Maribe in Numbersin Numbers

UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS

MARIBEMARIBE IN NUMBERSIN NUMBERS

11 PARTNERS from

7 EUROPEAN COUNTRIES

4 SEA BASINS MEDITERRANEAN, BALTIC, ALTANTIC & CARIBBEAN

24 BLUE GROWTH/BLUE ECONOMY COMBINATIONS

9 PROJECTS

2 ADVISORY SESSIONS

MARINEMARINE INVESTMENT INVESTMENT FOR FORTHE BLUETHE BLUE ECONOMY ECONOMY

MARIBE PROJECT BOOKLET: WORKPACKAGES, CASE STUDIES AND RESULTS

Project coordinator

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

Contents Partner Organisations and List of Abbreviations ...... 2

Introduction ...... 3

WP Summaries ...... 6

Work Package -‐ 4 Socio-‐Economic Trends and EU Policy in the Offshore Economy ...... 6

WP 5 -‐ Te chnical and -‐ Non technical Challenges, Regional and Sectoral...... 9

WP 6 -‐ In vestment community consultation and commitment...... 10

WP 7 -‐ Business Model Mapping and Assessment...... 14

WP 8 -‐ Assessment of the potential of combinations of maritime activities ...... 17

Project Descriptions (WP 9 & 10) ...... 20

Case Study 1: Floating wind & wave ...... 21

Case Study 2: Aquaculture & floating offshore wind ...... 22

Case Study 3: Floating shipping terminal & aquaculture ...... 23

Case Study 4: Floating shipping terminal & Wave ...... 24

Case Study 5: Wave & offshore aquaculture ...... 25

Case study 6: Offshore aquaculture & Wave ...... 26

Case study 7: Offshore floating wind & wave ...... 27

Case Study 8: Offshore fixed wind & aquaculture ...... 28

Case Study 9: Offshore floating wind & desalination ...... 29

Contact Details ...... 3 0

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 1

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MARIBE project partners :

List of Abbreviations ABT AquaBioTech Group BE Blue Economy BG Blue Growth BMI Business Models Inc. BVG BVG Associates DLO Dienst Landbouwkundig Onderzoek, Wageningen University EC European Commission EU European Union FAO Food & Agriculture Organisation of the United Nations FPP Floating Power Plant GPMG Grand Port Maritime de Guyane HWU Heriot-‐Watt University MaREI Centre for Marine and Renewable Energy Ireland MARIBE Marine Investment for the Blue Economy MSP Marine Spatial Planning MUS Multi-‐use of space MUP Multi-‐use platform O&M Operation & maintenance UC Universidad de Cantabria UCC University College Cork UCCAL UCC Academy Ltd WP Work package

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 2 agreement No 652629

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Introduction Our oceans are important drivers of economic growth. They provide natural resources, access to trade and transport and opportunities for leisure activities. According to the European Commission, the 'blue' economy represents roughly 5.4 million jobs and generates e a gross added valu of almost €500 billion a Introductionyear. They also state that there is potential for further growth; something which has been demonstrated by Our the oceans recent are announcement important drivers by the of Port economic of Cork growth. that They their provide profits for 2015 have increased by 79% natural . resources, access to trade and transport As maritime and activity opportunities increases, for leisure activities. however, According so does to the the competition European for Commission, the 'blue' space as coastal areas become economy represents roughly 5.4 million jobs and generates e a gross added valu of almost €500 billion a overcrowded. This led the European Commission to publish a call in 2014 asking researchers to prepare for year. the They ‘future also state innovative that offshore there is potential economy’. for Expecting further economic growth; activities something which has been demonstrated by to move further offshore as the competition recent announcement for space by increased, the Port this of call Cork was that designed their profits to for 2015 have increased by 79% promote . smarter and more sustainable use of As our maritime seas. activity increases, however, so does the competition for space as coastal areas become overcrowded. It was in This response to led this the call that the European MARIBE Commission project was to initiated publish a with call in 2014 asking researchers the to aim prepare for of promoting growth and the jobs ‘future within innovative the Blue offshore . Economy An -‐ 18 month economy’. project Expecting funded economic under the activities European to move further offshore as Commission’s Horizon competition for space increased, this call was designed to promote smarter and more sustainable use of 2020 programme, MARIBE is led by the MaREI Centre in University College Cork. A total of 11 partners from our Ireland, seas. United Kingdom, Belgium, Spain, Italy, Malta and the Netherlands contribute to the project.

It was in response to this call that the MARIBE project was initiated with the aim of promoting growth and jobs within the Blue . Economy An -‐ 18 month project funded under the European Commission’s Horizon 2020 programme, MARIBE is led by the MaREI Centre in University College Cork. A total of 11 partners from Ireland, United Kingdom, Belgium, Spain, Italy, Malta and the Netherlands contribute to the project.

©European Union 2014

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 3

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MARIBE is particularly interested in promoting smarter and e more sustainable us of the sea through the sharing of space. It has investigated the potential of combining the activities of different maritime sectors in the same place or on a specifically built platform in order to make more efficient use of space and resources. It s pay particular attention to new and emerging industries that can benefit greatly from the synergies created, increasing their chances of survival and enabling future growth. These sectors are often referred to as Blue Growth industries; Marine Renewable Energy, Aquaculture, Marine Biotechnology and Seabed Mining. By developing Blue Growth industries and encouraging smarter use of our seas, MARIBE hopes to fulfil its aim of promoting jobs and growths.

In order to achieve its aim, MARIBE began by undertaking a contextual study of Blue Growth sectors. Each sector was reviewed from a business lifecycle and socio-‐economic perspective. A review of the policy and planning frameworks that applied to the sectors was conducted. The current investment environment in Blue Growth was assessed and best practices as well as key barriers to investment were identified. In parallel, the business models that lie behind Blue Growth industries were analysed and mapped. Finally, a study of the technical and non-‐technical barriers facing Blue Growth sectors was also conducted. This last study looked at barriers by sector but also by combination, identifying the barriers that existed when two sectors shared marine space or multi-‐use platforms. This study was fed in part by an examination of key FP 7 projects that -‐ focused on multi use of space -‐ or multi use platforms.

©MERMAID project ©TROPOS project ©MERMAID Project

'Images are from two of the FP7 projects examined, the MERMAID and TROPOS projects.' Building on this contextual study, MARIBE then assessed the potential for each of the Blue Growth sectors falling within its scope to combine their activities with those of other Blue Growth or Blue Economy sectors. The potential for combination was rated from a technical, environmental, -‐ socio economic, financial and commercial perspective. This resulted in the identification -‐ of a list high potential combinations which were then shortlisted in liaison with the European Commission. This short list formed the basis for the selection of 9 case studies of combination concepts that were undertaken in WP 9 & 10. MARIBE engaged with industry partners to conduct these case studies. In cooperation with the selected companies, 9 multi-‐ use of space or multi-‐purpose projects have been advanced. The consortium has used its diverse expertise to assist the stakeholders involved in preparing for the next phase of the project’s development. This included developing a feasible business plan and financial projections for the project.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 4 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

To maximise the opportunity for each project to develop a robust business case, projects were pitched to an independent panel of experts. Echoing a Dragon’s Den style pitch, the companies involved presented their business case to the panel which included representatives from Ernst & Young, Black &Veatch, DNB Norway, Scottish Investment Bank, ORE Catapult, International Energy Agency as well as relevant trade associations including the European Aquaculture Society, Federation of lture European Aquacu Producers and the World Ocean Council. The event, which was held in Brussels on the 15-‐16 of June 2016, gave the companies an opportunity to communicate their projects to industry experts and receive impartial advice. Their feedback was recorded and incorporated when revising the final reports of each project. The following booklet describes the MARIBE project in more detail offering an overview of the core work packages as well descriptions of all of the case studies that were undertaken.

In a report delivered directly to the European Commission, MARIBE has recommended that further funding should be given to the MUS/MUP sector. Following our review of the funds invested to date by the commission and the MARIBE case study projects investigated, and through detailed business planning of the next stages in development, we recommend that a series of calls for proposals are funded with a budget of the order of €120 million in the next round of Horizon 2020 funding calls to promote Multi-‐use of space projects. This would successfully move MUS and MUP projects through the so-‐called valley of death and would develop projects that use our seas in a smarter and more sustainable way. Therefore, we will collectively ensure Blue Growth jobs and growth in a timely manner.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 5

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Work Package Summaries

Work Package 4 -‐ Socio-‐Economic Trends and EU Policy in the Offshore Economy

Leader -‐ Heriot-‐Watt University (HWU); Kate Johnson Contributing Partners -‐ ABT; BVG; DLO; ECoast; FAO; HWU; SU; UCC, UC, BMI, UCCAL WP4 Objectives: The aim of WP4 was to set the context for business plans in the maritime economy to be developed in subsequent work packages. The objectives were initially threefold.

• First, to research and identify the workings of significant maritime business sectors and their respective positions in the business lifecycle from inception to maturity and closure. • Second, to undertake a socio-‐economic review of the existing and anticipated business sectors under study with a focus on employment. • Third, to determine the policy and planning frameworks which might apply to ‘Blue Growth’, or be developed, in the four sea basins of interest (Atlantic; Baltic/North Sea; Mediterranean; and Caribbean).

As the MARIBE project developed an additional, fourth, WP4 objective was introduced to make a socio-‐ economic analysis of proposed combinations of maritime businesses to be taken forward to development in WPs 8, 9 and 10.

WP4 Methodology: The first task in the WP4 process was to identify the maritime business sectors to be included in the study and their classification. Five industries identified at early stages in their lifecycles were classified as ‘Blue Growth’ sectors:

1) Aquaculture 2) Energy (wave and tide) 3) Energy (offshore wind) 4) Biotechnology 5) Seabed Mining.

Another four industries identified at mature stages of their lifecycles were classified as ‘Blue Economy’ sectors: 1) Fisheries 2) Offshore Hydrocarbons 3) Shipping 4) Tourism. Suitably qualified ‘Sector Leaders’ were appointed from among the contributing partners. The leaders were responsible for reporting on their allocated business sector working to a standard template prepared by the WP4 leader and agreed by them. A paper on business lifecycles was researched, written and distributed to contributors by the WP4 leader.

At the same time work started on the policy and planning review with the appointment of ‘Basin Leaders’ for each of the four European sea basins under study -‐ 1) Atlantic; 2) North/Baltic Seas; 3) Mediterranean and 4) Caribbean. Each leader sponsible was re for reporting on their allocated basin working to a standard template prepared by the WP4 leader and agreed by them. Common lessons by sector and basin were regularly reviewed in the process and at the end. The WP4 e sector and basin reports wer subsequently used in the process to select and analyse the combinations in WPs 8, 9 and 10.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 6 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

WP4 Deliverables: The Deliverables required of WP4 were initially fivefold. Three deliverables were listed as resulting from the sector socio-‐economic reviews describing first the baseline and context by sector (D4.1); second, the market context by sector (D4.2); and third, the social and employment aspects of each sector (D4.3). With the agreement of the Project Officer these three deliverables were combined into a single document which became known as the WP4 Sector Report (D4.1-‐3). This report, delivered in November 2015, provided comprehensive information by individual sector and in combination. The fourth deliverable concerned the policy and planning frameworks by sea basin (D4.4) and was also delivered in November 2015. The ‘Tools and Guidelines’ (D4.5) deliverable describes use of the outputs from WP4 and was extended to develop standards and templates for the analysis of the combinations of activities chosen for development under WPS 8, 9 and 10.

