleven for an intense pe- MANAGEMENT: respect to measures to increase skills in the riod of courses throughout the autumn and In autumn 2015 a restructuring package was industries. into part of winter. They rotated between the prepared for managers in maritime indus- different businesses during this period, and tries with topics such as fi nances, leader- – «The businesses reported back that in were involved in production work with spe- ship, law and marketing. Three course days the challenging times ahead it was im- cifi c work for the various participants. The on strategic positioning and marketing were portant to retain and strengthen the pilot project was very well received and the held in 2015. New management courses are skills of their employees. Our task is project may have the potential to produce a scheduled for 2016 to provide the basis for measures to standard solution for how to resolve learn- increase skills in the businesses», says ing challenges in recessionary times in other R&D: project manager Jan Thomodsæter. parts of the county and within other indus- In this area, most businesses reported a trial contexts. signifi cant need for courses on systems for In tandem with the survey, talks were held grant schemes and specifi c tips for writing with providers to set up courses, seminars SKILLED WORKERS/PRODUCTION applications to be submitted for public fund- and training sessions aimed at maritime WORKERS: ing. Several seminars were held in 2015 and businesses. In addition, work was carried The businesses reported back that there was more are scheduled for 2016. out to clarify with NAV the use of funds for a need to send skilled workers on courses

16 STRATEGIC POSITIONING AND BRANDING

Many businesses are now engaged in a process of readjustment and strategic positioning, a process in which branding and communication are important disciplines. Over the course of the year, GCE Blue Mar- itime has invited all of the businesses in the cluster to a free, half-day course covering these topics. The courses are based on the individual company’s marketing challenges. The aim is for the participants to become more confi dent with their own marketing work and to recognise how off shore activities can be used in their own branding. The course should provide inspiration and information on best practice from some of Nor- way’s best in the fi eld. Businesses receive specifi c input regarding their own plans - with respect to customers, in marketing material, in the media and with respect to their own employees.

WIDE RANGE OF COURSES

Since the spring of 2015, GCE Blue Mari- time Cluster and Mafoss have been collaborating to put in place various measures to enhance the skills of managers and other employees in the maritime cluster. In collaboration with Ålesund University Col- lege and other course providers, a course BIG DATA COURSES prospectus was prepared in the autumn of 2015 with specially adapted and meeting-based courses and seminars within the Few things are progressing as quickly making better decisions, reducing down- fi elds of big data, virtual prototyping, 3D as the digitalisation of our society. Ac- time and planning maintenance. modelling, systems engineering, manager cording to IBM, 90% of the data available development and strategic communica- in the world today has been created over GCE Blue Maritime Cluster and Ålesund tion. The courses are being off ered to both the past two years. Enormous amounts University College have set up a series of employees and staff on temporary leaves of of data offer huge opportunities, and courses in which lectures and concrete absence from the businesses and are large- knowledge of big data is increasingly im- «cases» from the maritime industry will ly fi nanced by GCE Blue Maritime Cluster. portant. Insight into and analysis of large show how analysing large quantities of amounts of data are considered crucial data, using different variations of data The fi rst courses started in autumn 2015 factors for maintaining and increasing types, calculating the reliability of data and many others will follow in 2016. competitiveness in the years ahead. and using data in real time can infl uence how we position yourselves with respect Within the maritime sector, the Big Data to the future. The fi rst course started in analysis is a tool for reducing risks, November 2015.

