Athens Institute for Education and Research Newsletter No. 20, April 2023
From 1 to 4 May ATINER successfully organized its Annual academic meetings (Sociology, Business Law & Economics, Ethics, Health & Medical Sciences, Nursing and Pharmaceutical conferences) in 9 Chalkokonidli str., Athens, Greece.
On Monday 1 May 2023, 18:00-20:30, a Round-Table Discussion on “The Post Pandemic World: Learning from Country Experiences was organized as part of the conferences. More information can be found at: https://www.atiner.gr/events/1May2023.pdf
On Monday 8 May 2023, 14:00-15:00, ATINER is organizing a Round-Table Discussion on “Challenges for Mass Media and Communication: How to Cover Wars, Pandemics and Sports”. More information can be found at: https://www.atiner.gr/events/8May2023.pdf
On Tuesday 9 May 2023, 12:30-14:30, ATINER is organizing a Round-Table Discussion on “The Turkish Elections of 2023: National and International Facets”. More information can be found at: https://www.atiner.gr/events/9May2023.pdf
On Monday 15 May 2023, 18:00-20:00, ATINER is organizing a Round-Table Discussion on “Teaching and Researching in the Post Pandemic World: Learning from Country Experiences”. More information can be found at: https://www.atiner.gr/events/15May2023.pdf
2 papers have been uploaded in ATINER’s Presentation Series available at: www.atiner.gr/present
Events with a May Deadline
26-29 June 2023
21st Annual International Conference on Management Academic Member Responsible for the Conference: Dr. Sharon Claire Bolton, Vice President of Research and Head, Management Unit, ATINER & Emeritus Professor, The Management School, University of Stirling, Scotland.
21st Annual International Conference on Marketing Academic Member Responsible for the Conference:
Dr. Cleopatra Veloutsou, Head, Marketing Unit, ATINER & Professor of Brand Management, University of Glasgow.
18th Annual International Symposium on Economic Theory, Policy & Application Academic Members Responsible for the Conference: Dr. Gregory T. Papanikos, President, ATINER.
Dr. Christos Sakellariou, Vice President of Finance, ATINER & Associate Professor of Economics, Nanyang Technological University, Singapore.
Dr. Henry Thompson, Head, Economics Unit, ATINER & Emeritus Professor, Auburn University, USA.
21st Annual International Conference on Finance Academic Member Responsible for the Conference: Dr. Peter Koveos, Head, Finance Unit, ATINER & Professor of Finance, Syracuse University, USA.
21st Annual International Conference on Accounting Academic Members Responsible for the Conference: Dr. Nicholas Marudas, Head, Accounting Unit, ATINER & Associate Professor, Mercer University, USA. Dr. Peter Koveos, Head, Finance Unit, ATINER & Professor of Finance, Syracuse University, USA.
16th Annual International Conference on Languages & Linguistics Academic Member Responsible for the Conference: Dr. Valia Spiliotopoulos, Head, Languages & Linguistics Unit, ATINER & Instructor, Department of Language and Literacy Education, The University of British Columbia, Canada.
13th Annual International Conference on Architecture Academic Members Responsible for the Conference: Dr. Nicholas N. Patricios, Vice President of Strategic Planning & Analysis, ATINER, Dean Emeritus & Professor, School of Architecture, University of Miami, USA. Dr. Clara Germana Gonçalves, Head, Architecture Unit, ATINER & Researcher, CITAD (Centro de Investigação em Território, Arquitectura e Design), Lusíada University and Invited Assistant Professor, Lisbon School of Architecture, University of Lisbon, Portugal.
20th Annual International Conference on Law Academic Member Responsible for the Conference: Dr. David A. Frenkel, LL.D., Adv., FRSPH(UK), Head, Law Research Unit, ATINER & Emeritus Professor, Law Area, Guilford Glazer Faculty of Business and Management, Ben-Gurion University of the Negev, Beer-Sheva, Israel.
18th Annual International Symposium on Environment Academic Member Responsible for the Conference:
Dr. Nadhir Al-Ansari, Head, Environment Unit, ATINER & Professor, Lulea University of Technology, Sweden.