WP4 Key Findings, Lessons Learned and Recommendations: • Each SECTOR report under WP4 identified the respective market, structure, lifecycle, working environment, employment, innovation and investment conditions for each industry or prospective industry. Activity was also noted by EU Sea BASIN. Direct comparisons are difficult in such a diverse range of activities at widely divergent stages of development. However, each report stands on its own as a guide tate to the s and prospects of each industry and guided subsequent work on potential multi-‐use platforms. It can be seen that marine energy and aquaculture predominate in the suggested combinations with desalination and shipping terminals as less frequent but significant possibilities. There is an important distinction to recognise between activities which will take place within the EU sea basins creating direct employment and those which benefit from European expertise and investment but actually taking place elsewhere. Seabed mining, for example, will take place almost entirely outside Europe but is a good innovation and business opportunity for European companies and interests. All the sectors have strong export potential.

• Each BASIN report under WP4 identified the respective basin details by geography, activities and features before going on to look at environmental policy, regulatory requirements, planning policy and progress and support schemes to prospective industries. Regulation and planning are most developed in the Atlantic and North Sea/Baltic basins making them a more certain environment for prospective industries. The Mediterranean is less prepared and the Caribbean least prepared. Marine spatial planning is in its infancy everywhere xamples. with few complete e In the face of uncertainty about the detail of Blue Growth industries many authorities look to keep options open. They wish to avoid closing areas to potentially valuable development in the future.

• Internally to the MARIBE Project WP4 provided a significant part of the foundation for the work on WPs 8, 9, and 10 which developed combination proposals and developed business plans with industry. WP4 developed in close liaison with WPs 5, 6 and 7 to build the baseline data, such as socio-‐economic and financial review, for the combinations proposals and analysis. The WP4 Sector Leaders and Basin Leaders went on to take the roles of Sector Experts and Basin Experts in specific combinations of activities carried through to the Brussels 016. workshops in June 2

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 7

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

• A • A summary summary of of Blue Blue Growth Growth and and Blue Blue Economy Economy potential potential by by industry industry and basin is detailed in Fig. 1 and basin is detailed in Fig. 1 below.below.

Fig Fig 1. 1. INDUSTRY INDUSTRY BY BASIN -‐ Now BY BASIN -‐ Now and and Future Future Potential (by Potential (by relative relative employment) employment)

= HIGH= HIGH = = MEDIUM MEDIUM = = LOW LOW = = ABSENT ABSENT

BASIN BASIN > > AtlanticAtlantic North/BaNorth/Baltic lticMediterranean Mediterranean Caribbean Caribbean GlobalGlobal

Blue Blue Growth Growth ∨ ∨ Now NowFuture Future Now NowFuture Future Now NowFuture Future Now NowFuture Future Now NowFuture Future

AquacultureAquaculture

BiotechnologyBiotechnology

Seabed Seabed Mining Mining

Wave Wave / / Tidal Tidal

Offshore Offshore Wind Wind

Blue Blue Economy Economy ∨ ∨ FisheriesFisheries

Oil Oil and and Gas Gas

ShippingShipping

TourismTourism

NOTESNOTES Industries Industries by by BASIN BASIN denote denote activities activities within within each each basin basin generating generating direct direct employment and industry support. employment and industry support. Direct Direct employment employment means means trades trades and and labour labour sourced sourced within within Europe Europe and and the local area. Industry support the local area. Industry support means means research, research, design, design, management, management, finance finance and and high high level technical jobs. level technical jobs.

Industries Industries by by GLOBAL GLOBAL denotes denotes activities activities outside outside each each basin basin but but supported supported by by skills and capital from within skills and capital from within EuropeEurope

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 8 agreement No 652629

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WP 5 Technical -‐ and Non-‐technical Challenges, Regional and Sectoral

Leader -‐ Universidad de Cantabria; Pedro Díaz-‐Simal Contributing Partners -‐ ABT; BVG; DLO; ECoast; FAO; HWU; SU; UCC WP 5 Objectives • Assess & review four key FP 7 projects related to multi-‐use of space or multi-‐use platforms: MARINA Platform, H2OCEAN, TROPOS and MERMAID. • Produce a comprehensive report that outlines each project, its structure, partners involved, main objectives, deliverables summary and provides a description of the concepts developed. • Identify the nical tech and -‐ non technical barriers relevant to the combination projects being developed in WP 9 & 10, analysing and reporting the limitations by basin, sector and combination.

WP 5 Methodology Two main tasks were completed in this WP. First, a descriptive view re of four key FP 7 projects was undertaken, listing main facts and data, partners, working structure and main deliverables. For each reviewed project, proposed -‐ multi use platform concepts were identified and their descriptions were presented in different headlines. For each project, all available public information was analysed and the main technical, environmental, -‐ socio economical and financial aspects were . identified

Second, an Excel database was created to identify all possible barriers that could affect the development of BG sectors, separating them into two main categories: -‐ technical and non technical. The barriers were classified according both to the basin in which they appear and the combination of sectors selected in WP 9 & 10. The barriers associated with each individual e sector wer then analysed and a number of possible proposals were proposed.

WP 5 Deliverables • D5.1: REVIEW OF -‐ MULTI USE OF SPACE AND MULTI-‐USE PLATFORM PROJECTS. The aim of this deliverable is to assess key projects that focus on multi-‐use of space and -‐ multi purpose platforms to ensure maximum use of their outputs, contacts, excellence, recommendations and information. The four projects selected for this analysis M were ARINA Platform, H2OCEAN, TROPOS and MERMAID. • D5.2-‐D5.3: DATABASE ON CURRENT AND EXPECTED TECHNICAL AND NON-‐TECHNICAL CHALLENGES. These two deliverables focus on the identification of the past, present and expected technical and non-‐technical challenges facing multi-‐use of space and -‐ multi purpose platforms projects and technologies. • D5.4: COMPARATIVE REVIEW OF THE SITUATION . IN THE 4 BASINS This deliverable aims to respond the MARIBE objective: identify utilised and proposed solutions to the barriers identified and recommend research and technical agendas where either no solutions exist, are proposed or where solutions are inadequate. • D5.5: TOOLKITS AND GUIDELINES. This document offers a brief summary of all the concepts and information that can be found in WP the different 5 deliverables.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 9

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WP 5 Key Findings, Lessons Learned and Recommendations:

The review of the four Ocean of Tomorrow projects presents a summary of the different -‐ multi use concepts designed and allowed for identification of the differences and overlaps between the FP7 projects. Main characteristics (budget, objectives, structure) of the projects were described and the main findings and outputs were summarised.

The study of technical and non-‐technical barriers produced the findings included in D5.4. Among the main findings, some can be highlighted:

• Technical barriers, related to mooring systems (mainly in the Atlantic basin), weather and sea conditions which ( appear in Atlantic, the Baltic and North Sea basins), or grid connection (related to energy sectors) are likely to appear. But s technical solution can be developed with investment and research funding. • Problems arise in all basins due to the lack of a clear definition of administrative and legal proceedings related to the implementation of offshore projects. A common regulatory framework would grea tly facilitate the growth of blue sectors. • Problems related to financing may , occur due to the uncertainty that some sectors have with respect to their economic viability. Combining activity with weak sectors can jeopardize stronger sectors. •

WP 6 -‐ Investment community consultation and commitment

Leader – Dienst Landbouwkundig Onderzoek, Wageningen University: Dr Ir Sander van den Burg Contributing Partners -‐ ABT; BVG; ; BMI ECoast; FAO; HWU; UCC; UC WP 6 Objectives The following objectives were formulated for this WP: 1. To build relations and establish a forum for on going communication between the MARIBE project and the investment community. 2. To map the relevant investment community for the selected maritime basins and the sectors relevant for future BG (offshore energy, aquaculture, blue biotech, deep sea mining) and comprehensively record the past, planned and expected investments in these sectors. 3. To identify best practices and barriers to investment in BG. 4. To secure involvement of investors in the MARIBE . project

WP 6 Methodology Four different methods were used: (1) literature review, (2) compilation of a database of investors, (3) survey and (4) in-‐depth interviews. This cascade of methods – was selected to respectively – get acquainted with the discussion of investment in Blue Growth, identify investors, collect limited information from a larger group of respondents and engage with selected investors. The survey was sent out to the investor community, resulting in a response % rate of app. 9 (20 out of 227). The response rate of the interviews was 0.05% (6 out . of 120)

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 10 agreement No 652629

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WP 6 Deliverables WP 6 Deliverables Deliverable 6.1: This deliverable aimed to analyse how to involve investors in the MARIBE project, based on literature Deliverable review. 6.1: This deliverable The main conclusion aimed was that to investors analyse are how reluctant to involve to participate investors in in the the MARIBE project, based on despite significant literature review. efforts by The main conclusion the researchers. was that investors are reluctant to participate in the project, despite significant efforts by the researchers. Deliverable 6.4 synthesizes the results collected in WP6. It is based on (1) analysis the database of investors and Deliverable (2) deliverable 6.4 synthesizes 6.1, the (3) a survey results set out collected among in identified WP6. It investors is -‐ and (4) in depth based interviews on (1) with a analysis the database of investors selected and (2) number deliverable of 6.1, stakeholders. (3) a survey set out Among among the identified main conclusions are investors -‐ and (4) in depth interviews with a selected • Investors number prefer of stakeholders. to stay anonymous Among the towards main conclusions are the public as they want to prevent being approached • by Investors others prefer all to the time stay anonymous towards the public as they want to prevent being approached • Tby he others issue all of Blue the time Growth and more -‐ specifically multi use platforms is an unclear concept for them. • Investing The issue in of complex Blue projects Growth -‐ off shore and is not more -‐ specifically multi in use their platforms priority is list. an Investing offshore unclear is already concept for them. a risk for Investing them when in it complex is single projects -‐ off shore use is only. not complex Investing in in their projects priority is not list. Investing offshore relevant is already to a risk them in terms of return for them when on investment it is single use only. complex Investing in projects is not relevant to them in terms of • Many return investors on investment do not see the need to have connections with scientists, as they have their own • experts Many investors who investigate do not interesting see the Furthermore, options. need to there have is connections a language with barrier between scientists, as they have their own scientists experts who and investigate the investment interesting community Furthermore, options. there is a language barrier between scientists and the investment community Deliverable 6.5 is an excel file with 247 investors and their contact details. The excel sheet also contains definitions Deliverable that 6.5 is an excel are file needed with to 247 understand investors the and different their contact types of details. investor categories. It also contains The excel sheet also contains guidance definitions on how that to are classify needed the to investor understand in the terms different of: types Name of of investor organisation; categories. It also contains Country HQ; Basins active; Active guidance in on how Aquaculture; to classify Active the in investor Sea bed in mining; terms of: Active in Name Ocean of organisation; Energy; Country HQ; Basins active; Active in Marine Biotechnology; Multi Active Use in Platforms; Aquaculture; Oil Active and in Fisheries; Gas Shipping; Sea bed Shipbuilding mining; & Active Repair; in Tourism Ocean Energy; Active in Marine Biotechnology; Multi Use Platforms; Oil and Fisheries; Gas Shipping; Shipbuilding & Repair; Tourism Deliverable 6.6 is a background document to the other deliverables in which the definitions used are provided. Deliverable Also, 6.6 is a this background document explains document to how the the other deliverables deliverables relate in to which each the definitions used are other and can be accessed, providprovided. es guidelines Also, this for document use of explains the database. how the deliverables relate to each other and can be accessed, provid es guidelines for use of the database.

