Innovation Archive


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.

For further details please contact: Sidsel Norvik, Director Nor-Shipping, Email:; 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”


BCG: How the Metaverse Will Remake Your Strategy


By Rony AbovitzSumit BanerjeeGuy GillilandChristy LiuEdwardo SackeyAlexey Timashkov, and Rob Trollinger

The metaverse is already a big part of business. It will only become more central.

As digital technologies move to the next stage of advancement—the metaverse—there are two questions companies should ask: How will the metaverse change our business? And how can we get ahead of the change and shape it to our advantage? This is our perspective on both.

The Data and Technology Universe

There’s plenty of debate about the definition of the metaverse, but we find it more useful to take a practical view and focus on the productive use cases that it enables. The metaverse is based on the convergence of multiple technologies and the proliferation of data and content, which combine to create value for users. In the case of consumers, the result might be a virtual-reality (VR) gaming platform, while for business it could be a machine-learning algorithm that incorporates multiple diverse data sets to provide better insights and improve decision making.

In this sense, the metaverse encompasses broad categories of technology (including computing, connectivity, artificial intelligence, and machine learning) that come together in rich ways to create new and unprecedented value. It’s an aircraft engine technician connecting via the company’s help line to an expert 3,000 miles away. It’s the digital twin of an electrical grid that highlights maintenance needs or security vulnerabilities. It’s a smartphone app that integrates with an augmented-reality-enabled windshield to serve up driving directions, which it feeds to the car’s self-driving algorithms. It’s the technology that enables emergency services to respond when a phone or watch belonging to an injured person automatically sends an SOS.

It’s hard to pinpoint where the metaverse ends. It is flourishing, in part, thanks to continuing advancements in technologies such as augmented reality (AR) and VR, big data, artificial intelligence, machine learning, and blockchain. Just as our understanding of the universe and what it encompasses has been vastly expanded by the Hubble space telescope, the nature of the metaverse is a work in progress. Were we able to define its boundaries today, some future technological advance would almost certainly cause us to reassess.

If the metaverse seems a bit amorphous, its use cases are easier to spot and are multiplying fast. (See Exhibit 1.) Many companies already see the metaverse as an opportunity to connect with consumers in new ways. But for both B2C and B2B enterprises, it really represents a new way to do business and an opportunity to reinvent everything from customer journeys to operational processes. We can point to dozens of use cases for companies in all sectors and industries—and the technology underlying these applications is still only in its infancy. Their impact ranges from greater convenience and efficiency (remote maintenance, for example) to the life-changing and disruptive (enhanced surgical assistance and in-home health care). The new use cases can lead not just to quicker and easier ways of doing things but to whole new industries and business models.

More: BCG Metaverse Services


16th Annual International Conference on Global Studies: Business, Economic, Political, Social and Cultural Aspects

Monday 19 December 2022


Opening and Welcoming Remarks:

  • Gregory T. Papanikos, President, ATINER

10:00-12:00 Session 1
Coordinator: Theodore Trafalis
, Head, Industrial Engineering Unit, ATINER, Professor of Industrial & Systems Engineering and Director, Optimization & Intelligent Systems Laboratory, The University of Oklahoma, USA.
  1. Elisabeth Springler, Professor, University of Applied Sciences BFI Vienna, Austria.
    Nathalie Homlong, Professor, Volda University College, Norway.
    Title: Second Hand Clothing Market in Ghana: Driver for Sustainable Development or Waste Colonialism?
  2. Vincenzo Asero, Assistant Professor, University of Catania, Italy.
    Valia Kasimati, Head, Tourism, Leisure & Recreation Unit, ATINER & Researcher, Department of Economic Analysis & Research, Central Bank of Greece, Greece.
    Title: Event Tourism, Authenticity and Places Identity in the Mediterranean Area.
  3. Yaffa Moskovich, Associate Professor, Zefat Academic College, Israel.
    Title: Lesson learned from Cultural Features of Successful Non-privatized Kibbutz Industry- An Israeli Case Study.
  4. Ju-Hyun Pyun, Associate Professor, Korea University, South Korea.
    Title: The Effect of Inter-Firm Brain Circulation: Spillover from MNEs ‘Foreign’ Human Capital and Local Firms Productivities.