11th Annual International Forum on Water Academic Member Responsible for the Conference:
Dr. Timothy M. Young, Director, Center for Data Science (CDS), Emeritus Professor, The University of Tennessee, USA & CEO and President, T.M. Young Institute, LLC, USA.
10thAnnual International Conference on Geology and Earth Science Academic Member Responsible for the Conference:
Dr. Haiduke Sarafian, Head, Natural Sciences Unit, ATINER & Professor of Physics and Endowed Chair of John T. and Paige S. Smith Professor of Science, Pennsylvania State University, USA.
7th Annual International Symposium on Animal Science & Zoology Academic Member Responsible for the Conference:
Dr. Timothy M. Young, Head, Agriculture Unit, ATINER, Emeritus Professor, The University of Tennessee, USA & CEO and President, T.M. Young Institute, LLC, USA.
Knut Ørbeck-Nilssen, CEO Maritime, DNV, says that while progress towards industry decarbonisation should be applauded, it must be accelerated. Shipping needs to work together, in tandem with other sectors and stakeholders, if we’re to stand a hope of reaching our most ambitious, and necessary, goals. Nor-Shipping, he believes, with its 2023 theme of #PartnerShip, is an ideal platform for progress.
It’s difficult to know what’s going to happen in the next ten days, let alone the next ten years.So, how are shipowners and operators, eyeing investments with timescales of 25 to 30 years, expected to make optimal long-term decisions, especially regarding fuels?
And how can an organisation like DNV, the world’s leading Class society, make the right decisions to advise them? Surely it’s impossible to navigate a landscape that’s yet to take shape? Isn’t it?
Knut Ørbeck-Nilssen, CEO of the Maritime division at DNV, smiles.
He is a man who, as befits his position, exudes a steady calm and confidence… Even though he’s just ran from another meeting and has yet to eat his lunch, which he pushes aside to deliver his answer.
“That’s why big decisions can’t be taken alone,” he replies. “Everybody needs partners; no one can prosper, or change, in isolation, and that’s especially true when we consider an energy and technology transition of the scale facing shipping.
“We need one another to navigate the future, now more than ever.”
Alternative options
Ørbeck-Nilssen isn’t just being nice here. This isn’t a platitude; it’s a cornerstone of his, and DNV’s, vision. He’s been quoted over the past year or two as noting that “collaboration is the true fuel of the future” and 2022, with its unpredictable geopolitical, economic and environmental challenges, seems only to have deepened that conviction.
He talks of “significant barriers” that have to be overcome together, but before addressing the future wants to dwell on the present – recognising achievements so far. “It’s encouraging to see that some of the key issues highlighted in past editions of our Maritime Forecasts and Reports have been picked up by the industry,” he comments, referring back to previous statements identifying LNG as arguably shipping’s “most feasible transitional fuel”.
“If we look at newbuild ordering there’s now an established trend for alternative dual-fuel propulsion, with LNG as the dominant fuel, especially amongst the larger, deep-sea segments. A third of the vessels on the orderbooks, by gross tonnage, are being built to operate on alternative fuels, with LPG and the first hydrogen-fuelled designs also generating interest.
“So, we can see concrete proof that the transition is gathering pace, with regulatory pressure, access to investment and capital, and cargo owner and consumer demands as the key drivers. But is it moving fast enough?
“Well, that’s another question.”
Clearing the hurdles
And the answer, he implies, is ‘no’.
Ørbeck-Nilssen says that “substantial investment” is needed – “and quickly” – in terms of researching safe and economically feasible carbon neutral fuels, as well as developing the optimal technologies to utilise them.
However, that will be in vain, he stresses, if the main hurdle to progress can’t be overcome, namely, fuel availability:
“According to our recent Maritime Forecast to 2050 report, we need to produce 5% of shipping’s total energy consumption from carbon-neutral fuels by 2030. That requires huge investment… and it’s just the start.
“And if the IMO strategy is revised in 2023, pushing for full decarbonization by 2050, then we require the means and infrastructure to deliver around 270 million tonnes of alternative fuels, according to our research. That is a massive challenge, and it requires action, now.”
