Page 18: of Maritime Reporter Magazine (August 2018)
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Thought
Leadership
CLASS
Christopher J.
WIERNICKI,
Chairman, President &
CEO, ABS
The maritime industry has How has ABS ‘weathered the been challenged, to say the storm?’ Speci? cally, how is least. Today, where do you the ABS of 2018 most differ- see challenge? Where do ent from the ABS of 2013? you see opportunity? How is it still the same?
It’s clear our business environment ABS has adapted to the changing busi- continues to change and we have a new ness environment by more closely align- de? nition of what normal means: noth- ing our operations and right-sizing with ing is normal. We are in era of rapid, dis- industry demands.
ruptive and impactful change. As technology and regulations move
The coming years will bring further the industry to risk-based, data-centric, turbulence, shaking out our industry and cyber-in? uenced decision making, our setting the course for the next 20 years team today looks different. We are re- and beyond. Market cycles will continue shaping our workforce balancing tradi- to evolve and will be impacted differ- tional and non-traditional skill sets from ently than they are today. professionals who are able to make the
For example, in the past, market cycles right data-driven, techno-economic and have been shaped by globalization and risk-based decisions while embracing emerging economies. In the future, ship- disruptive technologies. ping market cycles will be impacted by Our team is now delivering a range technology and regulations. of work not possible in 2013, including
The four biggest challenges facing industry-leading projects with shipown- shipping today are digitization and con- ers, regulators, equipment manufactur- nectivity; cyber security; emissions re- ers, governments, academia and others duction and ef? ciency improvements in on topics such as wearable technology, operational performance. drones and unmanned systems, data
In order to navigate through these chal- strategy validation, condition-based lenges and succeed, leadership must: health monitoring, structural digital twin 1. Understand the role of development and predictive analytics.
technology and the importance Our digital journey is a key part of our of assessing technology risk in FutureClass strategy to transform the the commercial risk decision traditional survey process, and continues making process; program developments already under- 2. Maintain a healthy balance way. Key foundational building blocks, between innovation and such as the ABS Freedom survey work- pragmatism especially when it ? ow system, ABS e-Certi? cates and comes to digital technology; and our industry-leading ABS Cyber Safety 3. Recognize there are three program, have built a solid foundation levers to pull to achieve from which we are continuing to develop competitive performance: game-changing products and services. Identify and develop talent; Amidst all the changes, ABS’s mission Manage and rationalize – the same since its inception in 1862 – technology; Choose the right continues to guide everything we do; we operating model that allows serve the public interest as well as the for greater horizontal thinking. needs of members and clients by pro-
Photo:ABS 18 Maritime Reporter & Engineering News • AUGUST 2018
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