WP 6 Key Findings, Lessons Learned and Recommendations: WP 6 Key Findings, Lessons Learned and Recommendations: The objective of this WP was to discuss the current state of affairs regarding investment in Blue Growth and identify The objective the conditions of this and WP criteria was to relevant for investors discuss in the Blue current Growth. state It of must affairs be concluded regarding investment in Blue Growth and that there is not identify one the type conditions of “Blue and criteria Growth relevant for investors investor”. in There Blue is Growth. a large It must variation be in concluded investors; large and small, private or that there is public, not one low-‐ or type high-‐risk of taking, “Blue ideological Growth investor”. or conservative. There is Also a large ypes hybrids between t of variation investors in were investors; large and small, private or encountered.public, low-‐ or high-‐risk taking, ideological or conservative. Also ypes hybrids between t of investors were encountered. Investments in Blue Growth do take place but there is no vibrant investment scene – à la Silicon Valley -‐ where Investments entrepreneurs in Blue have Growth easy do access take to place investors but to there discuss is availability no vibrant investment scene – à la Silicon Valley of -‐ capital required for commercial expanwhere sion. entrepreneurs have easy access to investors to discuss availability of capital required for commercial expansion. Figure A below illustrates why a certain sector can be of interest to an investor. Among the highest ranking ‘reasons’ Figure A are a) below innovative illustrates character why of a a certain sector and b) expected sector attractive can be of return interest on investment. to an Clearly investor. Among the highest ranking less ‘reasons’ important are a) innovative is a character contribution to the of diversification a sector and b) expected of investment attractive portfolio; return on this investment. is not a reason to invest Clearly in less new important sectors. is The a contribution to most the important diversification barriers to investment – according of investment to the portfolio; respondents – are this the is lack of not a reason to invest confidence in new sectors. in technology The most and important difficulties in access barriers to to investment – according finance e (Figur to B). the It respondents is – are noteworthy the lack that the least of important confidence barriers in technology are a and lack difficulties in of access demand to for finance the e (Figur products B). It and is noteworthy high negative environmental impact. that the least important barriers are a lack of demand for the products and high negative environmental impact.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 11

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4.00 4.00 3.50 4.00 3.50 4.00 3.50 4.00 4.00 3.00 3.00 3.50 3.00 3.50 3.50 2.50 2.50 3.00 2.00 2.50 3.00 3.00 2.00 2.50 1.50 2.00 2.50 2.50 2.00 1.50 2.00 1.00 1.50 2.00 1.50 1.00 1.50 0.50 1.00 1.50 0.50 1.00 0.50 1.00 0.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.50 0.00 this sector Contributes to Public resistance this sector produced produced Fit to my company's Contributes to sustainability profile on investment investment portolio diversificaron or our impact Lack of knowledge Public resistance produced produced this sector Fit to my company's sustainability profile Contributes to on investment investment portolio diversificaron or our Innovarve character of impact Lack of knowledge and cerrficaron Public resistance planning and permits produced produced Fit to my company's sustainability profile Innovarve character of on investment investment portolio diversificaron or our impact Expect an auracrve return Lack of polict support in and cerrficaron Lack of knowledge No markets for products No planning and permits Difficult access to finance Low return on investment Innovarve character of Barriers in standardizaron Expect an auracrve return Lack of polict support in and cerrficaron No markets for products No Difficult access to finance planning and permits Low return on investment No confidence in technology No High negarve environmental Barriers in standardizaron

Expect an auracrve return Lack of polict support in No markets for products No Difficult access to finance No confidence in technology No Low return on investment High negarve environmental Barriers in standardizaron No confidence in technology No High negarve environmental Figure A: reasons to invest Figure B: importance of various barriers to invest Figure A: reasons to invest Figure B: importance of various barriers to invest 4.00 Figure A: reasons to invest 4.00 Figure B: importance of various barriers to invest 4.00 4.00 3.50 3.50 3.50 4.00 4.00 3.00 3.50 3.50 3.00 3.00 3.00 3.50 2.50 2.50 2.50 3.00 3.00 2.00 2.50 2.00 2.50 2.50 2.00 1.50 2.00 1.50 2.00 1.50 1.00 1.50 2.00 1.00 1.50 1.00 0.50 1.00 1.50 0.50 1.00 0.50 0.00 1.00 0.50 0.50 0.00 0.50 0.00 0.00 0.00

Tax risk 0.00 Loans Legal risk Bonds Tax risk Equity Grants Loans Legal risk Bonds Equity Tax risk Financial risk Grants Research Loans Legal risk Regulatory risk Bonds Tax breaks Equity Financial risk Operaronal risk Grants Research Guarantees Regulatory risk Tax breaks Operaronal risk Financial risk Research Guarantees Product market risk Regulatory risk Tax breaks Operaronal risk Guarantees Product market risk Regulatory relief Market incenrve Access to ﬁnance

Product market risk Regulatory relief Market incenrve Access to ﬁnance Regulatory relief Market incenrve Access to ﬁnance Infrastructure support Educaron and training Infrastructure support Educaron and training Infrastructure support Figure C: risks Figure D: preferred Educaron and training government support schemes Figure C: risks Figure D: preferred government support schemes Figure C: risks Figure D: preferred government support schemes A number of risks are identified that can hamper investment in the Blue Growth sectors. The most A number of risks are identified that can hamper investment in the Blue Growth sectors. The most A important number risks of according risks are to identified the investors that consulted can are hamper financial investment and operational in the Blue Growth sectors. The most risks. The risks considered important risks according to the investors consulted are financial and operational risks. The risks considered important least importan risks t are according tax and to legal the risks investors (Figure consulted C). are Among financial the respondents, and operational the most preferred governmental risks. The risks considered least important are tax and legal risks (Figure C). Among the respondents, the most preferred governmental least support importan schemes t are are tax tax and breaks, legal risks loans (Figure and guarantees C). Among (Figure the D). respondents, All three relate to financial aspects and the most preferred governmental support schemes are tax breaks, loans and guarantees (Figure D). All three relate to financial aspects and support these schemes kind of are government tax breaks, supports loans can and help to increase “access guarantees to (Figure finance”, D). All removing three this relate to financial aspects and barrier. these kind of government supports can help to increase “access to finance”, removing this barrier. these Government kind support of for government research, supports education can receive help to increase “access lower scores. to finance”, removing this barrier. Government support for research, education receive lower scores. Government support for research, education receive lower scores. The consulted Blue Growth investors find it important to depart from a vision and strategy, rather than The consulted Blue Growth investors find it important to depart from a vision and strategy, rather than The respond consulted ad-‐hoc to Blue new developments Growth investors of investment find opportunities. it important They to have -‐ a long term depart view, from based a vision and strategy, rather than on a respond ad-‐hoc to new developments of investment opportunities. They have -‐ a long term view, based on a respond combination ad-‐hoc to of new idealism developments and realism. of investment opportunities. Their investment They have vision -‐ a long term view, does based not on a bet on company or technology. combination of idealism and realism. Their investment vision does not bet on company or technology. combination Instead, they of prefer idealism to invest and realism. smaller Their amounts investment in a broader portfolio of companies, vision recognizing does that not s SME bet on company or technology. Instead, they prefer to invest smaller amounts in a broader portfolio of companies, recognizing that s SME Instead, seem to they be prefer most innovative to invest and smaller flexible amounts in the in a broader portfolio of companies, begin stage of new concepts. recognizing that s SME seem to be most innovative and flexible in the begin stage of new concepts. seem to be most innovative and flexible in the begin stage of new concepts. The relationship between investors and government regulation is ambivalent. On the one hand, investors The relationship between investors and government regulation is ambivalent. On the one hand, investors do The not relationship like additional between complexity investors from and government the regulatory de. or planning si regulation On the is other ambivalent. hand, On the one hand, investors they are not do not like additional complexity from the regulatory de. or planning si On the other hand, they are not going do not to like invest additional in markets complexity where from regulation the regulatory is de. or planning si yet On to the be other developed hand, or lagging behind. It is relevant to they are not going to invest in markets where regulation is yet to be developed or lagging behind. It is relevant to smoothen going to the invest regulatory in markets framework where and regulation permitting procedures. is yet to be developed or lagging behind. It is relevant to smoothen the regulatory framework and permitting procedures. smoothen This the project has regulatory received funding from framework the European and Union’s Horizon permitting 2020 procedures. research and innovation programme under grant 12 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS A key insight from the interviews is that investment in Blue Growth are seldom the outcome of -‐ one on-‐one A key insight from the interviews is that investment in Blue Growth are seldom the outcome of -‐ one on-‐one contact A key insight by a from company the and interviews an investor. is that investment in Blue It Growth is necessary are seldom to the outcome bring together different investors – either of -‐ one on -‐one public contact by a company and an investor. It is necessary to bring together different investors – either public and/or contact A key insight by private a from investors company – the to and bring interviews an investor. together is that investment in Blue It the Growth is millions required necessary for are early seldom to the outcome investments. bring together different investors – either of -‐ one on -‐ one public d A share and/or private investors – to bring together the millions required for early investments. d A share investment and/or contact by private is a a investors company way – to to and bring spread an investor. together risks and It the allows is millions required necessary for investors early to investments. to bring invest together different investors – either in public d A share multiple companies. Public investors – investment is a way to spread risks and allows investors to invest in multiple companies. Public investors – investment whether and/or private that is is a investors way the – to to European bring spread Investment together risks and Bank, a nation-‐ state the allows or millions required provinces for investors early – play investments. a to key invest role in in d A share multiple companies. Public investors – funding of whether that is the European Investment Bank, a nation-‐state or provinces – play a key role in funding of investment many whether Blue that is Growth is a way the investments. to European spread Investment risks and Bank, a nation-‐state allows or provinces investors – play a to key invest role in in multiple companies. Public investors – funding of many Blue Growth investments. many whether Blue that Growth is the investments. European Investment Bank, a nation-‐state or provinces – play a key role in funding of Given the diversity of investors, it is no surprise that the current status quo and barriers can only be Given many Blue the diversity Growth of investments. investors, it is no surprise that the current status quo and barriers can only be Given described the diversity on a of general investors, level. it For is some no investors, surprise that the return the current on investment status quo and barriers can only be is the most important criteria, described on a general level. For some investors, the return on investment is the most important criteria, Given for described others the diversity on risks a of general are investors, more level. important. it For is In short, it is not some no all investors, surprise about the that the money. return the Concerns current on investment of status quo and barriers can only be is the most important criteria, investors have been for others risks are more important. In short, it is not all about the money. Concerns of investors have been identified described for others on at risks a an general are abstract more level. level, important. For two In short, it is not some issues all investors, about arise: the the (1) money. return concern Concerns on about investment of maturity is the most important criteria, investors have been of the technology and (2) identified at an abstract level, two issues arise: (1) concern about maturity of the technology and (2) concerns identified for others about at risks an the are abstract market more risk, level, important. i.e. two In short, it is not risk issues all about about arise: commercial the (1) money. attractiveness concern of the sector. Concerns about of maturity investors have been of the technology and (2) concerns about the market risk, i.e. risk about commercial attractiveness of the sector. identified concerns about at an the abstract market risk, level, i.e. two risk issues about arise: commercial (1) attractiveness concern of the sector. about maturity of the technology and (2)