17 NETWORKING

GCE BLUE MARITIME’S

PioneeringANNUAL the Blue CONFERENCE

A lot was expected from this year’s cluster opment hitherto. Dr Steffen Knodt from the There was a lot of excitement before the conference. In a challenging market situa- Deep Sea Mining Alliance in Germany ex- new cluster analysis was announced. For tion for many maritime businesses, there plained how the work is carried out, who is the first time, the maritime cluster in Møre was great advance interest in the new mar- involved and how this is likely to develop in was compared to national and interna- ket analyses and cluster analyses. A record the years to come. tional competitors. Menon Business Eco- number of participants had registered and nomics carried out the analysis work. It there were long waiting lists this year. Chief Analyst at Nordea Markets, Gaute shows that the cluster has enjoyed colossal Langeland, said that Norway was in the growth since 2004 and has more than tre- The 250 participants assigned a place ﬁ rst re- throes of a tough, extensive and deep reces- bled its turnover in ten years. The number ceived an introduction by Karl Almås who sion. Interest rates are on their way down and of employees has increased by 7,000 in the is a member of the steering committee of the Norwegian krone will remain at a low lev- period. Since 2009, however, production OECD’s «The Future of the ocean economy el for a good while yet. This is good news for growth has halted and operating margins project». This project will provide guide- export businesses in an otherwise difﬁ cult have fallen substantially. The cluster’s lines for the policies of many countries for situation. Lars Lysdahl from Rystad Energy businesses are clearly doing better that years to come and will have consequences stressed the sharp stop in oil investments and their competitors, but there are signs that for how the oceans’ resources are used. the extensive overcapacity of offshore service their lead is about to be whittled away. vessels. But the price of oil will increase and Deep sea mining is an interesting market reach USD 100 per barrel in 2020, according segment, but one that has seen little devel- to forecasts from Rystad Energy.

18 MEETING PLACES AND NETWORKS

One of GCE Blue Maritime Cluster’s most important tasks is to create meeting places where new knowledge can be shared and new networks created. All of our events are open and participation is oﬀ ered to all businesses in the cluster.

CONFERENCES: GCE Blue Maritime’s annual conference, the Haram conference, Fosnavåg conference, Mørebenk conference

SEMINARS: SMB forum, With Inside Information, Tech Focus, Human Factor, Marsem

COURSES: Strategic positioning and branding, big data, virtual prototyping

TECH FOKUS GCE BLUE MARITIME WITH INSIDE CLUSTER’S ANNUAL INFORMATION Three full-day Tech Focus seminars were MEETING held in 2015 on the subjects of maritime Over the year, a total of four seminars have condition monitoring, maritime lighting The ﬁ rst annual general meeting of the GCE been organised in the series entitled With and smart production. In June, ÅKP and Blue Maritime Cluster was held on 25 Sep- Inside Information. The seminars provided the college hosted a visit from Professor tember 2015. The agenda included adoption updated market information on countries Nils Henrik Mortensen and his team from of the statutes, election of the steering and regions such as Turkey, East Asia, the Denmark’s Technical University in Copen- committee and information regarding ac- Americas, Russia, Germany and the Nether- hagen. Mortensen and his staﬀ held a very tivities. The new chairman of the steering lands. Some of these have been arranged in interesting seminar on the subject of new committee is Gunnar Hareide. collaboration with Innovasjon Norge, and production methods and how businesses the series of seminars will be continued can develop customer-adapted products next year. Well over 100 people took part at the same cost as mass-produced goods. in the seminars in 2015. The seminar was held under the title Tech Focus and interest was enormous with ap- prox. one hundred participants. Over 200 people took part in Tech Focus in 2015.

19 KNOWLEDGE LINKS KNOWLEDGE

INTER-CLUSTER COLLABORATION

GCE Blue Maritime Cluster enjoys broad oil technology environments GCE Node and INTERNATIONAL NETWORKS and vigorous collaboration with a number of GCE Subsea. The excellent collaboration Last year, GCE Blue Maritime Cluster worked technology and industry environments both with NCE System Engineering Kongsberg with selected technology and knowledge envi- nationally and internationally. The excellent and the manufacturing environment con- ronments, such as Silicon Valley and Boston, collaboration with technology clusters in cerning NCE Raufoss is also on-going. The to set up new knowledge links. The work to es- Norway continues. This is especially true clusters have complementary technology tablish Blue Ocean Innovation Arena involved when it comes to the big data environment skills and a range of common challenges. The linking up with powerful environments with- and NCE Smart Energy in Halden, and the leaders of the clusters meet on a regular basis. in VR technology in France and Great Britain.

CLOSE LEGASEA, NORWEGIAN COLLABORATION ROOMS AND IKUBEN Møre and Romsdal has many strong industry environments and clusters. The bioma- rine cluster LEGASEA, the furniture cluster GCE Blue Maritime Cluster collaborates with GCE Blue Maritime Cluster chairs the board. Norwegian ROOMS and the industrial a number of organisations within the industry cluster iKuben are examples of these. In a and business world on specifi c projects and GCE Blue Maritime Cluster is a member region where these clusters are important activities. In Møre, we collaborate closely of both INTSOK and Norwegian Maritime additions to the strong maritime industry, with Mafoss, Maritimt Forum Nordvest, Ungt Exporters (NME) and works with these indus- we are now looking for synergies between Entreprenørskap (UE) NHO and LO. This is try organisations. INTSOK, which is an amal- the diff erent industry clusters. The key primarily in joint recruitment projects and gamation of Norwegian oil and gas partners, words are skill division and collaboration. providing knowledge to young people. We provides analyses to the annual conference Work is ongoing with several crossover are also collaborating with the organisations and is a sparring partner in diff erent projects. projects, both between businesses and «Norges varemesse» and «Nor-Shipping» in We have collaborated with NME in relation to clusters and also purely inter-cluster work. relation to Ocean Industry Talents, in which diff erent international trade fairs.

