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LeaderSHIP 2020 RDI Working Group
Research, Development and Innovation
7th of September 2012
Drafted by:
Sub Group I: Identify new market opportunities and competitiveness threads – P. Marchal
Sub Group II: Reinforce efforts on identified opportunities and threads – D. Cunningham
Sub Group III: Adapt RDI environment – V. Kissler
Working Group Structure / Sub Group Participants and Schedule
It was agreed at the inaugural working group of RDI meeting on the 24 th of May that in order
to make the process of collecting information, etc. easier three subgroups should be created.
These three subgroups follow the structure of the mandate and each took a heading in order
to break the topics down and prioritise their findings which will feed back into the collective
report to be drafted by the WG in time for the next LS2020 Coordination Group meeting in
October 2012.
The schedule (online meetings) and participation of the Subgroups can be seen below:
WG Chairman: Stelios Kyriacou
WG Rapporteur: Luciano Manzon
Sub-Group Participants:
B1 Identify new market
opportunities and
competitiveness threads
B2 Reinforce RDI efforts on
identified opportunities and
threads
B3 Adapt Environment of
Work
Led by: Pierre Marchal
Led by: Douwe Cunningham
Led by: Vera Kissler
Joachim Balke
Lanfranco Benedetti
Igor Blanco
Alfonso Carneros
Douwe Cunningham
Anne-Bénédicte Genachte
Bill Hemmings
Vincente Iza
Holger Jefferies
Stelios Kyriacou
Paolo Lotti
Reinhard Lüken
Luciano Manzon
Eva Novoa
Mischa Terzyk
Teus van Beek
Peter van Terwisga
Lanfranco Benedetti
Igor Blanco
Sebastiaan Bleuanus
Alfonso Carneros
Ignacio Gómez Vera
Patrice Gouret
Paul Greaves
Paolo Guglia
Stelios Kyriacou
Willem Laros
Paolo Lotti
Reinhard Lüken
Luciano Manzon
Eva Novoa
Pierre Marchal
Thomas Witolla
Jean-Pierre Lentz
Lanfranco Benedetti
Douwe Cunningham
Ignacio Gómez Vera
Stelios Kyriacou
Paolo Lotti
Reinhard Lüken
Wolfgang Munch
Andrea Pauer
Henk Prins
Luciano Manzon
Lucio Sabbadini
Teus van Beek
Peter van Terwisga
8 June, 15h00
15 June, 10h00
25 June, 15h00
8 June ,10h00
18 June, 14h00
29 June, 14h00
7 June 16h00
14 June, 15h00
28 June, 14h00
2
Working Group Mandate
The European industry should focus on maintaining and extending its competitiveness in
segments where it is strongest, and try to grasp the benefits of new market trends
(reduction of fuel consumption, greening, new types of ships…) and opportunities (offshore
wind ocean, deep sea mining, arctic…). In order to support this strategy with adequate
research and innovation investments, the following issues could be considered:
1. Identify new market opportunities and competitiveness threads:
 Opportunities offered by new markets e.g. offshore wind energy should be
analysed in detail and the related RDI needs identified
 The technological endowment of the European industry allows it to put on
the market greener ships than many of its competitors
 The demand for such vessels is, however, still comparatively low on the global
scene. The possibility to support the growth of the demand for greener ships
and the exploitation of new markets through demand-led policies (regulation,
standards, financial incentives, public and private procurement…) should be
evaluated in close cooperation with the other working groups and the
opportunities for green growth identified.
 Competitiveness issues requiring further research and innovation investments
(design and production process efficiency, lead-time reduction…) should also
be identified.
2. Reinforce RDI efforts on identified opportunities and threads:
The Waterborne Technology Platform has been set-up to identify the research needs
of the sector. It has defined its Strategic Research Agenda priorities aiming at
developing safe, sustainable and efficient waterborne operations and supporting the
competitiveness of the maritime industry at large. Starting from that basis, to
maximise outcome of research investments it would be necessary to:
 Concentrate on large scale projects taking into account the opportunities and
threads identifies; identify ways to support the development of breakthrough
technologies and new maritime technology concepts;
 Create possibilities to speed up demonstration and the up-take of new
technologies and products (like for instance alternative fuels and energy
sources, emission control equipment), including the definition of large scale
demonstration projects;
 Promote the wider application of Key Enabling Technologies and other
innovative technologies to marine technologies;
 Identify ways to use more efficiently RDI resources existing at EU, national
and regional levels beyond already existing instruments (ERA-net, etc.)
3. Adapt environment of work:
Attention should also be paid to the research and innovation framework, improving
where necessary research infrastructures and further developing regional clusters
and a European network of them (cluster of clusters). These inputs should contribute
shaping the priorities on the future Horizon 2020 programme in the waterborne
transport area.
3
Background
This mandate was dealt with against the background of LeaderSHIP 2015. Improving
research, development and innovation was a key pillar of the LeaderSHIP 2012 initiative. The
competitive advantage of Europe will continue to be based upon its ability to construct the
most advanced maritime products. This can only be realised by the successful, continued
development and application of innovation and research.
Two main recommendations were proposed in Leadership 2015:
 The aim to create a Waterborne Technology Platform
The Waterborne Technology Platform (TP) was launched bringing together all the