concerns about the market risk, i.e. risk about commercial attractiveness of the sector. WP 7 -‐ Business Model Mapping and Assessment WP 7 -‐ Business Model Mapping and Assessment WP 7 -‐ Business Model Mapping and Assessment WP Leader 7 – Business -‐ M odels Business I nc.: Roland Model Wijnen Mapping and Assessment Leader – Business M odels I nc.: Roland Wijnen Leader – Business M odels I nc.: Roland Wijnen Contributing Partners -‐ UCC, DLO, ECoast, HWU, UC, ABT, FAO, BVGA Contributing Partners -‐ UCC, DLO, ECoast, HWU, UC, ABT, FAO, BVGA Contributing Leader – Business PartnersM odels -‐ UCC, I nc.: DLO, Roland ECoast, Wijnen HWU, UC, ABT, FAO, BVGA WP 7 Objectives WP 7 Objectives WP Contributing 7 Objectives Partners -‐ UCC, DLO, ECoast, HWU, UC, ABT, FAO, BVGA The overall objective of this work package was to build a broad and deep understanding of how value is The overall objective of this work package was to build a broad and deep understanding of how value is The WP created, 7 overall delivered, Objectives objective and of captured this in work the package Blue was Economy to in build general a broad and deep understanding of how and value the is Blue Growth sectors specifically. created, delivered, and captured in the Blue Economy in general and the Blue Growth sectors specifically. The created, overall six delivered, specific objective and objectives of captured this were: in work the (1) package Show Blue was how Economy to value in build is general a created, broad and deep understanding of how and value delivered the and captured by visualizing a is Blue Growth sectors specifically. The six specific objectives were: (1) Show how value is created, delivered and captured by visualizing a number created, The six (i.e. delivered, specific -‐ 20 30) of and objectives specific business captured were: in models the (1) from Show Blue established how Economy value in companies is general -‐ and early stage created, and companies delivered the and captured by visualizing a Blue Growth sectors specifically. number (i.e. -‐ 20 30) of specific business models from established companies -‐ and early stage companies The unumber sing six the (i.e. specific -‐ 20 30) Business of objectives specific business Model were: Canvas; (2) make models explicit (1) from Show how established how each value of companies is the -‐ and early stage created, business companies delivered and captured by visualizing a models is connected to using the Business Model Canvas; (2) make explicit how each of the business models is connected to important number using the (i.e. socio -‐ 20 -‐30) economic Business of specific trends business Model Canvas; (2) make (WP4), models explicit with from how a established focus each of on companies the -‐ and early stage how business these business models are leveraging companies models is connected to important socio-‐economic trends (WP4), with a focus on how these business models are leveraging technologiesimportant using the ; socio -‐ economic Business (3) assess the trends Model business Canvas; (2) make (WP4), explicit model with mechanics, how a focus each the of on strengths the how business these and business models are leveraging weaknesses, and social models is connected to technologies; (3) assess the business model mechanics, the strengths and weaknesses, and social environmental technologiesimportant ; socio -‐ economic costs (3) assess and the trends benefits of business each (WP4), of model the with mechanics, business a models; (4) synthesize focus the on differences strengths how and these and business models are leveraging similarities weaknesses, and social environmental costs and benefits of each of the business models; (4) synthesize differences and similarities betwtechnologiesenvironmental een each ; costs (3) assess of the and the benefits of business business each models; (5) dentify i of model the ways mechanics, business for innovating models; (4) synthesize the differences strengths the examined and and similarities weaknesses, business and social models as between each of the business models; (5) dentify i ways for innovating the examined business models as well betwenvironmental een as each identify costs of opportunities the and benefits of business each for models; (5) dentify i of entirely the ss new busine ways models; business for (6) life innovating models; (4) synthesize cycle learning differences the examined from and mature similarities business models as business well as identify opportunities for entirely ss new busine models; (6) life cycle learning from mature business models.betwwell een as each identify of opportunities the business for models; (5) dentify i entirely ss new busine ways models; for (6) life innovating cycle learning the examined from mature business models as business models. well models. as identify opportunities for entirely ss new busine models; (6) life cycle learning from mature business WP 7 Methodology models.WP 7 Methodology WP 7 Methodology The first step was to select 30 companies whose business models were to . be studied A case study The first step was to select 30 companies whose business models were to . be studied A case study approach WP The 7 first Methodology was step used was to select to 30 capture companies understanding whose of business models the were vision, to context, . be studied A and case business models of each the 30 study approach was used to capture understanding of the vision, context, and business models of each the 30 companies. The approach first A was template step used was to select to format 30 capture companies was understanding used whose for each of business models the of the were vision, case studies. The studies included to context, . be studied an A assessment and case business study models of each the 30 companies. A template format was used for each of the case studies. The studies included an assessment of approach the companies. business A was template used models, to format looking capture was into understanding used for the each of business the of the vision, model case studies. The studies included mechanics, context, an assessment and Investor business Readiness Level, and socio-‐ models of each the 30 the business models, looking into the business model mechanics, Investor Readiness Level, and socio-‐ economic companies. the business A impact. template models, In addition, format detailed looking was analysis into used for reports the each business were of the produced. model case studies. The studies included mechanics, Next, an similarities assessment Investor Readiness Level, and socio-‐ and differences of economic impact. In addition, detailed analysis reports were produced. Next, similarities and differences between the economic business business impact. models, In addition, models detailed looking from a analysis into single reports the sector and across sectors business were were produced. model identified. From mechanics, Next, this, three similarities Investor generic Readiness Level, and socio-‐ and differences between business models from a single sector and across sectors were identified. From this, three generic economic business between business models impact. In addition, were models identified detailed for from each a analysis single sector, to reports be sector and across sectors used were as a fire-‐ were starter produced. identified. for From business Next, this, three similarities model generic innovation and differences business models were identified for each sector, to be used as a fire-‐starter for business model innovation and/or between business partnership business models were design models identified for from in . WP9/10 each a single sector, to be sector and across sectors used as a fire-‐ were starter identified. for From business this, three model generic innovation and/or partnership design in . WP9/10 business and/or partnership models were design identified for in . WP9/10 each sector, to be used as a fire-‐starter for business model innovation WP 7 Deliverables and/or WP 7 partnership Deliverables design in . WP9/10 WP 7 Deliverables • D7.1 Innovation of a common language WP • 7 D7.1 Deliverables Innovation of a common language • D7.1 D7.2 Case Innovation studies of for specific a common language business models • D7.2 Case studies for specific business models • D7.1 D7.2 D7.3 Case Innovation Mapping studies of of for all specific a business common models language business models • D7.3 Mapping of all business models • D7.2 D7.3 D7.4 Case Innovation Mapping studies of of for all existing specific business models business business models models • D7.4 Innovation of existing business models • D7.3 D7.4 D7.5 Life Innovation Mapping cycle of of learning all existing business from models business models mature business models • D7.5 Life cycle learning from mature business models • D7.4 D7.5 D7.6 Life Innovation Tools cycle and of learning guidelines existing from for business models evaluation mature business models and innovating . business models • D7.6 Tools and guidelines for evaluation and innovating . business models • D7.5 D7.6 Life Tools cycle and learning guidelines from for evaluation mature business models and innovating . business models

• D7.6 Tools This project and has received guidelines funding from for the European evaluation Union’s Horizon and 2020 research innovating and. business models innovation programme under grant agreement No 652629 13

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

WP K 7 ey Findings, Lessons Learned and Recommendations:

To unlock the Blue Growth (BG) potential it is crucial to understand how value is created, delivered, and captured today, and what the growth potential could be. Within the MARIBE project, 29 companies (21 companies from 4 BG sectors and 8 companies from 4 BE sectors) and their business models were mapped and assessed in order to create this understanding. Beyond understanding individual business models, similarities and differences between business models have been synthesised. This led to the identification of generic business models, which can be used for business model innovation.

The case studies created insights into each of the companies’ ambition, ness context, and busi model as well as insights into the partnerships a specific company has with other companies. We used those insights to visualise value creation as shown in the MARIBE Sea Chart (figure . 1) For each company its key partners are visualized in the blue bubbles, with an indication of the type of partnership. Seven different partnerships are identified.

Figure 1: Sea Chart: Blue Growth Value Creation

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 14 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

Group Bosch EC Projects ness model as well as model ness ISA Skaginn Kraft 732.239 x GSR DEME Group Wind Deep Water Haugaland Bosch € 732.239 m Grandi Rexroth (Deme Group) Energinet.dk WindPlus Merwede Royal IHC Technip $ MI&T

Nexans Fishing Bucher DEME Group Vrolijk Industries Cornelis Nautilus Minerals EC design OceanfLORE $ Attention Projects Enova Jan $ de Nul Fund Soil Fisheries European Machine For each company key its partners are Dynamics

. Syntif Power STX Maritime Principle O shore MiningO shore Kongsberg

Ocean

physics Floor Geo-

t Group This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 under grant programme 2020 research and innovation Horizon funding from the European Union’s This project has received

Kongsberg w GE

Technip Oil & Gas (figure 1) o Statoil

Hywind Wavestar r

Designers

have been synthesised. This the identification to led 2.034 x

€ 228 m

CT u

Offshore l Shipping Dong

Fincantieri Kirkbi B Wind Power $ A2Sea $ Janssen Marubeni Bladt Biotech Amaran nova tors Pesca- Design Wind Inves- 520.281 x $ Harland companies € 66.943 m Siemens and Wolff Neavacs Araclon sities BioTech Banks Univer-

Ostionis Guerrero Funds assoc. Patient Pension Bayer assoc. Medical Innovation Tour Total ABB Operators Scotrenewables $ Fred. Olsen

Airlines AQUA-

100% CULTURE Resorts Hotels & sities Stellar Univer- Atlantis Pharma Mar Providors ABTA Insurance EC Project Biotechnologies Martin created insights into each of the companies’ ambition, context, and busi companies’ the each into of insights created Lockheed

