Page 67: of Maritime Reporter Magazine (April 2016)

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made by the industry itself from within. about losing their competitive edge if and that this was not just a vanity proj- asked. “If we are truly to tackle the in- “This is clearly demonstrated by ‘an they share ideas. Perhaps the reality is ect, it was required to tackle operational novation challenges that confront us, the ocean of opportunities’ presented by the that shipping has always been too frag- issues, regulatory challenges and to ? nd shipping industry needs to open itself four IMMEDIASEA debate speakers,” mented – in ownership pro? le, in sup- ways of being more competitive, as well up to a much wider pool of ideas and be she stated, urging the audience to “fuel plier base, and in service providers, for as environmentally and ? nancially sus- more open-minded to outside in? uences. your inspiration! be provoked! get en- the take-up of disruptive ideas. There are tainable. Scientists have proven a fundamental gaged! and join the challenge!” only two major civilian aircraft manu- “The glue to holding these elements principle of the pursuit of ideas: the fu- facturers but here it appears to encourage together is of course data. Big data as a ture is not something you travel to, it’s innovation. We (in shipping) have doz- concept is happening but I think collec- something you create,” she concluded.

ens of shipyards and hundreds of OEMs tively we still need to ? gure out how to

Create Your Future and service providers but we seem to be use it. There are plenty of stories of in- suffering from a lack of genuine inspira- creasing volumes of data collected from

Digitalization “I think you will agree that shipping faces challenges far beyond the need tion.” the ships without a clear strategy of how

Moving on to discuss the long-term to manage and act on the results,” she

Rune Braastad, Vice President ABB to just be ? nancially sustainable,” said

Marine & Ports, looked at the disruptive

Kirsi Tikka, Executive Vice President, needs of the industry, Tikka noted that said.

shipping needed an innovation strategy “So what is our way forward?” she sustainability issue from the perspec-

Global Marine, ABS, in her presentation titled ‘You don’t travel to the future, you create it.’ “Themes of innovation and disruption have become commonplace in the media and on conference plat- forms but the outcome is more often a good headline or snappy soundbite than something that owners, managers, build- ers or the Class Societies can apply in practice,” she stated.

She said there were a number of rea- sons for this, the ? rst being that it is an industry that is driven more by short- term market fundamentals than it is by the application of new ideas – at least in ship design, construction and operation: “In a low fuel price/low earnings envi- ronment, the appetite for innovation and the development of new concepts can be almost non-existent. When markets are good, the ability to trade an asset regard- th less of its ef? ciency makes it an equally

ANNIVERSARY 777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777777770 1946 - 2016 low priority,” she said, adding that “the impetus to change has traditionally tended to be regulatory or evolutionary, rather than innovation-driven. The evo- lutionary changes have been mainly the introduction of specialized ships, such as containerships, different types of gas carriers, improved cargo handling, and economies of scale and, even where time and effort is expended to develop bet- ter hull forms, improved-performance coatings, more ef? cient engines, and im- proved materials. These have not had the

We take pride in the relations same impact as conceptual changes and we build with our customers, the introduction of ever-larger ships.

and we take pride in the “We are now looking for more disrup- products we deliver. This gives tive innovation from automation and big us the con?dence to state that we are always to be trusted. data analytics – but for the most part,

ALWAYS TO BE TRUSTED we don’t see a roadmap of how we get www.jetsgroup.com there, mainly because it involves exper- tise not found in our traditional industry, and leadership who understands how to apply and bene? t from the technology.” “Collaboration could be an answer,

Jets Vacuum AS, Myravegen 1, N-6060 Hareid, Norway – Tel.: +47 70 03 91 00 – E-mail: post@jets.no but the stakeholders – the owners, ship- yards and manufacturers – are worried www.marinelink.com 67

MR #4 (66-73).indd 67 4/7/2016 12:04:54 PM

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