strands of the maritime industries. It has been able to define a Strategic Research
Agenda prioritising the needs of the sector, aiming to develop safe, sustainable and
efficient waterborne operations.
Given the changes in the market in recent years, the Waterborne TP has been
conducting a revision process of its strategic documents to ensure that the priorities
reflect the current status quo of the industry. This also comes at a time when the
European Commission is defining the future strategic research framework - Horizon
2020.
 New definitions regarding innovation aid, need to be developed
LeaderSHIP ha stimulated the targeting of legitimate support to innovation by making
the EU’s rules responsive to the needs of the sector. Updated provisions on
innovation aid to shipbuilders have been in force since January 2004. Innovation aid
may be granted for the industrial application of innovative products and processes.
Since the crisis starting in 2008 there now needs to be constructive co-operation
between industry and the Commission on the elaboration of applicable rules and
assess the effectiveness of the state aid for innovation to 2020 and beyond.
The new mandate for the working group of Research, Development and Innovation gives
direction to the development of a new LeaderSHIP agenda but also provides a good basis for
assessing the effectiveness of the LeaderSHIP 2015 recommendations since the 2007
progress report.
4
Identify New Market Opportunities and Competitiveness Threads
 Identification of new market opportunities and competitiveness threads
a. Existing markets of economic importance to the European maritime industry
It is clear that the European maritime industry is currently considered to be a
significant actor in a number of niche markets allowing for its current
competitiveness:
Passenger Ships
RoPax
Research Vessels
Yachts
Cruise Ships (seagoing and river)
Dredgers
Offshore Vessels and Structures
Transversal Equipment
Other Complex Special Vessels
It goes without saying that the European industry places absolute importance on
safety. In all activities relating to RDI emphasis on the safety is one of the
fundamental cornerstones of all new research and innovations.
b. Economic and societal trends impacting the state of the maritime industry
Five major trends can be identified which impact the state of the maritime
industry.
i. Current economic outlook
Global economic troubles are continuing to suppress shipbuilding orders
and it is not solving the problem of production capacity and overcapacity
within the global fleet.
ii. Societal expectations
Societal expectations, with regard to the environmental impact of human
activity, safety, etc. have spawned the drive for new regulations being
placed on the maritime industry.
iii. Increasing price of fuel
In recent years there has been a dramatic increase in the price of fuel
while the cheap heavy fuel with a large sulphur content will be
progressively replaced in the coastal sailing areas by sulphur free fuel or
LNG, with cost implications. Looking at the current trends the price of fuel
will act as a break to the overall competitiveness of the sector.
iv. Security in terms of threat.
In recent years there has been a need to guarantee security of vessels,
seafarers and supply routes. There has been a steady increase of piracy
related activities which threaten global trade routes and the wellbeing of
ships passing through them.
5
v. New frontiers
There is a growing awareness of the vast potential that the sea has to
offer which can translate into new growth opportunities. Marine
renewable energies and raw materials are prominent examples for this
trend.
Given these major trends RDI should be supported, by industry as well as by
policymakers, in order to address these threads. There are opportunities to be
grasped and the competitiveness of the industry can be invigorated if it can do so.
In most cases technology already exists to meet the expectations. A push has to be
made to ensure an uptake of these products overcoming the ‘valley of death’
within the innovation chain.
c. Barriers to competitiveness and promotion of new market opportunities
Several barriers to competitiveness and development of new markets have been
identified:
i.
ii.
iii.
iv.
v.
Lack of financing
Lack of ‘global’/’European level playing field
Slow reaction time and ‘missed opportunities’
Reluctance to take risks
…(others)
The barriers have a direct impact on the motivation for undertaking RDI and the
promotion of latest innovations which impedes the ability for new products to
mature effectively and thereby growing the market segments.
Whilst solutions to some of these barriers could be addressed within the scope of
this working group, close discussion has to be undertaken with the WG for
competitiveness and finance in order to formulate recommendations for others.
d. Emerging markets
Referring back to the mandate, opportunities offered by new / emerging markets
should be analysed and related RDI needs identified. An analysis of the markets of
most importance to the European maritime industries has been carried out and the
following parameters were set in order to collect the data to try and map out the
priorities:
 Market areas
 Sub topics
 Timescale of development (Existing, short term, long term)
 Market description and challenges
 Challenges of innovation
6
Given the diverse nature of the European maritime industry and complexity in
business focus between the different stakeholders it is difficult to rank markets in
terms of most important to least important. Therefore prioritisation to R&D could
be given to markets which have a longer term development outlook.
7
AREAS
Topics
ST/LT/EX
Market description and Challenges