20 GLOBAL INNOVATION WINNERS

What does it take for a Norway-based enter- amongst our partner enterprises, but we can in Ålesund that attracted numerous cluster prise to become a winner on the global mar- still improve by learning from the best inno- enterprises and entrepreneurs. ket? How can the clusters help Norwegian en- vation environments in the world. We want to terprises utilise new knowledge, increase the link up with world-leading skills environments For the clusters, it was all about understand- rate of innovation and become more eff ective? such as Silicon Valley and Boston in order to ing the global framework conditions and me- Along with several other Norwegian technolo- increase our knowledge and defi ne some spe- ga-trends so that the enterprises can capitalise gy clusters, GCE Blue Maritime is taking part in cifi c, shared R&D projects», says Per Erik Dalen on «Norwegian advantages». The clusters must the «Global Innovation Winners» project. One of GCE Blue Maritime Cluster. improve skills and help the partner enterprises of the aims of the project is to create awareness establish collaborations between the Norwe- in the cluster of the critical success factors that Several workshops and collaboration projects gian clusters and also with the world-leading characterise global innovation winners and have been held and implemented and more skills environments. If we want to be one of how we can utilise their knowledge. are in the pipeline. On 17 March, the inter- the best, we must collaborate with the best. «In the maritime cluster in Møre, we have nationally recognised innovations expert and Nationally and internationally. a number of «global innovation leaders» author Tristan Cromer took part in a seminar

NTNU

In 2016, NTNU will merge with the university colleges in Ålesund, Gjøvik and Sør- TURKISH COASTER FLEET RENEWAL PROJECT Trøndelag. The new university will be Nor- way’s largest, with 38,000 students, and will GCE Blue Maritime Cluster has, for many years, wegian participants were GIEK, Eksportkreditt off er a more comprehensive range of study worked to lay the groundwork for Norwegian and representatives from the maritime cluster options and greater research facilities. The equipment suppliers to be able to collaborate in Møre. Turkey has put in place a good «ac- merger will mean that the industry clusters with Turkish shipowners and shipyards. In July, quisition scheme» that will help ensure that in Møre and Raufoss will be linled even a workshop was held in Istanbul with a view to its coaster fl eet is replaced with new, modern more closely to Norway’s most important securing Norwegian participation in its «Turk- vessels. Norway can contribute fi nancing for technological research environment. ish Coaster Fleet Renewal Project». This was this construction programme linked to Norwe- addressed by the management of the Turkish gian equipment packages. The parties are still Chamber of Shipping, with whom GCE Blue in dialogue. Maritime signed an MOU in 2014. The Nor-

21 YOUTH RECRUITMENTS YOUTH

OCEAN TALENT CAMP MØRE 2015

The region’s largest recruitment event aimed knew what we do, and those to whom we COLLABORATION at young people from secondary schools in were completely new. We have now provided 10 secondary schools took part in this year’s Møre and Romsdal took place on 23 Sep- an insight into what we do, and demonstrat- Ocean Talent Camp in Møre. The camp offers tember at Campus Ålesund. 2,500 pupils ed that there are many career opportunities pupils an education programme consisting and students received a taster of the oppor- within our industry», says Robin Halsebakk of preparatory work, tasks during the visit tunities offered by a career in the maritime of Sølvtrans. and subsequent work that provides extra industries. knowledge of working life and the society we TEACHERS’ LOUNGE live in. A talent test will also help you iden- LIVE LOCALLY, WORK INTERNATIONALLY New this year was the Teachers’ Lounge, tify your own interests. Ocean Talent Camp At Ocean Talent Camp, students gain a good where teachers can take a breather, meet Møre is a collaboration between Ålesund insight into training and career opportuni- colleagues and get information about the off- University College, Fagskolen i Ålesund, ties in the offshore industry. Around 30 busi- shore industries. Two mini-seminars were GCE Blue Maritime Cluster, Mafoss and nesses and organisations were exhibitors at held during the day, the topic of which was Maritimt Forum Nordvest. this year’s camp. the market situation in the offshore industries. The teachers also had the opportunity «We have had a great day, with many commit- to visit the Rolls-Royce Marine Training and ted young people – both those who already Technology Centre.