Tourism Sealife Pharma Biotechnology o the partnerships a specific company with has other companies. We used those insights to Trailfinders Carnegie Wave DCNS EDF EN € 9 m 185 x ey Findings, Lessons Learned Lessons and Recommendations: Findings, ey 20.465 x K HIT SA € 51.234 m 1.614.968 x Solutions € 20.465 m Porifarma Hospitality Renewable Energy Integraded HIT POS sities Univer- EU insights int

Marinet Protel AQUA-

CULTURE $ STARTUP visualise value creation value as visualise shown in MARIBE Sea Chart the visualized in the blue bubbles, with an indication of the type Seven different partnerships partnership. of are identified. WP 7 Value Creation Growth Blue Chart: Sea 1: Figure To unlock the Blue Growth (BG) potential is it crucial understand to how value is created, delivered, and captured today, and what growth the potential could companies from Within be. BG 4 sectors and 8 companies the from BE 4 sectors) MARIBE project, 29 companies (21 and their business models were mapped and assessed in order to this create similarities and differences between understanding. models business Beyond understanding individual business models, as of generic business models, which can be used for business model innovation. for used be can which models, business generic of studies case The Lean Logistics EC 19.748 x KJH Feed Oil & Gas Projects Albatern Marine Harvest € 14.344 m companies Fisheries Kefalonia Road Amber Indepen- dent labs 90.464 x JVs Faroe € 1.633 m Aquaculture Open Blue Sea Farms

w y

Tropos Multi Use of Space?

o Trinity Nireus

m Hortimare r

Total jobs Total

Total value Total o

Jobs & value per sector: n

o e

c u E

Ltd Majors

Multi Use of Space? Transport

e Local H2Ocean farmer Tradimar

salmon B u Co-developing & research Funding l B NIOZ $ EC Projects Akvaforsk Market access Strategic supplier Multi Use of Space? Mermaid SEA CHART CREATION VALUE BLUE GROWTH $ Private investor Knowledge & experience add-on Value Multi Use Marine of Space? Legend Partnerships:

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 15 UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

The following is observed from looking at the Sea Chart:

Value networks are being reconfigured Blue Growth companies are o connected t companies from Blue Economy sectors mostly through a strategic supplier (Partnership Type 2), funding (Partnership Type 4), or knowledge and experience (Partnership Type 6) partnership. The early stage companies from the emerging BG sectors focus vering on deli their promise and tap into existing value chains within the Blue Economy wherever possible. Existing knowledge and experience is leveraged through people and partners with extensive maritime knowledge and experience. The map also shows that the BG sectors seem to begin pulling value away from the BE sectors. Value networks are slowly being reconfigured. For example: Harland & Wolff (BE Shipping) is divesting in shipbuilding and offering more and services to the renewable energy sector.

Renewable energy leads the way The highest number of partnerships are seen in the Ocean Renewable Energy sector. These BG companies have many partnerships with BE companies from the Oil & Gas sector. There is one oil & gas company that is active in both the Blue Economy and a Blue Growth sector (Renewable Energy). This company is Statoil, which is doing adjacent innovation (offshore wind) as well disruptive innovation (floating wind) with their Hywind floating wind turbine (together with Siemens).

Combined use of space is still a floating idea So far, there are no identified partnerships of the type Combined use of space/resource (Partnership Type Nr. 7) for these 29 companies. The concepts and ideas are considered by some of the companies, such efalonia, as Hortimare and K who were both involved in the MERMAID project. However, none of the proposed applications -‐ (e.g. a Multi Use Platform (MUP)) has been turned into partnerships that create shared value. For that reason the conceptual designs for enabling multi-‐use of space, like MERMAID, H2OCEAN, TROPOS, and MARINA are still not realised. The only existing example where two sectors are combined is Stellar Biotechnologies, which has fully embraced Aquaculture. Stellar Biotechnologies is simultaneously a biotechnology and a cutting-‐edge aquaculture company.

Lessons Learnt

Winning Ambition. All BG companies have winning ambitions, focus, and are committed to change and/or disrupt markets. The companies from the renewable energy, marine biotechnology, and aquaculture sectors address big societal problems in entirely new ways. There are companies with business models that will enable entire new fields of value creation, such Stellar Biotechnologies (immunotherapy) and Hortimare (seaweed farming for a wide tions). range of applica The offshore mining sector is an exception; fulfilling a current need (supply of metals) in just another way.

It is about -‐ the long term. Companies and investors are in it -‐ for the long term. Almost all companies rely to some degree on public to overcome the riskiest part of the technology development process. Most BG companies are still searching for a repeatable, profitable, and scalable business model. Several companies have to find an early adopter and/or prove commercial application of their idea or technology (e.g. Wavestar, Scotrenewables). Some have found their market and are already providing value to customers (e.g. Carnegie Wave, Atlantis, Hortimare), while others -‐ achieved product market fit and are ready to scale (e.g. Stellar, Open Blue, Pharmamar).

Grow slowly through scaled prototyping. All companies are growing slowly through some form of scaled prototyping. Technology and customer value is developed first at small scale and proven before moving to the next level.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 16 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

Recommendations

MultRecommendationsi-‐use of space. None of the 29 companies adopts Multiple Use of Space (MUS) or Multi Use Platforms (MUP) in their business model. Companies and entrepreneurs understand the basic idea and concept, but they Multi-‐use do of not space. None see how of the this is 29 of companies practical value to them. Many adopts of the Multiple MUS/MUP Use concepts of Space are (MUS) or Multi Use Platforms at the design (MUP) stage on in their paper business and have model. yet to Companies be realised and entrepreneurs in one form understand or another. the It is difficult for companies to assess basic idea and concept, but they how and do if not the see concepts how this could is of support practical value to them. Many them of to grow their business. the MUS/MUP concepts are at the design stage on paper and have yet to be realised in one form or another. It is difficult for companies to assess how Current and Partnerships. if the The concepts BG companies could are support focused them on to grow their business. getting their own business (model) off the ground and growing/scaling their business. Companies have partnerships that create value for both businesses involved. Current Partnerships. Companies The invest BG companies time are and focused money in on partnerships getting their or heir activities that grow t own business. business Investors (model) off the ground require and growing/scaling companies to their focus on business. getting Companies traction have and not work on side-‐projects partnerships that don't that grow create the value of value for both businesses the involved. company Companies in one invest way or another. time and money in partnerships or heir activities that grow t business. Investors require companies to focus on getting traction and not work on side-‐projects that don't grow the value of the Facilitating company new in partnerships. one Companies way or another. and investors these days have access to much better methods and approaches to develop their business, such as Customer Development, Business Modelling, and Lean StartFacilitating -‐up. A number new partnerships. of the investigated Companies companies and investors are working these in days similar have ways, access e.g. to much better methods the scaled prototyping approach and approaches in the to develop Renewable their or. Energy sect business, By taking such small, as iterative Customer Development, Business Modelling steps , these and Lean companies learn what creates Start-‐up. A value number and of the investigated what doesn't. companies are working in similar ways, e.g. the scaled prototyping approach in the Renewable or. Energy sect By taking small, iterative steps these companies learn what creates These value new and approaches what doesn't. are also perfectly suited for exploring and designing new partnerships. These approaches enforce the articulation of a shared e vision on th market, a deep understanding of each other’s These business new models, approaches and exploring are also synergies perfectly between suited for the exploring partner and companies designing new partnerships. These from a market and customer approaches point of view. enforce These the articulation approaches of force a shared two e vision on th market, or more a companies deep understanding that want of to work together consider the each other’s riskiestbusiness part of models, their and partnership exploring first, synergies i.e. the between market the opportunity, partner the companies customer or societal problem to be from a market and customer solved, point of and view. the These customer approaches willingness force to pay two for or potential solutions. more companies that want to work together consider the riskiest part of their partnership first, i.e. the market opportunity, the customer or societal problem to be solved, and the customer willingness to pay for potential solutions.

WP 8 -‐ Assessment of the potential of combinations of maritime activities Leader – University College Cork – Gordon Dalton WP 8 -‐ Assessment of the potential of combinations of maritime activities Contributing Partners -‐ ABT; BVG; DLO; ECoast; FAO; HWU; SU; UCC, UCCAL Leader – University College Cork – Gordon Dalton WP 8 Objectives: The aim of WP8 was to assess all the possible sectoral combinations that fell under the Contributing Partners -‐ ABT; BVG; DLO; ECoast; FAO; HWU; SU; UCC, UCCAL project’s scope (as set out in WP 4) and to identify 24 high-‐potential combinations. WP 8 Objectives: The aim of WP8 was to assess all the possible sectoral combinations that fell under the 1. Rate BG or BG and BE combinations and identify the 24 combinations with the highest potential. project’s scope (as set out in WP 4) and to identify 24 high-‐potential combinations. 2. In conjunction with the European Commission, identify 12 high priority combinations from the 1. above Rate list BG or that require BG detailed and BE examination. combinations These and are identify to be the studied in WP 9 & 10. 24 combinations with the highest potential. 3. 2. In Create conjunction strategic with plans the for European 12 combinations Commission, that identify were 12 not high judged priority as combinations from the being of high priority at this above point. list that require detailed examination. These are to be studied in WP 9 & 10. WP 3. 8 Create Methodology strategic : 1. The plans sector for leaders 12 identified combinations in that WP 4 were first created reports termed not judged ‘Technology as being of high priority at this Opportunity point. Reports’ (TORs) for their sector. The aim was to outline the opportunities that existed for sector WP 8 to Methodology combine : 1. The its sector activities leaders with identified those of in other WP 4 BG first created reports termed and BE ‘Technology sectors. These were circulated to all sector leaders Opportunity to Reports’ provide ntext co (TORs) outside for of their their sector. own sector. The aim Each was sector to outline leader the then proceeded to rate the opportunities that existed for potential sector to for combine their its own activities sector with to combine those with of other each BG of and the BE other sectors. BG These were circulated to all sector and BE sectors. They were rated under the leaders following to provide headings:ntext co outside of their own sector. Each sector leader then proceeded to rate the potential for their own sector to combine with each of the other BG and BE sectors. They were rated under a. Technical d. Financial the following headings: b. Socio-‐economic e. Commercialit a. Technical d. Financial c. Environmental b. Socio-‐economic e. Commercialit This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant c.2. EnvironmenA list agreement of tal No 652629 the top ranking combinations was created and this was discussed with the EC to 17 identify a list of priority combinations to be studied in more detail in WP 9 & 10. 2. A list of the top ranking combinations was created and this was discussed with the EC to

identify a list of priority combinations to be studied in more detail in WP 9 & 10.

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

2. A list of the top ranking combinations was created and this was discussed with the EC to identify a list of priority combinations more to be studied in detail in WP 9 & 10.

3. For the combinations that were not top ranking, a strategic road map was created for their future development. Twelve -‐ 4 page reports were created under the umbrella of WP8, that discuss a concept for combining two tor or more sec s under the following headings: a. market analysis d. competition b. products e. revenue c. customer These reports were created by the sector leaders for each of the sectors included in the combination.