Specialized vessels:
AHTS
Support vessels and
crew boats
Floating structures
and FPSO
Offshore oil and
gas
Oil or gas shuttle
tankers
Oil spill recovery
system or vessel

AHTS fleet aging, capacity demand increasing, notably for ships with larger
bhp and high specs aimed at HSE, such as DP3.
Markets promising as long as oil prices stay high. Operationally, North Sea
market to remain stable and slowly starts decreasing, deep water markets in
Africa, Americas, Asia, Arctic, to increase significantly.
Smaller size vessels, note building up of (over?)capacity in especially PSV fleet.
Markets highly competitive, speculative orders and building exist
Several hundred crew and support boats mainly electric or hybrid, locally built
with possible EU equipment
Design is able to be reused for the offshore wind industry
Mostly an Asian affair in terms of shipbuilding (also conversions).
Often (multi) billion dollar projects.
Some (large) European owners, e.g. Shell, BG, BP, SBM Offshore, Exmar,
others are Petrobras, MODEC, CNOOC.
(Drilling) equipment mostly supplied by European and American parties.
Ex

These types of ship are built in the Far East – no European market
ST


Post Macondo incident this is of increasing importance to have at site.
Further innovations and increased efficiency badly needed, no leading
technology has yet emerged.
Northern-European (notably Scandinavian) and Russian shipbuilders and
owners have leading ice class experience, but modern markets work so that
ice breaking ships can be built anywhere – often on the basis of European
designs.
Polar code under development at IMO deserves EU attention.
Ex
Ex
Ex









Polar conditions
adaptation
ST

Operation in very
deep water
LT



Oil and mining activities need to be exploited in very deep water.
The equipment needs to be powerful free of maintenance. A complete
industry for install, repair, protect and safe the installation and the
environment has to be developed.
Europe has a strong experience in this field with a large potentiality
Challenges of Innovation


Extra Flexibility
Fuel efficiency

Cargo transfer equipment

Working in realistic sea states

DP in ice-going conditions

New materials for deep sea
autonomous systems
New ROV to be developed with
increased control precision and more
power capability.

AREAS
Topics
ST/LT/EX
Market description and Challenges
Challenges of Innovation

Offshore Drilling
Technology
Arctic Vessels
Foundations or
cable laying
systems
Special vessels for
erection
LT
The need for finding and exploiting new sources of raw materials leads to the
exploitation of resources in difficult places
ST



Search for new fields of valuable raw materials
HFO restrictions
Additional safety / environmental requirements arising from the polar code
including for non-ice class ships operating in polar waters

Experienced (western) offshore and dredging companies are tech leaders, but
technology maturing in Asia. Building of these vessels anywhere.

So far, and also for the future, a small market dominated by European
innovations but increasingly threatened by Asian competition when it comes
to shipbuilding. OFWC under discussion at IMO, clear European interests.
Increasingly specialised vessels. Jack up designs still to dominate
Some evidence of strategic investment by developers to secure vessels
Supply chain strong up to 2015. Through the latter half of the decade,
pressure might return if we do not have new investments.
Some units are under construction, others are just entering into service.
Performance will be monitored on the basis for further investment decision.
ST
ST




Offshore wind
energy


Foundations
ST







Major opportunities for domestic manufacturing due to low technical barriers
for entry, for example by sing shipyards or tower manufacturers
High elasticity of supply, lowering bottleneck risk. They present an attractive
diversification opportunity for substantial marine oil and gas capacity in
Europe.
Move into deeper water: increased market share from space-frame structures
as well as novel fixed and floating structures further into the future.







Development of totally new
autonomous underwater systems
providing multi-role functions
New drilling systems for deep sea
locations.
New class of offshore vessels
New hull forms
Development of ice resistant
technologies
New safety and rescue appliances for
arctic conditions
Technology capable of working in
deeper water.
More efficient manner of working
offshore: larger decks, efficient
component handling systems
Development of deep water
methodologies which make use of
floating vessels for sties beyond the
operational limits of jack-up vessels.
Streamlining of installation process
Large crane capacities
Capacity of handling different
foundation types
More lift capacity
Underwater noise reduction (ramming)
9
AREAS
Topics
ST/LT/EX
Market description and Challenges


Service,
maintenance
vessels
ST


Special vessels for
erection
Energies from
the Sea
(Waves, current,
tides, thermal)

ST


Special vessels for
service, and
maintenance
ST
Underwater remote
control system or
autonomous
vehicles
ST
Extraction,
transport and
logistics
40GW offshore installed by 2020 – meaning between 25,000 and 30.000
turbines to be installed with similar number of substructures to manufacture
and install.
Smaller size vessels, focus on HSE. Many smaller players involved in
shipbuilding, building to customer specs (but also educating the customer
with respect to sea behavior).
OWFSV under discussion at IMO, clear European interests. EC directive needs
to be adapted.
According to present estimates, a market with large potential (CAN THIS BE
QUANTIFIED???)
Today, and also for the future, a small market dominated by European
innovations but increasingly threatened by Asian competition when it comes
to shipbuilding.
Smaller size vessels. Not many players building this type yet.
Building to customer specs (but also educating the customer with respect to
sea behavior).

n/a

Some pioneers (relying heavily on innovative shipbuilders and ship owners)
and some experienced offshore / dredging companies eyeing this market, but
so far industry in infancy.
Promising, but environmental concerns and technological challenges key
issues.
ST

Challenges of Innovation



Adaption of safety regulations
Regulatory certainty, IMO, etc.
Innovations needed, focusing at HSE
and costs.

