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Arne Vatnøy: The idea behind Norwegian Offshore Wind is that we are industry driven

Norwegian Offshore Wind Cluster –  to maximize opportunities for the Norwegian OWI
 Marek Grzybowski (5) questions to Arne Vatnøy, Communication Manager,  Norwegian Offshore Wind
An exclusive interview to Baltic Journalist Maritime Club  of the Baltic Sea & Space Cluster  (BSSC)

The dynamic between the small startups, SMEs and the large international companies is core of collaboration in the Norwegian Offshore Wind cluster. The organization has several meeting places where are organized B2Bs between the cluster members, and they are also represented in our working groups for different markets and supply chain issues.

The idea behind Norwegian Offshore Wind is that the Norwegian Offshore Wind is industry driven. All the working groups are led be a representative from Cluster  member companies. With the position that Norway has as pioneers withing the floating offshore wind industry, it is natural that the Norway is the host country of the global flagship event for floating wind.

Marek Grzybowski: The Norwegian government’s target is 30 GW by 2040. Multiconsult’s mapping shows much greater potential for the construction of new offshore wind farms along the entire coast. Norwegian Offshore Wind, together with developers Equinor, Source Galileo, Hafslund and Deep Wind Offshore, commissioned the preparation of the report. Is it possible to build 338 GW of offshore wind energy in Norway?

Arne Vatnøy, Norwegian Offshore Wind: This report shows that there are large areas we need to examine further in the process of finding new areas for offshore wind development. The industry supports the government´s ambitious goal of 30 GW by 2040, and we will contribute constructively with input in the process of finding the best suited areas. We see that there is a large potential, especially within floating offshore wind, and the industry will continue to provide new insight that will bring the development forward.

Marek Grzybowski: The report places particular emphasis on cooperation with other maritime industries. What are the industries? How will industries related to the blue economy work together?

Arne Vatnøy, Norwegian Offshore Wind: In Norway, we have a good dialogue with the fishing organizations, and this is vital to succeed with further offshore wind development. When we are going to find new areas for offshore wind we need insight and knowledge that secure coexistence. We work together with different interest groups in the government´s coexistence group, and we are also facilitating debates, discussions, seminars and meeting places with all the industries related to the blue economy. At this year´s Floating Wind Days, coexistence is of course high on the agenda.

Marek Grzybowski: Norwegian Offshore Wind achieved ARENA Pro Cluster status through Norwegian Innovation Clusters in 2021. Norwegian Offshore Wind Cluster members range from small start-ups to international companies. What is the cooperation of these companies in the Cluster? How does the cluster achieve the synergy effect?

Arne Vatnøy, Norwegian Offshore Wind: The dynamic between the small startups, SMEs and the large international companies is core of collaboration in our organization. We have several meeting places where we organize B2Bs between our members, and they are also represented in our working groups for different markets and supply chain issues. All the consortia applying for the Norwegain offshore wind parks are represented in our cluster, and they are working together to influence policy makers and authorities in our Developers Forum.

Marek Grzybowski: There are 17 working groups in the Norwegian Offshore Wind cluster. There is also a steering committee in the cluster. Why was this structure created? What is the role of these Cluster structures in the development of innovation and business?

Arne Vatnøy, Norwegian Offshore Wind: The idea behind Norwegian Offshore Wind is that we are industry driven. All the working groups are led be a representative from our member companies. The steering committee is also put together to represent the diversity in this industry. Their role is to help create the strategy for the cluster and make sure that it is the opinions of the industry that drive our work forward.

Marek Grzybowski: Floating Wind Days 2023 will be held in Haugesund on May 24-25th. What is the mission and main purpose and role of this event? Who will the speakers be?  

Arne Vatnøy, Norwegian Offshore Wind: With the position that Norway has as pioneers withing the floating offshore wind industry, it is natural that we are the host country of the global flagship event for floating wind. We have more than hundred speakers, see the full list and program at www.floatingwinddays.com. This year´s festival is opened by the Prime Minister of Norway.

Marek Grzybowski: Thank you for your answers

 

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Athens Institute for Education and Research Newsletter No. 20, April 2023

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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

Publications Uploaded This Month


Events with a May Deadline 

26-29 June 2023

Abstract Deadline: 16 May 2023

 

 

3-6 July 2023

  • 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.
  • 7th Annual International Symposium on “Higher Education in a Global World”
    Academic Members Responsible for the Conference:
    Dr. Nick Linardopoulos, Head, Education Unit, ATINER & Associate Teaching Professor & Public Speaking Course Coordinator, Rutgers University, USA.
    Dr. John Spiridakis, Co-Editor, 
    Athens Journal of Education & Interim Chair and Professor, St. John University, USA.

Abstract Deadline: 23 May 2023

 

10-13 July 2023

Abstract Deadline: 30 May 2023

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GÓRY ZARZĄDZANIA – Konferencja hybrydowa – 29 maja 2023

Ostatnie lata to pasmo zawirowań, których doświadczamy. Wybuchła pandemia, Rosja zaatakowała Ukrainę, co wywołało kryzys humanitarny i masową falę uchodźców. Na dodatek coraz silniej odczuwamy zmiany klimatu w postaci wydłużających się okresów suszy i opadów, czy różnego rodzaju huraganów, trzęsień ziemi i innych zjawisk meteorologicznych. Wyzwaniem stało się odejście od paliw kopalnych i znalezienie alternatywnych źródeł energii.