He continues: “It goes without saying, this is an issue that shipping cannot resolve alone. We need to see collaboration in the industry, for sure, but beyond that we have to work in unison with energy producers, infrastructure developers, ports, and, not least, national and international authorities and organisations to enable such fundamental change.
“This goes beyond working within our ‘tribes’ – it’s a global issue of critical importance.” But, of course, it’s difficult to know where to place bets when it comes to that fuel. Should a shipowner today invest in assets running on natural gas for tomorrow, or will it pay to be an early mover on hydrogen, ammonia or any other emerging alternative?
This, Ørbeck-Nilssen retorts, is where DNVs ‘pathways’ come in.
Solving the puzzle
Arguably, DNVs core strengths lie in its neutrality and acknowledged expertise and networks in a broad range of industries and disciplines. It has teams spanning maritime, oil & gas, carbon capture and storage, renewables, technology, and more, in addition to strong links with academia, authorities and other key societal stakeholders. As such it can understand the “big picture” and see how pieces of the transitional puzzle might fit together, helping mitigate risk, enhance safety and facilitate development.
It’s pathways – again, featured in the latest Maritime Forecast to 2050 – detail likely scenarios on the journey towards decarbonisation, considering factors such as fuel availability, costs and the apparent lack of one “silver bullet” solution.
“There’s so much uncertainty,” Ørbeck-Nilssen stresses. “The only things that are certain are that we need to change, and that the future fuel mix, at least in the near-term, is going to get more complex, with a wide variety of energy choices emerging. That creates obvious challenges for the industry.
“The pathways address that, helping plot potential routes to decarbonisation.” As an example, he picks an owner opting for LNG today.
“Now, they know this isn’t a perfect fuel,” he explains, “but it enables substantial gains over conventional heavy fuel, utilising proven technology. So, on the ‘gas pathway’ they use LNG as the first step, before switching to bio-gas and then later transitioning to synthetic gas. That’s an over-simplified example, but it shows how you create clarity as you move ahead with business strategy and investments.”
This “clarity from confusion” wouldn’t be possible, Ørbeck-Nilssen notes, without an understanding drawn from close relationships throughout the industry and beyond.
“It all comes back to partnership.”
Collective ambition
A further example of that, and of DNV’s role as a key enabler for an industry in transition, is the recently unveiled Nordic Roadmap initiative.
This follows on the back of the Clydebank Declaration at COP26, where shipping “green corridors” were identified as a key tool for accelerating change. In a bid to position the region at the vanguard of developments, the Nordic Council of Ministers, with support from all the Nordic nations, set up the project as a “cooperation platform” creating unity of purpose. The result is a joint public and private initiative aiming to bring together diverse stakeholders to enable green corridor infrastructure, start pilots, share knowledge, build alternative fuel experience and, Ørbeck-Nilssen says, “set an example for other regions to follow.”
DNV has been brought in as project manager, recently hosting the first meeting at the company’s Høvik HQ in Oslo.
“When you look at the industry in its entirety, the scale and complexity of change needed can seem overwhelming,” he notes. “But if you take separate regions, and look at establishing individual green corridors, it makes the challenge more manageable. Then, when you bring together diverse partners, it’s suddenly possible to work towards concrete, achievable goals – goals that can form a blueprint for the industry in general.
“It’s a really exciting example of partnership in action.”
The Nor-Shipping connection
The repetition of the ‘p-word’ brings us on to Nor-Shipping. The 2023 event, taking place in Oslo and Lillestrøm, 6-9 June, has chosen #PartnerShip as its main theme.
Needless to say, Ørbeck-Nilssen approves, confirming that DNV has once again secured the position of Main Partner.
“Nor-Shipping is a fantastic meeting place for the global industry,” he comments, “bringing people from right across the ocean value chain together in one place. As such, it provides a physical platform for partnership, and progress, helping build relationships, share knowledge and highlight the latest developments.
“We need this kind of face-to-face interaction,” he continues. “And, on a personal level, it’s always so rewarding meeting people, discussing issues and gaining new insights. It’s a constant source of learning. And, not least, it’s fun!”