Innovations needed, focusing at HSE
and costs.
Shallow water installations could
perhaps do without ships, serviced by
divers or (semi) autonomous vehicles /
robots.

10
AREAS
Topics
ST/LT/EX
Market description and Challenges

Situ exploration
technologies and
systems
ST



New Prototypes
designed and built
by shipyards
ST


Methanehydrates
Ocean mining
Specialized open
oceans platforms,
Situ exploration
technologies and
systems
LT


LT
Methane hydrates are the largest resource of hydrocarbons in the crust of the
planet
There is currently no process devised to economically harvest this vast
resource
Large vessels for exploration and exploitation of mining with new
technologies for the exploration and exploitation of raw materials

Development of devices for marine
renewable energies.


Avoiding methane slip
A method to extract natural gas from
solid hydrates without making the
process to cost inefficient.
New systems for subsea process.
New ships and systems for operation in
deep water.
Controlled work ensuring minimal
impact on the sea bed.
Improved concept that can be offered
to an international market, creating
new business opportunities.
Ships for the transport of live fish.
Innovative equipment to improve
product quality, floating offshore
aquaculture tanks.




Aquaculture +
Fisheries
Some pioneers (relying heavily on innovative shipbuilders and ship owners)
ànd some experienced offshore / dredging companies eyeing this market, but
so far industry in infancy.
Promising, but environmental concerns and technological challenges key
issues
(Future) access to rare earths/ minerals, fossils, etc. increasingly of national
importance, also for EU – in that sense a critical field of R&D.
Concerning currents and tidal devices, there are some current devices from
10kW to 100kW in testing
Drivers of this market would be to meet the objectives of renewable energy
policy in Europe
Challenges of Innovation
Low cost mariculture plants,
systems and service
vessels
Ex
Productive,
sustainable and
Ex




Value of production equal to that of fisheries, stagnation due to space limits
and low innovation levels.
The demand for auality and sustainable fish consumption.
New EU aquaculture strategy (including funding under the furutre EMFF).
Growing demand for fish combined with declining catches of wild fish.


Fishing quota policy make overcapacity in many ship types evident.
Current fleet in many cases overpowered and using fishing techniques in need



Substantial improvement of fishing
vessels needed, to be more selective,
11
AREAS
Topics
ST/LT/EX
Market description and Challenges
safe fishing vessels





Specialized
factories and
support vessels
Ex



Cargo Vessels
Cargo for Inland,
Short Sea and
Ocean going
(from small cargo
to post-panamax
ships)

Ex



of revision with an eye on environmental aspects.
Financing of new builds / new equipment a bottleneck for ship owners fishing
on common species which are not (so) profitable.
Central EU (financial) institutions could help here.
The continuous increase on demand for fish consumption and declining
catches
High fuel prices – transition to more sustainable fishing
EU countries amongst largest owners of large factory vessels, Asian
competition growing. Fleets are active across the globe, in principle abundant
fleet capacity, fishing (quota) licenses vital for fishing companies.
No major fleet expansions foreseen for European fishers, fleet growth centred
on Asia and S-Americas.
Many cargo ship types increasingly larger in size, ULCC and post-panamax
most striking examples.
This development puts smaller size vessels under some pressure, as
transshipment starts to take place using larger vessels or as cargo is being
shifted to rail or road.
Within Europe (and N-America), ECA’s put pressure on owners to ‘green their
act’, but due to low margins many ship owners do not have funds for fleet
renewal.
Road transport sector leading over maritime in terms of development of
cleaner engines (also as truck fleet replacement much shorter time cycle than
ships), shipping needs to innovate to stay at forefront in terms of footprint /
emissions per ton-kilometer.
The size of ships in short routes are changing due to the cascade effect
created but the ULCC
Market strongly impaired by current crisis
Challenges of Innovation


energy efficient and safe.
Ships and systems needed to support
sustainable fisheries.
Development of factory ships needed
to maintain a high level of product
quality

Role for EU institutions could be to
monitor world fleet development and
initiate and support rationalisations
and ‘greening’ of fleets?

Much technology in Europe available,
but funding (uptake) an issue
Emphasis on Sox and NOx regulations

12
AREAS
Topics
ST/LT/EX
Market description and Challenges


Product Tankers
LNG Tankers /
Short Sea Shuttle
Tanker
Ex



Chemical tankers
Ro Pax
Large Ferries
Ex
Ex
Ex
Challenges of Innovation
Large size LNG tanker market dominated by Korea, China upcoming.
After a couple of years in which ordering virtually disappeared (building up of
ship overcapacity as a result of speculative ordering), recently (especially
post-Fukushima and with development of shale gas) larger size vessels more
in demand.
For European companies, the small size LNG tanker market can be a viable
niche, especially as the LNG supply chain in Europe / N-America is being
established.
Gas containment technology used to be a western dominated market, but
Korea has its own system and also would like to buy France’s GTT.
Preservation of LNG knowledge base (newbuild and repair) vital for Europe.
Stable market with only a dozen ships ordered and delivered each year,

More stringent safety and emissions standards needed to overhaul the large
ferry market.