22 RECORD NUMBER OF APPLICATIONS TO ÅLESUND UNIVERSITY COLLEGE

Ålesund University College beats all pre- vious records with this year’s number of applications. With an increase of almost 15%, Ålesund is one of the best colleges in the country. The increase is approximately double the national average. There is a big increase in many of the engineering courses, such as automation technology and product and system design. Nautical science is the most poplar course with 7.6 applications for each place. From 2016, Ålesund University College will merge with NTNU.

OCEAN INDUSTRY TALENTS

Industry Talents, GCE Blue Maritime Cluster in the maritime industries. Another aim is to closer links with local industrial businesses. has, along with other participants in the mari- contribute to increased recruitment for the Haram og Spjelkavik VGS had previously been time industries, joined forces to carry out sys- maritime professions. Throughout 2015, we approved as an Ocean Industry School. tematic, binding and long-term recruitment have focused on promoting collaboration be- Focusing on young entrepreneurship, lecturer work. The aim is to provide young people in tween colleges and the business world. Ulstein gatherings and recruitment events are exam- Møre and Romsdal relevant knowledge re- Secondary School became an Ocean Industry ples of measures anchored in Ocean Industry garding training and vocational opportunities School in 2015, and will in future forge even Talents.

THE «FUTURE LIES IN «YOUR MARITIME FUTURE» THE OCEAN» CAMPAIGN TECHNOLOGY AND ENGINEERING COURSE

ÅKP has been a collaboration partner of GCE Blue Maritime Cluster and several prin- neering profession in a world-leading mari- Momentium for many years and they are cipal businesses in the cluster organised time cluster. Using theory, visits to compa- working together on many campaigns a motivational course for the engineering nies and social events, we hope to motivate that increase the attractiveness of the profession. In 2015, the course was held in young people to undertake advanced tech- region. This year we profi led the oppor- February. The organisers of the course were nical training and fi nd a place as resource tunities off ered by the sea at the Jugend- VARD, the Ulstein Group, Kleven and Rolls personnel in the maritime cluster at the end fest in Ålesund on 22 and 23 August. We Royce Marine, along with the organisations of their studies. made three fi lms about the sea that were Mafoss and GCE Blue Maritime. The course shown to 20,000 spectators at the stadi- is normally held twice a year, with 16 students This year also involved an outing to Trond- um and the fi lms had over ten thousand per class. Participating schools are Fagerlia, heim and visits to NTNU and Marintek. As- diff erent viewings on social media. We Volda, Spjelkavik, Haram and Ulstein. sessments of the course show that it is very also ensured that people got home safely well received by the students and that over in «We link Møre with buses». The course provides a good introduction 50 per cent of the participants go onto work into the opportunities off ered by the engi- as engineers.

23 REPUTATION

A GOOD REPUTATION PRESS, HOSTING AND COMMUNICATIONS

Strategic positioning and branding are In a global maritime industry characterised becoming increasingly more important by ﬁ erce competition, a company’s reputa- to secure competitiveness for the future. tion can be critical to ensuring recruitment Research shows that a good reputation of talented and skilled workers, good mar- increases corporate worth. A company’s ket access and a good relationship with the social responsibility, executive positioning press and interested organisations. The and appropriate use of social media are GCE Blue Maritime Cluster works actively perceived as important elements of a com- to build a good reputation for its maritime pany’s work. cluster in Møre.

24 NEW WEBSITES

GCE Blue Maritime Cluster’s home page is its most important channel of communication, so it was upgraded in the autumn of 2015 to function as a viable modern website. The new communication platform shall help the cluster project communicate with the most important target groups.

PRESS RELATIONS

A number of meetings are conducted annually with Norwegian and international press. This 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.