4. For the combinations being studied in WP 9 & 10, companies were engaged to conduct 9 ‘ real-‐life’ case studies of how the combination would work. WP 8 Deliverables WP 8 Key Findings, Lessons Learned and Recommendations: WP8 Deliverables: 1. Ranking of all combinations in BG and BE: 9 top ranking sectoral combinations that were identified as having a high potential for success and deemed as requiring detailed examination by the European Commission. These combinations were the basis of the 9 case study projects carried out in WP9&10. 2. 12 combination Strategic Roadmaps: 12 of the lesser ranked combinations deemed to have potential and a strategic roadmap for future development had 4 page strategic roadmaps created, and these reports were finalised under WP8.

WP8 Key Findings, Lessons Learned and Recommendations: Nine combinations were deemed to have great potential and were put forward for further study via case study project analysis in WP9&10. These projects are discussed . in WP9&10 sections

The following 12 combinations were also identified as having potential and strategic road maps were created for Basin them. These roadmaps Sector were 1 delivered in WP8. Sector 2 Caribbean Aquaculture Tourism Basin Sector 1 Sector 2 Caribbean Wave Desalination & Tourism Caribbean Aquaculture Tourism Atlantic Tidal Lagoon Tourism & Aquaculture Caribbean Wave Desalination & Tourism Atlantic Offshore Wind + desalination Oil & Gas Atlantic Tidal Lagoon Tourism & Aquaculture Baltic / North Sea Aquaculture Wave Atlantic Offshore Wind + desalination Oil & Gas Baltic / North Sea Aquaculture Oil & Gas Baltic / North Sea Aquaculture Wave Caribbean Aquaculture Wave Baltic / North Sea Aquaculture Oil & Gas Mediterranean and Black sea Aquaculture Tourism Caribbean Aquaculture Wave Baltic / North Sea Aquaculture Tourism Mediterranean and Black sea Aquaculture Tourism Baltic / North Sea Seabed Mining Fisheries Baltic / North Sea Aquaculture Tourism Atlantic Aquaculture Biotechnology/Blue Life Sciences Baltic / North Sea Seabed Mining Fisheries Mediterranean and Black sea Offshore Wind fixed Fisheries Atlantic Aquaculture Biotechnology/Blue Life Sciences North Sea Oil & Gas Floating Offshore Wind Mediterranean and Black sea Offshore Wind fixed Fisheries

North This project Sea has received funding from the EuropeanOil & Union’s Gas Horizon 2020 research and innovationFloating programme Offshore Windunder grant 18 agreement No 652629

Atlantic Aquaculture Biotechnology/Blue Life Sciences

UNLOCKING THE POTENTIAL OF MULTI-USE Mediterranean and Black sea Offshore UNLOCKING Wind fixed THE POTENTIAL OF MULTI-USE Fisheries OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS North Sea Oil & Gas Floating Offshore Wind

'A summary of a selection of promising combination reports is available below and all reports are available on the MARIBE website (www.maribe.eu).

Tourism and Aquaculture

This combination was ranked favourably in all basins, thus demonstrating its wide ranging potential. Funding requirements would be low to trigger the industry. The EC has invested in the development of aquaculture products and production and the promotion of awareness to increase consumer acceptance and grow demand of the products and the sector. By widening the offer of tourist attractions and production of fish, it provides a good opportunity for employment and income generation, as well as reducing the pressure on fish stocks and the wider marine ecosystem. Both are very strong individual sectors. The targeted consumer/tourist would most likely be an educated population with a relatively high purchasing power and conscious of environmental preservation issues.

Seabed Mining and Fisheries

Funding for this combination would trigger the highly innovative seabed mining sector and the struggling fishing sector which is being displaced by aquaculture. The products rs of both secto (ores and fish) can readily be distributed potentially resulting in large revenues if the concept is as successful expected. The upwelling concept aims to release controlled nutrients from discharged waters of mining for enhancement of primary tion produc to feed fish populations and create a confined fish farm area. (note: ecological aspects need to be studied, especially when thinking of active stock enhancement). Opportunities for mining (SMS deposits and potentially commercially exploitable crust) exist in areas where fisheries are present including near the Canary and Azores (Atlantic ridge), and western Mediterranean Sea.

Tidal Lagoon Tourism/Leisure and Aquaculture

Low cost investment required to start pilot. The revenue generated from the electricity export is the main driver for the concept, as it is estimated that the capacity of the international tidal lagoon sites with the potential for commercial development amounts to 80 GW estimated to be worth as much £383 billion. The concept of a tidal lagoon offers economic opportunities for other business sectors, in particular for tourism and aquaculture using the MUS concept. Investment in and operation of a total of six tidal lagoons in UK, France and Wales is expected to deliver a range of fits bene to the UK economy as well as to the environment. An accumulated contribution of £27 billion (€35 billion) to UK GDP over the period 2015-‐2027 sustaining an annual average 36,000 jobs throughout the UK. At its peak in 2021, the programme is expected to sustain up to 71,000 jobs. The spatial segregation of the different activities permits the combination of the three sectors: energy production, aquaculture and tourism in a MUS concept.

Biotechnology and Aquaculture

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 19 Atlantic Aquaculture Biotechnology/Blue Life Sciences

Mediterranean and Black sea Offshore Wind fixed Fisheries

North Sea Oil & Gas Floating Offshore Wind

'A summary of a selection of promising combination reports is available below and all reports are available on the MARIBE website (www.maribe.eu).

Tourism and Aquaculture

Seabed Mining and Fisheries

Tidal Lagoon Tourism/Leisure and Aquaculture

Low cost investment required to start pilot. The revenue generated from the electricity export is the main driver for the concept, as it is estimated that the capacity of the international tidal lagoon sites with the potential for commercial development amounts to 80 GW estimated to be worth as much £383 billion. The concept of a tidal lagoon offers economic opportunities for other business sectors, in particular for tourism and aquaculture using the MUS concept. Investment in and operation of a total of six tidal lagoons in UK, France and Wales is expected to deliver a range of fits bene to the UK economy as well as to the environment. An accumulated contribution of £27 billion (€35 billion) to UK GDP over the period 2015-‐2027 sustaining an annual average 36,000 jobs UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE throughout the OF UK. SPACE At AND MULTI-USE its PLATFORMS peak in 2021, the programme is expected to sustain up to 71,000 jobs. The OF SPACE AND MULTI-USE PLATFORMS spatial segregation of the different activities permits the combination of the three sectors: energy production, aquaculture and tourism in a MUS concept.

Biotechnology and Aquaculture

This combination can increase Europe’s local food security (reducing the dependability for marine proteins from Asia, cheaper production), enable a higher food security for the customers (track and trace, from feed to food) and mitigate the negative output from marine aquaculture. Two very highly synergistic technical industry sectors combining blue life sciences (i.e. biotechnology application in the marine environment) with aquaculture to increase production, environmental sustainability or bioremediation of aquaculture, or reduce the risk of unpredictable loss of production (incl. vaccination methods, protein-‐carbohydrate feed complexes, modified ingredients, modified probiotics, cage coating, etc.). Biotechnology tools can also be used for food safety and tracing through genomics and satisfy the Western-‐European need for food-‐safety (food-‐tracking). The technical and practical advantages of this combination mostly benefit aquaculture, although biotech companies will increase revenue and may benefit from the production of resources in aquaculture.

Project Descriptions (WP 9 & 10) Leader – University College Cork – Gordon Dalton (WP 9); Swansea University – Ian Masters (WP 10)

Contributing Partners – UC, ABT; BVG; DLO; ECoast; FAO; HWU; SU; UCC, UCCAL

Nine combinations were selected for further study in WP 9 & 10. Those combinations are as follows:

Case Case BasinBasin Sector Sector 1 1 SectorSector 2 2 studystudy 1 Atlantic Floating Offshore Wind Wave 1 Atlantic Floating Offshore Wind Wave

2 2 Canaries Canaries-‐ - Atlantic Atlantic AquacultureAquaculture Floating Floating Offshore Offshore Wind Wind

3 3 Caribbean Caribbean-‐ French - French Guiana Guiana Floating Floating terminal/Shipping terminal/Shipping AquacultureAquaculture

4 4 AtlanticAtlantic Floating Floating terminal/Shipping terminal/Shipping WaveWave

5 5 Atlantic Atlantic WaveWave AquacultureAquaculture

6 6 MediterraneanMediterranean WaveWave AquacultureAquaculture

7 7 AtlanticAtlantic WaveWave Floating Floating Offshore Offshore Wind Wind

8 8 North North Sea Sea AquacultureAquaculture Fixed Fixed Offshore Offshore Wind Wind

9 9 MediterraneanMediterranean Floating Floating Offshore Offshore Wind Wind DesalinationDesalination

These combinations were studied using a case study approach. Below is a description of the 9 case studies, each of which focuses on a multi-‐use of space -‐ or multi purpose platform project.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 20 agreement No 652629

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Case Study 1

Company involved: Floating Power Plant (FPP) is a Danish -‐ clean tech company that develops, designs and provides a unique patented technology integrating wave energy convertors into a floating offshore wind device. The company is entering the commercialization stage, based on over 8 years of R&D, testing and business development. The company is backed by 156 private shareholders and leading industrial development partners having raised more than 15m€ to date.

Combines: Floating wind and wave technology Space share type: Multi-‐use platform (MUP)

Project/technology description: The hybrid device/technology has been developed over the last eight years, from concept to four offshore grid connected test phases totalling two years of operation with a scaled prototype. This makes FPP is the only company in the world that has supplied power to the grid from a combined floating wind and wave device. The FPP hybrid technology consists of five key technology elements, four of which are existing solutions from the oil and gas offshore wind industries and 1 is a unique FPP solution: 1. a semi-‐submersible floating platform 2. An offshore wind turbine (5-‐8 MW) 3. A disconnectable and vaning turret mooring system allowing 360-‐degree rotation 4. Flexible subsea cables and power export system 5. A unique wave energy and PTO systems placed on a known stable -‐ structure (2 3,6 MW in total). All patents and IPR are placed with the company.

Advantages of combination include (but are not : limited to) 1. Increased uptime through greater access for O&M, due to the harbour effect 2. Greater addressable market (exploitable sites) through improved operability 3. Greater energy density (MW/km²) with a smoother, more predictable power output 4. Cost savings in construction, installation and operation 5. Conforms to EU directives -‐ multi use of space and ves MSP directi 6. Low LCOE relative to competitors, declining further with maturation

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 21

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Case Study 2

Companies involved: Grupo Cobra is a subsidiary of ACS, a Spanish multinational company with long experience in the construction and operation of fixed wind farms. Besmar is an offshore Aquaculture Consulting Company which was established in . 2004 It´s an offshore aquaculture specialist that consults and develops commercial projects that are unique and front runners at both the commercial and technical level.