Passenger
vessels

Cruise liners
Ex


Super-yachts
Ex

Markets so far dominated by European shipbuilders (Germany, France, Italy,
Finland). Deliveries historically and projected to be around 8-10 ships per
year.
Korea’s STX owns big yards in France and Finland, but orders lacking. Both
Japanese and Chinese will build cruise vessels the next couple of years, Japan
will build two ships for German owner AIDA and China a couple for national
cruise companies.
China also has a cruise ship on the cards for an Australian customer (Titanic
rebuild for Clive Palmer).
Cruise ship companies, facing saturation in US and some EU markets (notably
UK), focus growth strategies predominantly on Asian markets, ships might
need adaptation to (cultural) preferences of these new customers.
Fleet approx. 4,400 vessels (>25m), Russian, European, Middle Eastern,

Improved design safety
Harmonization of safety rules globally
Increase accessibility of passenger
vessels for disabled travelers
Increase ship sizes and passenger
capacity // assessment of risks.
Innovative technologies could be better
integrated onboard these vessels by
including the suppliers in the design
process of such vessels.
13
AREAS
Topics
ST/LT/EX
(Inland and
Seagoing)
Market description and Challenges




Leisure crafts above
24m
Complex Special
Dredgers,
Workboats, Tugs,
Research vessels,
Offshore service
Vessels, Cable and
Pipe-laying
systems…
Ex




Retrofitting /
Ship Repair
Yards/Equipment
Australian and American owners dominate.
Deliveries per year approx. 400. Super yacht market caters to the world’s high
net worth individuals, spending on new yachts since crisis much reduced but
leading quality builders AND cost fighters do continue to receive orders.
Operationally, cost control and (part) standardization vital for yards.
Consolidation in terms of ownership of shipyards, with European yards
bought out by Middle-East or Asian companies.
Growth must come more and more from new client markets such as Asia
(notably China) or South-America. Ultimately, localising the yachts to specific
cultural tastes and cleaning up the ship’s environmental performance
(lightweight materials, lower fuel consumption, etc.) may become key issues
for the future.
See above

Ex
Challenges of Innovation
ST


Research vessels and scientific systems
capable of operating safely and
effectively unrestricted worldwide and
in heavy weather conditions

Skills set of workers will need
refocusing on these areas.
Developing eco-innovative tools and
processes with a neutral environmental
impact
To consider the environmental impact
throughout the ship’s life cycle //
Coordination holistic retrofit solutions
With projected continuous growth in world trade, global communications and
industrial infrastructure, the market for these vessels offers considerable
potential for new demand.
Replacement demand also ensured, as ships in all fleets mentioned (except
for offshore service vessels) are, on average, generally of a high age.
New ships often required to be versatile (combining various functions),
comfortable for crew, standardized (saving costs).
Low complexity repairs shifted much to low wage areas, western yards
increasingly rely on complex conversions / retrofits.
Retrofit markets could become very valuable, as new equipment required by
IMO and other regulators (e.g. BWTS, scrubbers) will in the next decade need
to be retrofitted to many ships.
Increasing international competition, ongoing consolidation.


14
AREAS
Topics
ST/LT/EX
Market description and Challenges
Challenges of Innovation
(e.g. BWT, Scrubber, LNG SCR)

Scrubbing or gas
emission treatment
Ex


Electric ship
concept adaptation

St



Equipment
New diesel or
turbine engines
adapted to various
fuels
Ex





Incentives for ship-owners to retrofit
vessels with scrubbers and to see a real
return on investment.

Application of the supra-conductivity or
permanent magnets technology.
Development of intelligent and
modular electronic converters.
Novel power architectures according to
the ship types and its sailing profile
Development of hybrid solutions









LNG Fuel
Adaptation
Given the EU legislation an EU market for this technology is already in
existence
Technology is also already there and requires market uptake by ship-owners
to install the products onto vessels
Innovation in this field concerns the electric rotating machinery (motors or
generators) and the associated electric converters. The acceptance of electric
concepts will create a real green and environmentally friendly vessel
The main market drivers are the overall size and weight reduction of the total
electric chain, the increase of the overall efficiency increase combined with
acceptable acquisition costs.
The alternative to a green and environmentally friendly ship design to
complement efficient power generation supplied by LNG
Possible integration on board of medium size vessels.
Will probably continue to equip all the vessels for supplying the essential part
of the energy onboard. This equipment needs to be adapted to the various
fuels which could be available in the near future. (LNG, Biofuel, etc.)
Market drivers could be fuel efficiency standards
Gas emission regulations (NOx)
Future GHG emission regulations
Potential future PM/BC emission limits.
ST