ACTIVITIES THAT WORKSHOPS DIGITAL STRENGTHEN OUR OVERALL REPUTATION: IN STRATEGIC MARKETING POSITIONING AND • Contact with the press, and Facebook, Twitter, LinkedIn and Google organised trips for the press BRANDING has for many years been used actively to • Workshops in strategic positioning build a good reputation for the maritime and branding GCE Blue Maritime Cluster conducted cluster in Møre. A new research and inno- • Hosting delegations from home three workshops in 2015 that focused on vation project that looks at digital mar- and abroad strategic positioning and branding for keting in the marine industry has been • Marketing and communications maritime companies. The workshops were implemented that aims to increase know- activities based on the specifi c marketing challeng- ledge about new and important changes in • Newsletters, websites and social es faced by each company. The goal was this fi eld. We will also off er workshops on media for participants to strengthen their own digital marketing and targeted use of marketing work and see how the ocean social media to the members of the cluster. can provide opportunities for marketing and branding at their own companies. The workshop inspired the participants Find us at: and emphasised best practice in some of Twitter Norway’s most important companies in Facebook the fi eld. The companies receive specifi c LinkedIn input on their own plans where customers www.bluemaritimecluster.no are concerned and about marketing materials directed at the press and within their own companies.

25 ECOWINDS

ECOWINDS

ÅKP and Aalesund University College have cepts and a joint action plan with strategies equipment and services to European wind been participating in an EU project known for cost reductions and further development parks and operators. There seems to be great as ECOWindS for the past three years. The of the industry. interest in further commitment among sev- partners in the project belong to the offshore eral of these stakeholders, which is a desig- wind clusters in the United Kingdom, Ger- The closing conference for this was conduct- nated objective of the offshore wind strategy. many, Denmark and the maritime cluster in ed in Lowestoft, United Kingdom in Septem- The ECOWindS Consortium is renegoti- Møre. The EU allocated approximately EUR ber. More than 100 participants attended ating the project as we speak based on the 1.9 million to this project. to listen to speeches by DNV-GL, Vestas, strategies that have been developed for the Siemens and others on topics such as cost project. This includes plans to develop test- One of the objectives of the project has been reduction and innovation. Ulstein Design ing facilities within virtual prototyping that to increase innovation capacity and develop & Solutions, Recogni, Offshore Simulator have been adapted to the offshore wind in- regional strategies for offshore wind Center and the Ålesund University College dustry and maritime renewable energy in services based on a common plan of action also participated in the conference, which general. and international cooperation strategy for lasted two days. these regions. Read more about the EcoWinds project here: A number of important stakeholders from www.ecowinds.eu An innovation catalogue has also been de- the cluster participated during the project veloped that contains 32 innovation con- period, delivering vessels, designs, deck

26 RONOMAR II

This project is being funded by Norway including making existing industries green- Grants and the Green Industry Innovation er, and stimulate green innovation and green Programme Romania. The Green Industry entrepreneurship. Innovation Programme Romania has allocated EUR 26.6 billion to 53 projects and ÅKP is a partner of the BUILDING ECO- shall contribute to the reduction of economic INNOVATIVE TOWAGE CAPACITY pro- and social disparities in the European Eco- ject. The project aims to build a «green» nomic Area (EEA) and strengthened bilater- tugboat. ÅKP’s role in this is to be the liai- al relations between Norway and Romania. son between environments in Romania and The programme’s objective is to increase suppliers, authorities and the knowledge the competitiveness of green enterprises, environment in Norway.

27 FUTURE

BLUE OCEAN

TheINNOVATION innovation platform of the future ARENA

Ålesund University College (NTNU), the Offshore to commercialise the oceans. Here, companies and Simulator Centre, ÅKP and Siva have come together research organisations can work together to develop to implement the innovation arena of the future in the next generation’s technological solutions. Ålesund. Blue Ocean Innovation Arena is a joint The aim is to stimulate innovation and make the innovation infrastructure for companies that wish production process more effective.

