Page 16: of Maritime Reporter Magazine (December 2017)

Navigating the

THOUGHT LEADERSHIP

New Norm

How Technology, Skills & Expectations

Are Shaping Our Maritime Future By Christopher J. Wiernicki,

Chairman, President and CEO, ABS

Photo: ABS t is not business as usual in the have to know where we began. There are lence and change, shaking out our in- 3. Emissions reduction world where we do business. four key megatrends that are shaping the dustry and setting the course for the next 4. Ef? ciency improvements in opera-

Things are changing. And the future of the maritime industry. 20 years and beyond. Market cycles will tional performance speed and scale of these changes 1. The world economy and popula- continue to evolve and will be impacted will be unprecedented and dis- tion are continuing to grow. Every year differently than they are today. The three biggest challenges facing ruptive: the world’s population expands, from 7.6 For example, in the past, market cy- the offshore industry are:I • Changing business landscapes and billion people today to just short of 10 cles have been impacted by globaliza- 1. Improving productivity and increas- energy pro? les; billion by 2050. This population growth tion and emerging economies, such as ing standardization • Changing market expectations and will provide more labor resources, de- China. In the future, market cycles will 2. Building con? dence in a stable oil needs; velop new technologies and increase be impacted by technology and regula- price environment • Changing technology; trade. tions. This means that governments and 3. And digitization and connectivity.

• Changing societal expectations to- 2. There are societal and regula- organizations like the IMO will become ward policies and regulations that mini- tory pressures for the industry to op- even greater global industry-shapers, as

THE NEW DIRECTION mize environmental impacts and maxi- erate cleaner and be more transparent: they provide the frameworks that will The new norm we face today – and for mize safety; Ballast water management, the sulphur need to be synchronized with emerging the forseeable future – compels our in-

Even regulations themselves are 2020 cap, and EU-monitoring, reporting technologies. dustry to: changing from less prescriptive in nature and veri? cation requirements are taking Some may be frightened by this con- 1. Improve our productivity, ef? ciency to more performance-based. hold. cept, but I see it as exciting and full of and optimization

As Chairman, President and CEO of 3. The center of our global gravity opportunity. Today, our business envi- 2. Embrace digitalization and con- a global classi? cation and technology- is shifting to the east. China was the ronment is changing and we have a new nectivity through greater integration of centric company that operates in 70 world’s largest economy in 1820. It’s the de? nition of what ‘normal’ means. The information technology and operational countries with 5,000 employees, I am second largest today and on track to re- new normal means nothing is normal. technology (IT/OT) continually assessing the impact of these turn to be the world’s largest once again Normal means change: rapid change, 3. Recognize the need for a shift in our changes on the capabilities ABS needs to in 2030. disruptive change and impactful change. approach to talent ful? ll its mission and maintain its lead- 4. Technology is quickly propelling There are four big challenges facing 4. Leverage data so it becomes a com- ership position in the maritime, offshore us into the heart of the fourth industrial the shipping industry: petitive advantage and includes smart and government industries it serves. revolution. 1. Digitization and connectivity people, smart ships, smart ? eets and

To know where we are heading, we The next ? ve years will bring turbu- 2. Cyber security smart business 16 Maritime Reporter & Engineering News • DECEMBER 2017

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