LNG-driven vessels is likely to be a potential market for both retro-fit and new
building
Test cases will be mainly operating in ECAs or influenced by local markets.
Availability of LNG infrastructure (bunker, etc.) and pricing will be a decisive

Reduced emission and energy
consumption
More integral design so the overall
system works better
Smart solutions for optimum use during
service life
Increased efficiency by optimum energy
management and awareness
Sensors and new computing tools as
well as continuous emissions
monitoring equipment in combination
with good system integration for a
better overall performance.
Design challenge to match LNG concept
with minimum impact on vessel
operations.
15
AREAS
Topics
ST/LT/EX
Market description and Challenges


Energy Storage
Ex



Patrol Vessels
Ex



Integration of
Unmanned vehicles
ST
driver.
Potential NOx and Sox regulations
The key factor for the success of the mixture of various energy production
devices on ships (the so called HYBRID systems) rely on effective storage
capabilities
Reduced cost of equipment and storage efficiency will be a driver to boost
this market.
Development of greener coast guard vessels
Vessels capable of modular mission packages covering illegal traffic control,
disaster relief to oil spill recovery.
Vessels which can easily be adapted by the requirements of the client
Challenges of Innovation

Ensuring minimal energy leakage from
storage devices.

Able to incorporate modular mission
package for supporting diverse roles
with an optimized efficiency of the
energy consumption and minimum
emissions
Containerization of the offered solution
integrating
the
control
/
communication systems and the
unmanned vehicle for being easily
deployed on different vessels.
Deployment and recovery systems of
the unmanned vehicle in the mother
ship.
Invention of new ship equipment for
saving the ship integrity or limiting the
pollution risk in case of accident.
Invention of new systems assuring the
crew and passengers safety in case of
accidents
Adaptation of more complex selfprotecting systems used onboard naval
vessels for a civilian application.
Unmanned vehicles (surface/air) are being developed for over the horizon
detection and/or self-protection.
The integration of such vehicles on civilian ships could be used for detecting
fisheries or other type of resources as a substitute of incorporating manned
helicopters.

It’s essential to prepare the maritime industry to take in consideration the
consequences of the accidents occurred during sailing and to pre-equip the
ships for cancelling or limiting these consequences in term of human safety
and environmental impacts.

Development of an integrated system composed by sensors (mainly EO / IR)
and non-lethal weapons that can be installed on civilian vessel as a measure
of protection against piracy attacks.
Protection needs for vessels operating in danger areas.


Security

Passive safety
concept
ST

Anti-Piracy
Integrated Systems
ST


16
Prioritisation of RDI in emerging markets
Short Term
It is clear from the market segments above that in many areas there are products already
existing and/or niches which although Europe may currently be a leader will have to
overcome the challenge of defending this position. In order to focus the RDI efforts in this
context the following emerging markets should be exploited in the short term where
innovation needs to take place in order to ensure market-uptake of research.
Market
Offshore oil and gas
Topics




Oil spill recovery systems
Polar condition adaptation
Arctic vessels
Foundation or cable laying
systems
Challenges of Innovation








Erection vessels
Foundations
Service maintenance vessels



Offshore wind energy


Energies from the sea



Extraction, transport and
logistics systems
Situ exploration technologies
and systems
New prototypes
Yards / equipment
Retrofitting, ship repair
and maintenance


Electric ship adaptation
LNG Fuel adaptation









Transversal equipment


Working in realistic sea states
DP in ice-going conditions
New hull forms
Development of ice resistant
technologies
New safety and rescue appliances for
arctic conditions
Technology capable of working in
deeper water.
More efficient manner of working
offshore: larger decks, efficient
component handling systems
Development of deep water
methodologies which make use of
floating vessels for sties beyond the
operational limits of jack-up vessels.
Large crane capacities. Capacity of
handling different foundation types
Underwater noise reduction
Shallow water installations
Development of devices for marine
renewable energies.
Equipment for extraction of rare earth
minerals from the sea
Adaptation of skill sets.
Developing eco-innovative tools and
processes with a neutral
environmental impact
Holistic retrofitting solutions
Application of new machine design
concept including the use of the supraconductivity or permanent magnets
technologies.
Development of intelligent and
modular electronic converters.
Novel power architectures according to
the ship types and its sailing profile
Development of hybrid solutions
Design challenge to match LNG
concept with minimum impact on
vessel operations.




Integration of unmanned
vehicles
Anti-Piracy integrated systems
Passive safety concept
Development of the energy recovery
overall architectures mixing all types of
energy sources, electric, thermal or
mechanic, in accordance with the
needs of potential consumers on board
Containerization of the offered
solution integrating the control /
communication systems and the
unmanned vehicle for being easily
deployed on different vessels.
Deployment and recovery systems of
the unmanned vehicle in the mother
ship. Adaptation of more complex selfprotecting systems used on board
naval vessels for a civilian application.
Development of pre-equipped
solutions for limiting the human risks
and the environmental impacts after
accidents.