12:00-14:00 Session 2
Coordinator: Nathalie Homlong
, Professor, Volda University College, Norway.
  1. Alejandra-Maria Vilalta-Perdomo, Director of International Academic Development and Global Initiatives, TEC de Monterrey, Mexico.
    Title: Higher Education Institutions Learnings and Resilience from Previous Crisis. Developing Resilience and Learnings from Previous Crisis in Mexico Applied on the Global Covid 19 Pandemic to Continue International Student’s Mobility Operations in a Higher Education Institution in Mexico.
  2. Gannadiy Chernov, Associate Professor, University of Regina, Canada.
    Title: Selective Exposure: Revisiting Key Concepts.
  3. Luisa Weinzierl, Lecturer, St Mary’s University, UK.
    Title: An Integrated Framework on the Impact on Emotions, Challenges and Strategies that Arise from Mixed Proficiency Levels in the Corporate Language in Multinational Teams.
  4. Bekeh Ukelina, Professor, State University of New York, USA.
    Title: Missionization and Early Christian Education in Nigeria, 1843-1900.
  5. Kenneth Christie, Professor, Royal Roads University, Canada.
    Title: Lockdown, Vulnerabilities and the Marginalised: Melbourne as a COVID-19 Response Study.

14:00-15:00 Lunch

15:00-16:30 Session 3
Coordinator: Olga Gkounta
, Researcher, ATINER.
  1. Defne Gönenç, Researcher, Yasar University, Turkey.
    Decolonizing Climate Change: Indian Climate Policies.
  2. Nkululeko Zondi, Lecturer, Durban University of Technology, South Africa.
    Title: Rural Community Perceptions on Land Use Change and Its Effects on their Agricultural Practices in Vulindlela, Kwazulu-Natal.
  3. Veronika Belousova, Associate Professor, HSE University, Russia.
    Title: What Factors Help Universities to Attract Private R&D Funding?
  4. Emilio Bravo Grajales, Researcher, Autonomous University of Mexico, Mexico.
    Title: Socio-Environmental Landscape of Daily Mobility in the Lake Zone of Mexico City Tlahuac Xochimilco-Milpa Alta.


16:30-17:30 Session 4
Coordinator: Olga Gkounta
, Researcher, ATINER.
  1. Luigi Spedicato, Associate Professor, University of Salento, Italy.
    Title: Breaking the Obvious: Interpreting Hate Speech on Schützian Reflective Bases.
  2. Pratima Verma, Professor, Alliance University, India.
    Title: Impact of Organizational Politics Perception at Different Stages of the Organization.

Greek Night

Tuesday 20 December 2022

Session 5
09:00-11:00 Session 5a
Coordinator: Kostas Spyropoulos (Administrator, ATINER)
08:15-11:00 Session 5b
Coordinator: Olga Gkounta
, Researcher, ATINER.
  1. Ali Abusalem, Director, E-Learning: The Quest for Quality Education, Australia.
    Title: Engaging and Retaining Students in Online Learning.
  2. Lorraine Bennett, Managing Director, Lorraine Bennett Learning and Teaching Consultancy, Australia.
    Title: Building Academic Integrity and Capacity in Digital Assessment in Higher Education.
  3. Flavia Capodanno, PhD Student, University of Salerno, Italy.
    Title: Appreciative Inquiry for Inclusive Schools: Preliminary Results from A Scoping Review.
  4. Alessio Di Paolo, PhD Student, University of Salerno, Italy.
    Title: Music, Fostering Reading Skills Through Simplex Didactics and Music. Creation of an Inclusive Tool for Pupils with Dyslexia.
  5. Al-Khansaa Diab, Faculty Member, David Yellin college, Israel.
    Title:  Emotional Experiences among Youth Palestinians in the Israeli Jewish Higher Education Institutes.
  6. Fausta Sabatano, Researcher, University of Salerno, Italy.
    Title: Narrative Tool as a Vicarious Tool: An Action-Research on Inclusive Instructional Design.
Old and New-An Educational Urban Walk
The urban walk ticket is not included as part of your registration fee. It includes transportation costs and the cost to enter the Parthenon and the other monuments on the Acropolis Hill. The urban walk tour includes the broader area of Athens. Among other sites, it includes: Zappion, Syntagma Square, Temple of Olympian Zeus, Ancient Roman Agora and on Acropolis Hill: the Propylaea, the Temple of Athena Nike, the Erechtheion, and the Parthenon. The program of the tour may be adjusted, if there is a need beyond our control. This is a private event organized by ATINER exclusively for the conference participants. Some participants have videotaped the event. Click here for an example.