Here he mentions the traditional Nor-Shipping BBQ at DNV’s fjord-side facilities, which, he adds with a broad smile, is back.
“I’m really looking forward to the chance to host a few thousand guests again,” Ørbeck-Nilssen concludes. “It’s great to see the industry coming together here and, of course, it’s helpful Nor-Shipping is back in the summertime. It’s always a bit more pleasant to have a chat, drink and something to eat when the sun’s shining!”
And with the talk of food, he takes the chance to politely, finally excuse himself. Lunch, and the next meeting with industry partners, beckons.
An interview with Ståle Hansen, CEO, Skuld – a Nor-Shipping Thought Leader
With 126 years of industry experience behind it, Skuld, a world leading marine insurer, should have “seen it all”. However, global health crises, geopolitical unrest and the need for industry transformation are ushering in a new age, with new challenges. Here Ståle Hansen, Skuld CEO, discusses the need for calm heads, and ever closer collaboration, to ensure the industry stays on course.
“It was a case of out of the frying pan, into the fire,” admits Ståle Hansen, CEO at Skuld for eight of his twenty years at the Oslo-headquartered insurance giant.
“The pandemic, and all the claims associated with it, was starting to ease, shipping patterns were returning to near normal, and then the war in Ukraine started. As we all know, that ushered in human tragedy of inconceivable proportions, and a wave of necessary sanctions that quickly dispelled any sense of ‘business as usual’.
“It’s been a busy, and challenging, few years.”
Almost overnight, Hansen states, Skuld, which had a leading position with Russian shipowners, had to terminate long-standing relationships, while the impact on Skuld’s existing members was, in some cases, even more drastic.
A matter of trust
“Suddenly we had members with vessels locked into Ukraine ports,” he explains. “The assets and cargoes are one thing, but the crews, and ensuring their safety, is another – that quickly becomes top priority.”
As such, the past year has seen specialist Skuld teams leveraging their industry expertise, networks and close relationships with other insurers to repatriate crews and release vessels, continually working to deliver on their company purpose statement (“Protecting Ocean Industries”) in the most challenging circumstances imaginable.
“There have been numerous, very complex situations,” Hansen notes. “Each vessel has multiple insurers, covering, for example, P&I, hull and machinery, war insurance, and the cargo, so that demands reliable, open and committed collaboration. And of course, if vessels are trapped for too long then the owners can claim a total constructive loss, which can lead to the insurers becoming shipowners.”
He smiles: “So, there’s a lot at stake. But we’re not exactly new to this. We know what we’re doing and make sure that all our stakeholders, from customers to the other insurance partners we work with, can rely on us.
“That trust is fundamentally important, and not just to our success, but to our values as a business. “That is who we are, we are Skuld.”
Collective strength
And this is the essence of Hansen’s philosophy during today’s conversation.
He’s here to discuss Skuld’s decision to renew its role of ‘Leading Partner’ at Nor-Shipping 2023 (taking place 6-9 June in Oslo and Lillestrøm), but quickly segues to the event’s main theme this year, which is #PartnerShip.
“That is a very interesting choice,” he comments, “and it couldn’t be more timely. It’s one thing that it chimes with the way we work as a business, but, from a wider perspective, it’s how we NEED to work as an industry. You can see that in the issues we’ve just mentioned – global pandemics and conflicts – but it’s also intrinsically important to the challenges, and opportunities, we face in terms of sustainable development.
“No one can tackle such a changing, unpredictable landscape alone. We all need partners.”
As Hansen implies, Skuld already has them.
Deep ties
Partnership is at the core of Skuld’s business model.
The marine insurer, which employs around 300 people in 11 locations worldwide (including Japan, after a new office opening last year), operates as a mutual insurance association providing risk pooling, claims services, loss prevention and overall representation for its members. Those same members, which essentially own the business, elect a board and committee, which then appoint the executive management team, including Hansen.
“So, we’re not just a service provider,” the CEO explains, “we’re their business, or rather we are them. We work closely to understand one another and tailor our products for their evolving business needs. In fact, I think you could say we work even closer now, given the challenges we’ve faced. Some relationships get forced apart by difficulty, but I’m pleased to report the opposite in our case. Loyalty has never been higher.”