Security

Given a necessary push in innovation within these markets, considerable results could
be seen in the short term given the fact that extensive R&D is already being
undertaken in these fields to date.
Long Term
RDI is not just about meeting the needs for tomorrow but should also look to the future.
Several market areas are considered important by the European maritime sector which has a
longer term development scale.
Market
Topics
Challenges of Innovation

Operation in very deep water


Methane hydrates are the largest
resource of hydrocarbons in the
crust of the planet
There is currently no process
devised to economically harvest
this vast resource
Technologies for exploration and
exploitation of mining with new
technologies for the exploration
and exploitation of raw materials


Offshore oil and gas
Methane hydrates


Ocean Mining



New materials and technology to
withstand and operate in very deep
water
Avoiding methane slip
A method to extract natural gas
from solid hydrates without making
the process to cost inefficient.
New systems for subsea process.
New ships and systems for operation
in deep water.
Controlled work ensuring minimal
impact on the sea bed.
Recommendations
It becomes apparent through the analysis of the markets, topic and challenges to innovation
that there are three primary drivers of RDI within the ‘already existing’, ‘short term’ and
‘long term’ timescale categories:
18
i. Eco-Efficiency (Existing, Short Term, Long Term)
(Further expansion could be envisaged)
ii. Safety (Existing, Short Term, Long Term)
iii. New Frontiers (Short Term, Long Term)
It would be prudent when identifying the RDI priorities of the European maritime technology
industry that given the diversification of the sector no individual ‘market’ is ranked. Instead,
the ‘primary’ drivers should be seen as the prioritisation of the RDI efforts in the coming
years.
19
Reinforce Efforts on Identified Opportunities and Threads
Technology prioritisation
Taking into account the identified priorities from the opportunities and competitiveness
threads, technologies and research areas identified by the Waterborne Technology Platform
could be mapped against these.
It is clear from input from the industry that five categories can be identified for which focus
for further research, development and innovation can fall under. The headings of the five
categories are:
1. New Materials
2. Fuels
3. Information technology
4. Hull / water / structure interaction
5. Energy management
It has to be remembered that these five business areas, given the necessary focus through
RDI will help improve the overall competitiveness of the European maritime technology
manufacturers, thereby meeting the LeaderSHIP 2020 objectives, through the priorities
identified in subchapter I.
Competitiveness
Eco-Efficiency
Safety
New Frontiers
Research, Development & Innovation
The table on page 19 attempts to map RDI topics against the five focused categories outlined
previously.
20
Technology prioritisation (initial attempt)
New Materials









Innovative materials and
systems
Design and materials for
enhanced wind farm
survivability
Advanced ship structures
and platforms for ice
operations
Mining extraction systems
Robust lightweight and
offshore structures
New approaches for load
assessment and survivability
Safe structures in shallow
water
Bio-fouling on ship hulls
Adapted construction
techniques using new
materials
Fuels






Marine fuel cell development
Fuel supply and multi fuel
system
Bio-fuel cells
Bio-fuel cells from algae
LNG adaptation
LNG infrastructure
development
IT









Smart systems
integration
E-maritime
Ship / Shore system
integration
Site control and
automation systems
Autonomous ship
concept.
Autonomous robots
sensors and systems
Navigation, dynamic
positioning and
communication of UW
deep sea vehicles
Improved processes for
ice prediction and route
optimisation
Decision support systems
H/W/S Interaction








Improved propulsive
efficiency
Novel hull forms
Advanced foundations for
offshore wind farms
Adapted offshore mooring
systems
Advanced cable and pipe
laying technologies
Noise propagation
Underwater noise
monitoring
Monitoring the effects of
wash
Energy Man.










Next generation power and
propulsion concepts
Eco-ship systems
Prototypes of new low
energy consuming
technologies
Specialised low cost open
ocean platforms
Economic lifecycle strategies
Zero emission ship concept
Ultra low emission
technology (C02, SOx, Nox,
PMs)
Energy management systems
Comprehensive waste heat
recovery systems
Advance hybrid mechanicalelectric and full-electric
power systems including
utilisation energy storage
and real time energy
optimisation
NB: This is by no means a complete or exhaustive list. These priorities have been taken from the Waterborne strategic documents and the
inputs received from subgroup II of the WG RDI.
Mapping the technological priorities with the market RDI drivers
Eco Efficiency
Safety






H/W/S Interaction
IT
Energy management
H/W/S Interaction
IT
Energy management






IT
H/W/S Interaction
New materials
IT
New materials
H/W/S Interaction




New materials
Energy management
H/W/S Interaction
Fuels



IT
New materials
H/W/S Interaction
Food

Energy management

Fuels
IT
New materials

Infrastructure



Renewables
Offshore
Transport
New Frontiers


New materials
H/W/S Interaction
IT










New materials
IT
Energy management
H/W/Interaction
New materials
Energy management
H/W/S Interaction
Fuels
It
Energy management
IT