11:00-12:30 Session 6
Coordinator:Elisabeth Springler
, Professor, University of Applied Sciences BFI Vienna, Austria.
  1. Basirat Oyalowo, Senior Lecturer, University of Lagos, Nigeria.
    Title: Between Modernization, Rights & Responsibilities: Lagos Informal Sector Policy through a Political Settlement Lens.
  2. Noa Lavie, Senior Lecturer, The Academic College of Tel Aviv-Jaffa, Israel.
    Title: COVID-19, War and the Decline of Democracy: Combat Lessons from the Israeli TV.
  3. Cheryl-Dean Thompson, PhD Student, Royal Roads University, Canada.
    Title: (Re)Discovering the Empathic Process for a (Re)Generative Approach to Global Challenges.
  4. Mark Rowlands, Master Student, Royal Roads University, Canada.
    Title: Resonating Global Change: A Needs Assessment.


12:30-14:00 Session 7
Coordinator: Basirat Oyalowo
, Senior Lecturer, University of Lagos, Nigeria.
  1. Amer Samar, Associate Professor, Zagazig University, Saudi Arabia.
    Title: Post-COVID-19 Smell, and Hearing Impairment; Frequency, Determinants, and Predictors Case-Control Study 2022.
  2. Sarah Zheng, Assistant Professor, University of Victoria, Canada.
    Title: When Is Standardization Most Beneficial for Reducing Medical Errors? The Moderating Role of Operational Failures.
  3. Abbas Fadhil Mohammed Albayati, Professor, Alqalam University College, Iraq.
    Title: Domestic Violence in Iraq in Light of the Repercussions of the Corona Crisis.
  4. Nemanja Milenkovic, Assistant Professor, University of Belgrade, Serbia.
    Title: Measuring Socio-Economic Development of MENA Countries – A Multivariate Approach.

14:00-15:00 Lunch

15:00-17:00 Session 8
Coordinator: Olga Gkounta
, Researcher, ATINER.
  1. Robert Smith, PhD Candidate, University of New England, Australia.
    Title: Is An “Open Innovation” Policy Viable in Southeast Asia?: A Legal Perspective.
  2. Ronagh McQuigg, Senior Lecturer, Queen’s University Belfast, UK.
    Title: Conceptualising Domestic Abuse – The Evolving Approaches of the European Court of Human Rights.
  3. Aleksejs Jelisejevs, PhD Candidate, Turība University, Latvia.
    Title: Good Faith as a Doctrinal Tool to Interpret Legal and Contractual Frameworks for Banks’ Rights to Close Accounts Unilaterally.
  4. Daphne Vidanec, Professor, Balthazar University of Applied Sciences, Croatia.
    Title: Taxonomy Related to the Public Administration Regarding Defence and Security Policy: An Ethical Approach.
  5. Danilo Yanich, Professor, University of Delaware, USA.
    Title: War in Ukraine: What is the Story.
  6. Monica Ewomazino Akokuwebe, Research Fellow, North-West University, South Africa.
    Title: Male Involvement in Family Planning Decisions in Malawi and Tanzania: What are the Determinants?