Interestingly, this way of working extends to interaction with other insurers. Skuld is a member of the International Group of P&I Clubs, an organisation of 13 ‘competitors’ that, together, provide liability cover for around 90% of global ocean-going tonnage.
“We share, that’s the cornerstone of the group,” Hansen says, adding: “And that means everything from knowledge to large loss exposures. Our aim is keeping this essential industry thriving, and we realise that is more important than individual competition. There’s a ‘greater good’ here – the future of shipping.”
Where do new ideas come from? Innovations that propel our societies forward often come from people who look at the familiar with fresh eyes, connecting and combining what’s previously been separate. For such innovators, crossing boundaries—not only mental boundaries, but sometimes actual physical borders—is the key to imagining new possibilities.
Talented, creative people can be found in every part of the world. Bringing together that diversity of talent enables companies and countries to see things in a new way and, our research shows, ignites the much-needed innovative spark that drives sustainable growth.
A Moral Cause with a Business Case
Reducing the obstacles to global migration, and building bridges to opportunity for talented people regardless of where they were born or what their circumstances might be, is a moral cause that also has a strong business case. The war in Ukraine, along with ongoing conflicts in Afghanistan, Syria, and elsewhere, reminds us that not all migration is voluntary—which only makes the moral cause that much more urgent.
In this “Innovation Without Borders” report, we lay out a pragmatic way forward for business executives who intend to drive creativity and innovation through global diversity. The report is based on a first-of-its-kind survey of executives in 20 industries and 10 countries, the personal beliefs that guide them, and the operational tactics they use. The report also includes the in-depth perspectives of four executives who have seen how rewarding the journey to global diversity can be for an organization—and the struggles that can occur along the way. Here are a few of their insights:
From Aspiration to Action
Our survey found that, while 95% of executives plan to embrace globally diverse teams, only 5% have fully scaled such teams across their organizations. This gap between ambition and execution is mostly a result ofone thing: culture. Senior executives, especially in large, established firms, told us they worry about the significant cultural change a globally diverse workforce brings with it. Leaders of large companies who express a strong intent to pursue global diversity (and many who already are) also voice a healthy skepticism that they can get thousands of employees to follow them without ruffling some feathers.
Four Clusters of Maturity
We found that the firms in our survey fall into four distinct clusters of global diversity: companies we refer to as question marks, companies that see diversity as a tool, those who see diversity as a celebration, and those for whom diversity is a part of their DNA. Identifying the cluster a company occupies is a prerequisite for ambitious executive teams to drive action.
Managing Three Moments of Culture Shock
The four clusters above serve as beacons in the journey to global diversity, with higher creativity, growth, and innovation output the ultimate rewards. Each step on this journey offers benefits from a value creation perspective: firms that start as question marks can significantly increase their chances of becoming world class innovators by taking one or two steps in the journey to global diversity.
More: The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit our Latest Thinking page and follow us on LinkedIn and Twitter.
Przedstawiciele dużych, średnich i małych firm, szkolnictwa morskiego oraz przedstawiciele mediów i menedżerowie HUBów Bałtyckiego Klastra Morskiego i Kosmicznego spotkali się w Gdyni na śniadaniu biznesowym 7 grudnia br.
Ze względu na panującą pandemię i bezpieczeństwo uczestników w spotkaniu brało udział 25 osób. W spotkaniu uczestniczyli m.in. Przemysław Sztandera, prezes Pomorskiej Specjalnej Strefy Ekonomicznej oraz prof. Adam Weintrit, rektor Uniwersytetu Morskiego w Gdyni, mecenas Matusz Romowicz z Legal Marine, i Piotr Witek z Moore Rewit, kpt ż.w. Alfred Naskręt, dyrektor Szkoły Morskiej w Gdyni, z Nauty byli prezesi Monika Kozakiewicz i Adam Potrykus, a z Crista dyrektor Jacek Milewski. Firmę Hydromega reprezentował dyrektor Michałowski, a z Grupy Technologicznej ASE przybyli Jakub Roszkiewicz (Biprograf) i Wojciech Panfil (Elmech-ASE). Z firmy Whizzbrand byli Marcin Więckowski i Robert Widomski. W spotkaniu brał udział Maciej Spigarski, wieloletni kierownik sprzedaży znanego producenta jachtów Galeon, obecnie pracownik firmy o profilu kosmicznym. Był również Zarząd Klastra i przedstawiciele Biura Projektów Klastra. Media reprezentowali Cezary Spigarski, prezes zarządu w Fundacja Promocji Przemysłu Okrętowego i Gospodarki Morskiej, wydawca portalu www.oficynamorska.pl oraz Mateusz Kowalewski, prezes zarządu, wydawca GospodarkaMorska.pl i MarinePoland.com.