28 BACKGROUND: other industries and must be implemented MAIN GOAL: The maritime cluster in Møre is of global in the vessels. At the same time, the expe- To create a unique innovation arena which, importance within the ﬁ elds of design, pro- rience-based innovation platform is chal- by using new technological knowledge and BLUE OCEAN duction and operation of advanced vessels lenged by global value chains where knowl- infrastructure, will create rapid and cost- for the international offshore energy sector. edge does not naturally ﬂ ow back to the effective innovations for offshore industries Since the 1970s, the technology has been cluster core as it once did. The North Sea has developed in close collaboration with the become less important and Statoil is also ap- The arena includes three enabling areas of INNOVATION ARENA participants on the Norwegian continental plying the brakes and introducing measures technology: The innovation platform of the future shelf. The cluster has been characterised by designed to reduce costs. For the cluster to • virtual prototyping its high innovation speed, high level of expe- grow in this region, it is therefore dependent • big data rience-based skills and aggressive shipown- on high innovation speed and a reduction in • 3D CAVE/3D wall ers. The vessels are becoming ever more ad- costs. Contributing to a revived innovation vanced and today the market for them spans platform to face the new challenges is an It will be possible to use these technologies the whole world. important part of GCE Blue Maritime’s task. to stimulate innovation prior to: • design review As the vessels become more complex and OUR IDEA IS: • operational optimisation the markets grow, primarily internation- To create the future’s open innovation arena • high speed incubation ally, the cluster faces challenges on several for all industries. fronts. New technology is being developed in

29 FUTURE

AREAS OF APPLICATION FOR THE BLUE OCEAN INNOVATION ARENA: VISUAL VERIFICATION: ment. These areas can be monitored contin- System simulation Virtual prototyping enables companies to uously and if they are linked to other sourc- A framework for the simulation of mar- test new concepts, engineering and produc- es of unstructured data, this forms the basis itime systems. The aim is to develop tion solutions by exploring the solutions vir- for state-based maintenance, input for new generic models which the industry can tually before they are constructed. The arena designs, and new market models. We also adapt to its products. can also be used for testing new production believe that it will be possible to instrumen- lines and for preparing for automation. This talise the entire offshore area where data Visualisation is especially important in a process of indus- can be used to monitor different biological Advanced visualisation and simulation trialisation. stocks and the environment. environments exist today in connection with the planned arena. We are now see- VERIFICATION OF CHARACTERISTICS HIGH SPEED INCUBATION ing a rapid development of virtual reali- («VIRTUAL TRIALLING») The start-up of a new business often begins ty (VR) and «augmented» technology. In Ship design is to a large extent about con- with one form or another of hypothesis con- this fi eld, importance will be attached to fi guration. Thrusters, machinery, cranes, nected to a new possibility. It is crucial to have tools for the development of new appli- winches, the hull, etc. all come together such hypotheses tested as quickly as possible. cations. to form new solutions for vessels. Work is We are convinced that such an arena can be carried out to develop a common standard used to visualise ideas and involve customers Demonstrations for the simulation of maritime systems that and networks. Speed is crucial for effective in- The arena can be used as a centre of enable a behavioural model of the new ship cubation and the arena can become a central knowledge for offshore activities. Visi- to be created as it is being designed. The pur- tool for accelerating the processes. tors can study ships, installations on the pose is to further develop prototyping as a seabed, ocean currents, shoals, etc. The mechanism for innovation. Technology of TRAINING arena will be a showcase for the offshore this nature makes it possible to take a virtual The arena is a centre for training in 3D and industries where the companies can ex- tour before the ship is constructed. Perfor- associated technology for Ålesund Univer- hibit their products and services. mance and consumption can be tested. The sity College/NTNU. Virtual prototyping re- technology can be used from the sales phase quires three fundamental disciplines. The arena is an instrument for increased until engineering takes place. innovation speed, but also for accelerated 3D modelling incubation, research and a showcase for the VISUALISATION OF BIG DATA Investment in the latest for 3D modelling maritime and marine cluster. The ship has a full complement of sensors tools that afford engineering students with respect to machinery and the environ- fi rst-class training.

30 31 FOTO: GCE BLUE MARITIME CLUSTER, HØGSKOLEN I ÅLESUND, KRISTIN STØYLEN, TONY EKORNES, HALL, SINTEF, LEGASEA, ISTOCK PHOTO, ADOBE STOCK, FARSTAD , SUNNMØRSPOSTEN. DESIGN: HAVNEVIK SHIPPING,

THE MARITIME CLUSTER IN MØRE

13 DESIGN COMPANIES 20 SHIPPING COMPANIES 14 SHIPYARDS 169 SHIP EQUIPMENT SUPPLIERS 22 500 SKILLED EMPLOYEES 55 BILLION NOK IN TURNOVER (2014)

Borgundveien 340, 6009 Ålesund, Norway · Tlf +47 70 32 92 00 · [email protected] · www.bluemaritimecluster.no