Combines: Aquaculture and Floating Offshore Wind Space share type: Multi-‐use of space (MUS)

Project/technology description: This combination involves offshore wind turbines mounted on floating platforms, sharing the same space as an aquaculture installation. The wo t companies involved have a high level of experience in their respective sectors. Cobra’s oating fl wind platform concept has already undergone early testing and is well positioned to be developed further as part of this combination, through the NER 300 program supported FLOCAN project. The deployment location planned is the South-‐East coast of Gran Canaria. The concept was identified and examined previously in the EU TROPOS project. The TROPOS Project aimed at developing a floating modular multi-‐use platform system for use in deep waters, with an initial geographic focus on the Mediterranean, Tropical and Sub-‐ Tropical regions, but designed to be flexible enough so as to not be limited in geographic scope. TROPOS gathers 20 partners from 9 countries (Spain, the United Kingdom, Germany, Portugal, France, Norway, Denmark, Greece and Taiwan), under the coordination of PLOCAN (Spain -‐ http://www.plocan.eu/es/).

Advantages of combination include (but are not limited to):

The advantages of this multiple use of space (MUS) include more efficient use of scarce licenced space and possible complementarities, including, among others, using the floating structures to protect part of the “cages” from the damage of strong currents and shared security and monitoring systems

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 22 agreement No 652629

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Case Study 3

Company involved: The Grand Port Maritime de Guyane (GPMG) is one of the 11 large sea ports operated by the French State, handling more than 95% of the goods traffic French Guiana, with a flow of 55000 TEU in 2015.

Combines: Floating atform, pl shipping terminal, aquaculture, ervices, oil & gas s OTEC (energy solution for platform) Space share type: multiple use of space -‐ + multi use platform

Project/Technology description: Grand Port Maritime de Guyane is developing a floating multi-‐use terminal. The platform will serve three main sectors – shipping (container transfer hub), oil & gas logistics hub, and aquaculture support.

This facility will be located on the maritime cross route between from East to West, Central America and Western Africa, and from South to North, Brazil and Caribbean Islands. The current ports on the coast of Guyana Shelf are all river ports and require regular, expensive dredging in order to accommodate modern container vessels. It will not be possible to extend this dredging programme to an extent that the new generation of Panamax container vessels can be hosted– thus the main driver behind the concept. The location also has the added advantage of potentially serving most of the Guyana Shelf Oil & Gas production platforms and enabling offshore aquaculture in one of the most propitious area in the world. The multi-‐use offshore platform architecture will be scalable and its structure will be constructed using multiple floating concrete modules.

Advantages of combination include (but are not limited to): • Proximity to floating platform good environmental conditions for aquaculture. • Favourable maritime support provided by -‐ the multi use offshore platform, for instance logistical support, grow out tanks for juveniles, algae processing plant, quay for fresh water and ice production. • No conflict of use with other marine activities. • High level support to R&D offshore . activities • A better contribution to international mutual efficiency for Guyana Shelf Countries, facing the lack of deep water facilities. • The possibility to host other activities by providing basic logistical means.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 23

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Case Study 4

Company involved: Float Inc. provides services that include research, design and development of marine oriented products and specializes in very large floating platforms. It is a marine technology company with proprietary and patented marine technologies that are capable of changing the way mankind uses the almost three quarters of the earth’s surface that is covered by water, including how and where the world generates its electrical energy; moves its waterborne cargos; protects its ports and port cities from erosion; provides urban coastal expansion possibilities; and ways it . can cleanly farm its oceans

Combines: Floating shipping minal ter and wave technology Space share type: Multi-‐use platform (MUP)

Project/Technology description: Float Inc. is working with MARIBE to develop their Float Inc. Security Port, composed of the Pneumatically Stabilized Platform (modular, monolithic platform; stable; variable deck load capabilities; mobile, and extensible) which -‐ is constructed of pre stressed reinforced concrete, and incorporates the Rho-‐Cee Wave Energy Converter as well as an LNG terminal for a baseload power source. Additionally, the Pneumatically Stabilized Platform forms a Potential Energy Storage system and power provider in support of the Rho-‐Cee Wave Energy Converters, offshore wind turbines and ocean current turbines as an inherent part of the Pneumatically Stabilized Platform. The synergetic combination of two or more of these or other applications on one MUP results in superior economic investment and cost savings. This Float Inc. multi-‐use platform is designed to serve as a central hub shipping and container terminal ho and using R -‐Cee Wave Energy Converter as a complementary renewable energy source for powering the platform and/or potentially export to the grid. The primary business model element is the hub shipping and container terminal supplying a centralized hub for und in/outbo container service for Ultra Large Container Ships (ULCS) currently under development. The anticipated location is off the south coast of Ireland, an ideal location for a central hub shipping and container terminal providing Short Sea Shipping re-‐distribution of in/outbound container traffic entering European waters.

Advantages of combination for Wave energy: • Reduced cost of installation due to combined construction. • Reduced O&M due to ease of access. • Wave energy for standalone power generation resulting in reduced operating costs.

Advantages for platform: • Monolithic platform – modular construction and . assembly This is extensible, stable with variable deck loads capabilities. • Wave attenuation -‐ Autonomous supply of clean renewable energy, balanced by compressed air storage and LNG terminal production of baseload electricity, potable water, and regasification facilities.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 24 agreement No 652629

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Case Study 5

Companies involved: The consortium will be composed of two companies, Wave Dragon and Seaweed Energy Solutions (SES), and the independent organisation Bellona Foundation. Wave Dragon is a private Danish/UK based company working towards the commercialisation of wave energy converter (WEC) technology to extract electricity directly from ocean waves. Seaweed Energy Solutions (SES) is a -‐ Norway based seaweed innovation and business development company. Bellona Foundation is an independent environmental NGO that aims to meet and mitigate challenges of climate change through identifying and implementing sustainable environmental solutions.

Combines: Wave Energy and Offshore Aquaculture Space share type: Multi-‐use of space (MUS)

Project/Technology description: This concept envisages an array of wave energy converters (WEC) of a design created by the Wave Dragon, combined with a seaweed farm. Wave Dragon has deployed a grid connected 237 tonnes pilot WEC plant in Nissum Bredning, Denmark. The technology is a floating, slack-‐moored energy converter of the overtopping type. SES has proven capacity to cultivate brown seaweed Sacchar ( ina latissima and other kelp genus) on a large -‐ scale (long lines). It provides a platform for the further development of cultivation technology. An industrial scale hatchery was built, and it successfully supplied -‐ seeds for 100 150 tonnes wet weight biomass. A pilot farm in Frøya is one of the largest seaweed cultivation farms to date in Europe. The current products are distributed to a niche food industry market.

Wave Dragon is looking to develop its technology further at commercial farm scale. SES is looking to further improve its harvesting technologies, including mechanisation, and to help increase harvest volumes. Location of farms in Welsh offshore waters, calmed and occasionally being submerged by a wave machine, will increase the operational days and thus make kelp production feasible in exposed waters. The processed seaweed can be sold as a high value material for food and health products (nutraceuticals), cosmetics, animal feed markets, among others.

Advantages of combination include (but are not limited to): The seaweed farm will benefit from calmer water behind the devices, enabling them to be located in areas which would not normally be viable. During periods of rough seas, electricity from the WECs can be used to winch the seaweed farms lower into the water, protecting them from any ill-‐effects. Electricity from the WECs will be exported to the grid. The combination will benefit from an easier licensing process due to the multiple use of space, and there are also significant synergies for installation, inspection and maintenance operations. The expected location of the pilot deployment is off the Welsh coast.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 25

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Case Study 6

Companies involved: AquaBioTech Group is an international research and development, engineering and consulting company operating globally -‐ in over ﬁfty ﬁve countries. The vast majority of the company’s work is related to the marine or aquatic environment, encompassing aquaculture developments, market research / intelligence, through to project feasibility assessments, finance acquisition, project management, technology sourcing and technical support and training. Albatern’s WaveNET is a radical new wave energy device that captures energy from ocean waves and converts it into sustainable -‐ low carbon electricity, providing ements improv in operational efficiency at lower cost.

Combines: Offshore FinFish Culture and Wave Energy Generation Space share type: Multi-‐use of Space

Project/Technology description: These two companies have come together to form a Special Purpose Vehicle (SPV) to provide a one-‐stop-‐shop for wave energy enabled aquaculture solutions utilising the synergies in sea-‐space equipment usage to provide electricity for energy intensive aquaculture installations, facilitating amongst others the movement of commercial cage farming further offshore. Utilising the combination, fish can be produced with a vastly reduced environmental impact by utilising the renewable electricity provided by the WaveNet devices to service specifically the energy requirements of the farming operations. The SPV’s target market focuses on both existing and new cage farming operations, however it is envisaged that the WaveNet will also be utilised extensively to provide power (and potentially potable water) to shore based marine aquaculture lities faci in areas where wave energy is suitably abundant and supply of grid-‐based electricity is expensive or unavailable.

Advantages of combination include (but are not limited to):

• Cost savings on Delivery, Storage, Installation and Commissioning, to O/M due shared vessels, technical Support Team and Overhead. • Cost savings on energy for aquaculture due to energy supplied by sustainable power from on-‐ site wave resource. • Increases sustainability of operations and reduces additional logistics ges costs and challen of transporting and handling diesel fuel in rougher waters offshore., • Wave farm to provide protection from -‐ rough seas calmer waters for aquaculture farm, • Enables aquaculture farm to be further offshore where clean nutrient rich water exists, higher stocking densities due to the depth and limited environmental impact. • Guaranteed sale of electricity to aquaculture customer. • Low electrical losses and cabling costs due to proximity of customer.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 26 agreement No 652629

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Case Case Study Study 7 7

CompanyCompany involved: involved: J.J. J.J. Campbell Campbell & & tes Associa tes Associa is is a a structural structural and and civil civil engineering engineering company with a company with a variety variety of design of design projects projects including including multi multi storey storey buildings, buildings, shopping shopping centres, centres, industrial industrial and residential and residential projects projects with with public public and and private private sector sector clients clients established established in in 1996 1996 and and having having a reputation for delivering a reputation for delivering design design and and detail detail within within budget budget and on time. and on time.

Combines: Combines: Floating Floating wind wind and and wave wave technology technology Space Space share share type: Multi type: Multi-‐use -‐use platform platform (MUP) (MUP)

Project/Technology Project/Technology description: description: This This combination combination is is a a mixed mixed use use platform platform (MUP) designed by J.J. (MUP) designed by J.J. Campbell Campbell & & ociates Ass ociates Ass , , consisting consisting of of a large V-‐ shaped a large V-‐shaped concrete concrete structure structure incorporating incorporating Oscillating Oscillating Water Water Column Column (OWC) (OWC) wave wave energy energy converters, converters, with with a a wind wind turbine turbine mounted mounted on the platform via a steel on the platform via a steel superstructure.superstructure.

The The concrete concrete construction construction is is modular modular allowing allowing easier fabrication easier fabrication and and assembly. assembly. Other Other advantages advantages of the of the concrete concrete construction construction include include -‐ the cost effectiveness -‐ the cost effectiveness of of concrete concrete as as opposed opposed to to an entirely steel an entirely steel construction, construction, ease ease of of maintenance maintenance and and the the proven proven -‐ technique of slip form -‐ technique of slip form concrete concrete construction. construction.