Klaster HUBów
Zebranych powitali Kpt. Alfred Naskręt i prof. Marek Grzybowski, który poinformował, że w ostatnim czasie Bałtycki Klaster Morski i Kosmiczny przeszedł gruntowne zmiany organizacyjne i przekształcił się w klaster innowacyjnych HUBów. Jest to konsekwencją ewolucji klastra, który przed dziesięciu laty zmienił się tradycyjnego klastra Triple Helix w HUB projektów międzynarodowych realizowanych głównie w regionie Morza Bałtyckiego we współpracy z klastrami działającymi w ramach European Cluster Collaboration Platform.
– Przekształciliśmy się w „Klaster” hubów, czyli specjalistycznych organizacji o wysokim potencjale innowacyjności – mówił Marek Grzybowski, prezes Bałtyckiego Klastra Morskiego i Kosmicznego dla portalu GospodarkaMorska, podkreślając, że planuje się przygotowanie projektów, które będą realizowane na potrzeby rynku międzynarodowego.
W klastrze działa HUB produkcji statków zeroemisyjnych, HUB ICT & AI zapewniający kompleksowe opracowania smart port i smart shipyard oraz możliwe do zastosowania w rozwiązaniach smart ship. Bałtycki HUB GREEN TECH pozwala na tworzenie projektów kompletnych rozwiązań produkcji, dystrybucji i zarządzania zieloną energią – wyjaśniają dr Michał Igielski i dr Zdzisław Długosz. Niedawno nowoczesny magazyn energii zbudowany został przez Elmech-ASE działający w ramach Grupy Technologicznej ASE – mówili Jakub Roszkiewicz, Wojciech Panfil. Liczmy, że ASE będzie silnym partnerem w BALTIC GREENTECH HUB. Dzięki rozwiązaniom Elmech-ASE można będzie na rynku międzynarodowym BALTIC ZEV HUB będzie mógł oferować kompleksowe rozwiązanie statków zeroemisyjnych ze stacjami ładowania i magazynami energii na lądzie. W tym obszarze wesprzeć może partnerów HUBu HYDROMEGA, która ma doświadczenie w rozwiązaniach układów hydraulicznych na statkach i na lądzie.
Strefa wspiera
Ważną rolę we wspieraniu innowacyjności, nie tylko w przemysłach morskich, ma polityka Pomorskiej Specjalnej Strefy Ekonomicznej udzielania miejsca na działalność firm o dużym potencjale innowacyjności. – Z wieloma firmami, które należą do „Klastra” realizujemy wspólne projekty. Przykładem jest działanie Galatea, które polega na łączeniu innowacyjnych firm z polską branżą morską. Wiele przedsiębiorstw, które nawiązują ze sobą współpracę mieści się również w naszych obiektach w Gdyni, w Bałtyckim Porcie Nowych Technologii – mówił Przemysław Sztandera, prezes zarządu Pomorskiej Specjalnej Strefy Ekonomicznej.
W czasie spotkania wywiązała się również dyskusja na temat współpracy nauki z biznesem. Rektor Uniwersytetu Morskiego Prof. Adam Weintrit zaproponował szeroką współpracę Pomorskiej Specjalnej Strefie Ekonomicznej i innym firmom działającym w ramach Klastra BSSC w obszarze badań naukowych i edukacji dla przemysłu. Kpt Alfred Naskręt przedstawił możliwość wykorzystania przez studentów Uniwersytetu Morskiego szkoleń na stanowisku symulatora łodzi zrzutowej.