Żeby tego rodzaju wyzwaniom sprostać wymaga się od nas elastyczności, innowacyjnego podejścia do zarządzania, przewartościowania celów. Zdajemy sobie sprawę jak ważna jest synergia różnorodnych środowisk: samorządowców, naukowców, przedstawicieli sektora prywatnego, ngo’sów, które w naturalny sposób tworzą fundament dla innowacji i rozwoju, także w obszarach związanych z planowaniem energetycznym. Dlatego właśnie chciałbym zwrócić Państwa uwagę na przedsięwzięcie pt. „Góry Zarządzania”, które odbędzie się 29 maja 2023 r. w Szczawnie Zdrój niedaleko Wrocławia. Konferencja w całości będzie poświęcona zarządzaniu w czasie kryzysu.

GÓRY ZARZĄDZANIA PROGRAM REJESTRACJA

Instytut Maxa Webera zaprasza na pierwszą edycję konferencji i warsztatów GÓRY ZARZĄDZANIA, które odbędą się w dniu 29 maja 2023 roku w Teatrze Zdrojowym w Szczawnie Zdroju. Góry Zarządzania to pierwsza edycja konferencji i warsztatów dedykowanych samorządom, nauce oraz biznesowi. Synergia wielu środowisk, które w naturalny sposób tworzą fundament dla innowacji i rozwoju, a także: tworzenie partnerstw, ciągły proces doskonalenia obszarów zarządzania organizacją, aktualizacja przyjętych strategii, celów w odniesieniu do zmian w otoczeniu, kryzysów i czasów niepewności, a także zdobywanie praktycznych, operacyjnych umiejętności w zakresie szeroko rozumianych funkcji zarządzania: planowania, organizowania, motywowania i kontrolowania podczas prowadzonych warsztatów, to cele, które przyświecają idei GÓR ZARZĄDZANIA.

GORY ZARZADZANIA program 29-05-2023

Przedsięwzięcie organizowane w dniu 29 maja 2023 roku poświęcone będzie: ZARZĄDZANIU W CZASACH KRYZYSU, rozpocznie się o godzinie 10.00 i potrwa do godziny 15.00 w Teatrze Zdrojowym w Szczawnie Zdroju. Przedsięwzięcie jest odpłatne, proponujemy uczestnictwo stacjonarne lub zdalne, gdyż konferencja będzie w całości transmitowana – online.

Eksperci

Miło nam poinformować, że wśród zaproszonych ekspertów, którzy wystąpią podczas GÓR ZARZĄDZANIA będą między innymi:
 Profesor Andrzej Kaleta – Rektor Uniwersytetu Ekonomicznego we Wrocławiu
 Profesor Ewa Bogacz – Wojtanowska – Dziekan Wydziału Zarządzania i Komunikacji Społecznej Uniwersytetu Jagiellońskiego w Krakowie
 Profesor Marian Noga – Wyższa Szkoła Bankowa we Wrocławiu,
 Profesor Paweł Bartoszczuk – Szkoła Główna Handlowa w Warszawie,
 Profesor Marek Banaszkiewicz – Centrum Badań Kosmicznych PAN
 Profesor Kesra Nermend – Uniwersytet Szczeciński
 Grzegorz Dziarski – Związek Miast Polskich
 Monika Bartosiewicz – Niziołek – Prezes Polskiego Towarzystwa Ewaluacyjnego
 Profesor Kazimierz Perechuda – Uniwersytet Ekonomiczny we Wrocławiu
 Marek Pasztetnik – Prezes Zachodniej Izby Gospodarczej,

 Profesor Stanisław Czaja – Uniwersytet Ekonomiczny we Wrocławiu,
 Doktor Karolina Lipińska – Politechnika Gdańska,
 Profesor Jerzy Korczak – Uniwersytet Wrocławski,
 Krzysztof Kras – Grupa Kras,
 Antoni Piechniczek – trener polskiej reprezentacji w piłce nożnej.

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Knut Ørbeck-Nilssen, CEO Maritime, DNV: progress towards industry decarbonisation must be accelerated

Partnering on the pathways to tomorrow

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.

www.nor-shipping.com

For further details please contact: Sidsel Norvik, Director Nor-Shipping, Email: sn@nor-shipping.com; Phone: +47 932 56 387

 

DNV and Ørbeck-Nilssen at Nor-Shipping- taking a lead role in the future of maritime

DNV and Ørbeck-Nilssen at Nor-Shipping: taking a lead role in the future of maritime

Ørbeck-Nilssen on stage at Nor-Shipping- a platform for industry partnership

Ørbeck-Nilssen on stage at Nor-Shipping: “a platform for industry partnership”

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Ståle Hansen, CEO, Skuld: Stability in an unstable world

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.”

More: Ståle Hansen, CEO, Skuld