17:00-18:30 Session 9
Coordinator: Olga Gkounta
, Researcher, ATINER.
  1. Qinghe Hou, PhD Student, Southeastern University, China.
    Title: Assessing Hydrological Cost-Effectiveness of Stormwater Multi-Level Control Strategies in Mountain Park under the Concept of Sponge City.
  2. Antje Bierwisch, Professor, MCI (R) The Entrepreneurial School, Austria.
    Title: Corporate Foresight as an Enabler for Business Model Innovation in the Craft Industry.
  3. Cristian Pelizzari, Associate Professor, University of Brescia, Italy.
    Title: Rainfall Risk Management in the Wine Industry.
  4. Chixiao Lu, Master Student, University of Bristol, UK.
    Title: Analyzing the Performance of Service Industry during Pandemic Using SOCP Transformed Dynamic DEA and Classification DEA.


Wednesday 21 December 2022
Visiting the Oracle of Delphi

Thursday 22 December 2022
An Educational Visit to Selected Islands

Bałtycki Klaster Morski i Kosmiczny rozwija działalność w ramach HUBów

Kurs na morskie innowacje i dyfuzję wiedzy

Bałtycki Klaster Morski i Kosmiczny rozwija działalność w ramach HUBów. Kurs na morskie innowacje i dyfuzję wiedzy

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 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 KozakiewiczAdam 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 oraz Mateusz Kowalewski, prezes zarządu, wydawca i

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 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.


Zdjęcia: Cezary Spigarski


BCG Most Innovative Companies 2021

Coming out of COVID-19, companies want—and need—to innovate. But too few are ready to rise to the challenge.

Successful innovation takes three things. Making innovation a priority. Committing investment and talent to it. And being ready to transform investment into results. So how are the most innovative companies doing?

Innovation priority is up.

Let’s start with the good news. The number of companies reporting that innovation is among their organizations’ top three priorities is up 10 percentage points in 2021 to 75%—the largest year-over-year increase in the 15 global innovation surveys BCG has conducted since 2005.

But only about half of companies are investing behind their aspirations.

Priorities are good, but commitment counts, too. And just under half of the companies in our research report are putting real resources behind their priorities. We call these companies committed innovators.

An organization can create real value only if its underlying innovation system is ready to translate priority and commitment into results. On this dimension, the news is sobering.

Many committed innovators face a big readiness gap.

This year, we asked respondents a series of questions that enabled us to use BCG’s innovation-to-impact benchmarking framework (i2i by BCG) to assess the readiness of their innovation systems. A perfect i2i score is 100—and only about a quarter of committed innovators scored 80 or above. The median committed innovator fell short of best practice on every i2i dimension, sometimes significantly. And by definition, if that’s how the median performer fared, half of committed innovators score even lower. You can explore the dimensions of the readiness gap below and in the first chapter of our Most Innovative Companies 2021 report: “The Readiness Gap.”

Our analysis reveals that focusing on deficits in five of the ten i2i readiness areas are likely to have the greatest returns:

A focus on leadership and teaming can help close the readiness gap.

The five key elements of readiness highlighted above can be distilled into two overarching themes—leadership and teaming—each of which is the subject of a chapter of this year’s full Most Innovative Companies report.


Leading innovators drive results from a clear CEO agenda. And unambiguous C-level ownership distinguishes top performers from underperformers as measured by share of sales from new products and services. What should be on the CEO’s innovation agenda? We examine this question specifically in “The CEO Innovation Agenda,” the second chapter of this year’s report.


It’s also impossible to achieve innovation readiness without a strong link—indeed, a virtuous cycle of collaboration—between product development and facing functions. Establishing this cycle and keeping it active are perennial challenges. In fact, this year the global innovation executives we surveyed cited it as the top obstacle to achieving higher returns on innovation investment. Explore the stories of ten leading innovators that successfully maintain innovation’s connection with the marketplace in the third chapter of our Most Innovative Companies report: “How Leaders Bring Product and Sales Teams Together.”

Download the full report