Uniwersytet z biznesem
Przedstawiciele firm mówili, że są otwarci na przyjmowanie przyszłych inżynierów na praktyki. Cador udostępnia uczelni najnowsze wersje oprogramowania projektowego mówił prezes Grzegorz Kozłowski. W Naucie odbywają praktyki studenci z Uniwersytetu Morskiego mówił dyrektor Adam Potrykus. Dlatego planujemy również zacieśnić współpracę nauki z biznesem. – Uniwersytet oczekuje od firm zgłoszenie konkretnych potrzeb na tematy prac inżynierskich i magisterskich, rozwiązań technicznych i organizacyjnych wynika z rozmów, które prowadziliśmy w gronie skupionym wokół rektora Adama Weintrita i prezesa Przemysława Sztandery.
– Uważamy, że uczestnictwo w takich inicjatywach jest bardzo cenne. Stale śledzimy rynek i nowinki technologiczne. Przemysł stoczniowy szczególnie dynamicznie się rozwija – mówiła Monika Kozakiewicz, prezes zarządu stoczni Nauta S.A. dla portalu GospodarkaMorska.pl. Stocznia jest członkiem założycielem Polskiego Klastra Morskiego, który kilka lat temu przekształcony został w Bałtycki Klaster Morski i Kosmiczny.
To nie jedyny przykład, gdy firma wykorzystuje potencjał uczelni działających w Klastrze. W Grupie ASE pracują absolwenci wydziału Elektrycznego Uniwersytetu Morskiego – informował prezes Dariusz Jachowicz w czasie spotkania członków Bałtyckiego Klastra Morskiego i Kosmicznego w siedzibie ASE. Również CADOR zatrudnia inżynierów z pomorskich uczelni.
Prawo i finanse
Realizowanie projektów na skalę międzynarodową wymaga wsparcia prawnego i finansowego. Dlatego w klastrze utworzono HUB prawno-finansowy, którego koordynatorem jest mecenas Mateusz Romowicz, a filarami Legal Marine i Moore Rewit. A ponieważ nawet wśród partnerów biznesowych dochodzi do sporów, w ich rozwiązywaniu pomagać ma Bałtyckie Centrum Mediacji Gospodarczych.
– Mediacja to polubowny proces rozwiązywania sporów, a w branży morskiej te przepisy nie zawsze są jednoznaczne. Coraz częściej więc firmy widzą potrzebę mediacji, niż walki w sądzie – twierdzi Barbara Matysiak, koordynator Bałtyckiego Centrum Mediacji Gospodarczych, mediatorka przy Sądzie Okręgowym w Gdańsku i Warszawie. Przy czym Centrum nie ogranicza się do wspierania członków Klastra BSSC, a otwarte jest na wspieranie wszystkich firm i administracji morskich oraz jednostek samorządowych działających w branży morskiej i logistycznej, podkreśla Barbara Matysiak.
W zespole mediatorów Klastra jest między innymi dr Magdalena Konopacka, dr Zdzisław Długosz oraz ekspert od spraw żeglugi kpt ż.w. Alfred Naskręt oraz portów i żeglugi bliskiego zasięgu Krzysztof Anzelewicz.
W czasie spotkania powstało wiele nowych pomysłów na współdziałanie. Uczestnicy spotkania ustalili, że kolejne spotkania będą odbywały się cyklicznie. Będą również spotkania hubów, w czasie których wypracowane zostaną nowe projekty.
Dziś klaster rozwija się w formule Pentagon Helix, integrując transfer wiedzy między nauką i biznesem, wspierając inicjatywy społeczne, samorządów i administracji, rozwijając relacje inwestorskie. Dziś działalność klastra charakteryzuje podejście holistyczne, integracyjne i globalne, wpisujące aktywność przemysłów morskich w gospodarkę 4.0. Klaster koncentrować się będzie więc na projektach zapewniających digitalizację, wykorzystanie sztucznej inteligencji i wirtualnej rzeczywistości oraz wdrażanie w przemysłach morskich i ich otoczeniu zielonego ładu.