By By combining combining e wav e wav and and wind wind technology technology in in the the same same platform, platform, the the economic economic viability of the technology viability of the technology will will be be increased. increased. The The aggregation aggregation of of wind wind and and wave wave energy energy converting converting technologies reduces the technologies reduces the variability variability of of the the power power generated generated by by the the platform platform as o a whole with respect t as o a whole with respect t time. time. It It will will also also be be able to able to make make maximum maximum use use of of the the resources resources available available at at any any particular particular location, location, and due to the floating aspect, and due to the floating aspect, will will be be deployable deployable in in water depths water depths previously previously beyond beyond the the limits of limits of current current fixed fixed offshore offshore wind wind technology. technology. Planned Planned deployment deployment location location for for the the pilot pilot is is off the west off the west coast coast of of Ireland. Ireland.

Figure Figure 1.1: 1.1: Location Location of of pilot pilot location location (AMETS) (AMETS) and and fabrication fabrication site (Foynes) site (Foynes)

Advantages Advantages of of combination combination include include (but (but are are not not limited to): limited to):

1.1. Two Two non -‐ noncorrelated -‐correlated out -‐ outof-‐of-‐phase -‐phase power power sources sources on one on one platform platform resulting resulting in in smoother smoother power power delivery delivery and and obviating obviating the the need need for storage for storage 2.2. Cost Cost savings savings on on materials materials by by combining combining on on one one floating platform floating platform 3.3. Cost Cost savings savings on on O O & & M M due due to ‘harbour’ effect to ‘harbour’ effect 4.4. Cost Cost savings savings arising arising from from shared shared wind wind & & wave wave ructure electrical infrast ructure electrical infrast 5.5. Conforms Conforms to to EU EU directives directives -‐ on multi use -‐ on multi use of of space space and and MSP MSP directives directives 6.6. High High local local content content for for deployment deployment areas areas on on the the periphery of Europe periphery of Europe This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 27

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Case Study 8

Company involved: This project draws on the results of the MERMAID consortium. The FP7 research project MERMAID designed multiple use concepts for four European basins, either -‐ multi use of space or multi-‐use platforms. This was done through a participatory design process, involving companies, authorities and civil society. The designs were evaluated, among others through societal -‐ cost benefit analysis. One of the most promising designs for the North Sea included wind farms with bottom-‐fixed offshore wind turbines and mussel aquaculture.

Combines: Fixed wind and mussel aquaculture

Space share type: Multi-‐use of space. The envisaged system is a multi-‐use of space (MUS) only. The turbine foundations are not used to attach the mussel aquaculture systems.

Project/Technology description: This technical brief focuses on the wind park Borssele (see Figure). his T wind park consists of 4 plots. The total site area equals 344 km². The development builds upon experience with existing wind parks, and technologies for offshore wind are available and tested. The permitted foundations are monopile, tripod, vity jacket, gra based and suction bucket for turbines in the range of 4 to 10 MW. The government support scheme is a contract-‐for-‐difference (CFD).

In this combination, -‐ multi use of the wind parks includes the production of mussels. Due to the growing pattern of el muss aquaculture mussel seed, half-‐grown and -‐ full size consumption mussels are produced. The Dutch Mussel industry and NGO’s have agreed collect mussel using long-‐lines. Although these devices are mainly used in the Wadden Sea, it is .5 expected that by 2020, 5 million kg of mussel seed is to be collected annually in the North Sea. In the commercialisation phase of the project installation of 98 ha of mussel aquaculture units is proposed. This equates to 98 ha of support lines. The wind park development is guaranteed.

Advantages of combination include (but are not limited to):

• General socio-‐economic societal benefit, as 100% renewable sources with low carbon footprint including low overall environmental impact due . to MUP design • Cost reduction by integration of offshore activities and O&M costs due . to shared facilities • The wind park provides the mussel companies with an area not accessible for large other vessels, reducing risk that the mussel facilities are negatively affected by these vessels. • Mussel aquaculture makes area less accessible for other vessels, reducing risk of collisions with unfamiliar vessels (for wind farm). • Mussel aquaculture can have a wave dampening effect, reducing fatigue and resultant O&M for wind farm structures. Dampened seas will also enable access for O&M for longer periods increasing wind farm availability.

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant 28 agreement No 652629

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Case Study 9

Company involved: EcoWindWater (EWW) is a clean-‐tech company that addresses the scarcity of freshwater and energy commodities in identified bal domestic and glo markets. The combined technologies can deliver both fresh water and electricity in a dynamic configuration meeting customer needs including catering for seasonal fluctuations. EWW’s domestic market focuses around several Greek islands especially in the Cyclades complex that experience water stress during high tourism season and having to import water fresh to meet their needs. The global market stretches to other island locations in the Caribbean and Canaries but also to countries of the Middle h East suc as Yemen that face extremely high levels of water stress as underground aquifers are depleted and where water management is becoming increasingly costly.

Combines: Floating wind and desalination technology Space share type: Multi -‐use platform (MUP)

Project/Technology description: The floating platforms located within a few kilometres distance from the shore are independent of water depth which allows extra flexibility to avoid conflicts with other active sectors such as tourism. The combination of technologies is based on -‐ a semi submersible steel platform, accommodating an offshore wind turbine (2 MW) and a desalination plant using Reverse Osmosis (RO) desalination with a maximum output of 3360 m3 per day. They can desalinate seawater at times of high wind resource which is transferred via water pipes to the islands and stored in existing drinking water storage tanks. The intended deployment location Cyclades island complex in the Aegean Sea, Greece within few km from the shore at water depth exceeding 40 meters. The area has good wind resource with average wind speed measured offshore to Santorini island at 8.6 m/s 100m high. During installation the MUP will be towed to location avoiding the use of costly specialist vessels which also enables the unit to be towed to the nearest harbour easily for major maintenance. While initially the MUP turbines will focus simply to power the desalination process they can also export surplus electricity to the island grid via cable.

Advantages of combination include but ( are not limited to): • 100% renewable sources with low carbon footprint including low overall environmental impact due to MUP design. • Cost reduction by integration of offshore . activities • Lower costs than land-‐based conventional desalination. • Chemical-‐free renewable powered desalination system compliant with . EU directives • Site selection process on case-‐by-‐case basis working closely with local an stakeholders for optimum use of the sea space. • Wind generated energy used at source, therefore osses. low l • Guaranteed customer for electricity purchase

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 29

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

Contact Details For further information about the MARIBE project or any of the Work Packages, please contact the following people: MARIBEMARIBE Coordinator: Coordinator: GordonGordon Dalton Dalton (UCC) (UCC) [email protected]@ucc.ie ProjectProject Manager: Manager: NóirínNóirín Ní Bheaglaoi Ní Bheaglaoi (UCCAL) (UCCAL) [email protected] [email protected] WPWP 4 Leader4 Leader Kate R.Kate Johnson R. Johnson (HWU) (HWU) [email protected]@hw.ac.uk WPWP 5 Leader5 Leader PedroPedro Díaz-Simal Díaz (UC)-Simal (UC) [email protected]@unican.es WPWP 6 Leader6 Leader SanderSander van den van Burg den (DLO) Burg (DLO) [email protected] [email protected] WPWP 7 Leader7 Leader RolandRoland Wijnen Wijnen (BMI) (BMI) [email protected] [email protected] WPWP 8 Leader8 Leader GordonGordon Dalton Dalton [email protected]@ucc.ie WPWP 9 Leader9 Leader Ian MastersIan Masters (SU) (SU) [email protected]@swansea.ac.uk

For further information about the case studies, please contact the following people:

Case study Chris 1 McConvilleChris McConville [email protected]@floatingpowerplant.com www.floatingpowerplant.com www.floatingpowerplant.com Study 1Case study 2 Rafael Bernardez Garcia [email protected]

Case Rafael Bernardez [email protected] Case study 3 Philippe Lemoine [email protected] http://www.portdeguyane.fr/ Study Garcia 2 Case study 4 Franklin Martin [email protected] http://floatinc.com/ Case Philippe Lemoine [email protected] http://www.portdeguyane.fr/ Study Erik Friis-Madsen [email protected] 3 www.wavedragon.net Case study 5 Hans Chr. Soerensen [email protected] Case Franklin Martin [email protected] http://floatinc.com/www.seaweedenergysolutions.com/en Study Aquaculture neumann@seaweedenergysolu- Frank Neumann 4 tions.com [email protected] Case Erik Friis-MadsenDavid Campbell [email protected] www.wavedragon.nethttp://albatern.co.uk/ Study 5Case studyHans 6 Chr. [email protected] SoerensenGareth H. Lawrence [email protected] www.aquabt.com

Frank NeumannJohn Campbell neumann@seaweedenergysolut ions.com http://www.seaweedenergysol Case study 7 [email protected] utions.com/enwww.jjc.ie Emmett Farrell Case David Campbell [email protected] http://albatern.co.uk/ StudyCase study 8 Sander van den Burg [email protected] 6 Gareth H. [email protected] www.aquabt.com Lawrence Case study 9 Mr. NIkitakos [email protected] http://www.ecowindwater.gr/

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629

This project has received funding from the European Union’s Horizon 2020 research and innovation programme underPage grant 14 30 agreement No 652629

UNLOCKING THE POTENTIAL OF MULTI-USE UNLOCKING THE POTENTIAL OF MULTI-USE OF SPACE AND MULTI-USE PLATFORMS OF SPACE AND MULTI-USE PLATFORMS

Contact Details For further information about the MARIBE project or any of the Work Packages, please contact the following people: MARIBE Coordinator: Gordon Dalton (UCC) [email protected] Project Manager: Nóirín Ní Bheaglaoi (UCCAL) [email protected] WP 4 Leader Kate R. Johnson (HWU) [email protected] WP 5 Leader Pedro Díaz-Simal (UC) [email protected] WP 6 Leader Sander van den Burg (DLO) [email protected] WP 7 Leader Roland Wijnen (BMI) [email protected] WP 8 Leader Gordon Dalton [email protected] WP 9 Leader Ian Masters (SU) [email protected]

For further information about the case studies, please contact the following people:

Case Chris McConville [email protected] www.floatingpowerplant.com Study 1

Case Rafael Bernardez [email protected] Study Garcia 2

Case Philippe Lemoine [email protected] http://www.portdeguyane.fr/ Study 3

Case Franklin Martin [email protected] http://floatinc.com/ Study 4 [email protected] Case Erik Friis-Madsen www.wavedragon.net Study 5 Hans Chr. [email protected] Soerensen

Frank Neumann neumann@seaweedenergysolut ions.com http://www.seaweedenergysol utions.com/en

Case David Campbell [email protected] http://albatern.co.uk/ Study 6 Gareth H. [email protected] www.aquabt.com Lawrence

This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629

Page 14 This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 652629 31

Project coordinator

MARIBE project partners :

CONTACT DETAILS: WEBSITE: www.amribe.eu @maribeproject maribe E-MAIL: [email protected]