Fuels
This table shows how the three market drivers identified by sub chapter I is directly related
to the categorisation of RDI technologies and the main business areas which the European
industry is focussed on.
Through optimisation of the RDI efforts and focus on the areas identified above there will be
a direct impact on the competitiveness of the sector. To maintain momentum for RDI and
investment for tomorrow during this very difficult economic time will require a careful mix
of instruments made up by industry with careful input and guidance of regulation and policy
initiatives.
Proposed instruments
 Public Private Partnership
The European maritime industry sees the merit of pursuing a public private
partnership (PPP). Taking into account the criteria foreseen under Article 19.3 of the
proposal for a regulation establishing Horizon 2020 [COM (2011)809], the objectives
of developing a successful industry strategy for 2020 > and the nature of R&D
development within the sector this instrument would be very apt.
The PPP should demonstrate:
• Added value of action at Union level
• The scale of impact on industrial competitiveness, job creation, sustainable
growth and socio economic issues, including societal challenges
• The long term commitment from all partners based on a shared vision and
clearly defined objectives
• The scale of the resources involved and the ability to leverage additional
investments in research and innovation
It is within this framework that it is proposed that the European maritime technology
industry develops a comprehensive roadmap to the commission outlining how it
would meet these criteria.
The PPP should target research and meet the goals as set out in the EU’s white paper
on Transport [COM (2011) 144) and other flagship initiatives such as the Innovation
Union [SEC (2010) 1161]:
 The EU CO2 emissions from maritime transport should be cut by 40%
(if feasible 50%) by 2050 compared to 2005 levels.
 Proactively address passenger ship safety needs
 Promote core networks: motorways of the sea
 Enhance maritime security and surveillance
The PPP will also address the goals of ‘Resource-Efficient Europe’, which seeks to
promote new technologies to modernise and decarbonise the transport sector
thereby contributing to increase competitiveness. One aim of the flagship initiative is
hence to promote the deployment of ‘green’ technologies by promoting research,
and developing the infrastructure needed to support the ‘shift towards a resource
efficient and low carbon economy that is efficient in the way it uses all resources’.
Keeping these initiatives in mind and addressing an PPP to meet their goals as well as
bearing in mind the priorities of the sector will give not only an added value at
European level but also strengthen the competitiveness and position of the industry.
It could be envisaged that an PPP tackles two strands of the three priorities identified
by subchapter I.
A Zero Emission Ship (Eco Efficiency)
A Zero Accident Ship (Safety)
Within this focus a series of ambitious objectives could be set setting out a step
change in the way that the industry conducts its business. The outcome of such a PPP
will push the boundaries in the way of thinking of the sector, guarantee jobs and
maintain skills and give the European maritime industries an added global
competitive edge.
The objectives that the industry could realistically work towards and aim to go
beyond are:
Reduction of XX% CO2 emissions
Reduction of XX% of SOx an Nox emissions
Reduction of XX% solid waste emissions
Reduction of 15% noise emitted in water
Reduction of XX% invading species
Reduction of XX% energy use
Reduction of XX% of overall maritime accidents
XX% Energy Efficiency gains
An PPP would best serve the industry if the whole waterborne community was onboard to support the proposed projects and demonstrators. Full support of the
strategic priorities and goals of the PPP for waterborne RDI would ensure adequate
emphasis was placed on the sector under the new EU framework of Horizon 2020.
23
Demonstration
 Lacking practical experiences and reference applications are often a reason
for reluctance and limited uptake of already existing innovations by the
market. This is also highlighted in the table on page 7 which clearly indicates
that for many of the identified markets there is already research being
undertaken or results already existing.
Demonstrators can help to overcome the problem of slow market-uptake, but
they can also contribute to assess the impact of radically new technologies
and to derive information and data for political decisions and international
rule and legislation development.
In addition, it should be considered that the demonstration of new
technologies, such as alternative energy sources and fuels, require a
corresponding infrastructure, which cannot be financed by individual industry
partners. Demonstrators of new technologies can be connected to public
procurement, European inland waterway and short sea transport could be
ideal cases for such demonstrators, as they are less dependent of global
markets and legislation.
Demonstrators should prove the immediate applicability of new technologies
already in existence and highlight to the customer that it is worth taking a risk
in product investment. These demonstrators have to correspond to the
priorities identified in the previous chapter.
To a smaller scale it could be envisaged that demonstrators could focus on the
first instance on the priority: Eco Efficiency and then to go one step down and
take for example the heading: Energy Management – if then mapped against
the business area of transport a series of demonstrators could funded:
Eco Efficiency / Energy Management:
a. Demonstrator for energy management, consisting of primary source, prime
energy converter and usage of currently wasted energy.
b. Demonstrator for energy saving (improvement of insulation).
c. Comprehensive waste heat recovery systems
d. Advance hybrid mechanical-electric and full-electric power systems including
utilisation energy storage and real time energy optimisation.
The results of these demonstrator activities could then be fed into a Metademonstrator which would meet not only the goals of Eco-Efficiency but also
demonstrate an integrated system which could then be taken up by
shipbuilders / ship-owners in new-build projects.
Demonstrators could also be envisaged for the following topics: The greening
of vessels, efficiency and competitiveness. Given the correct framework for
24
demonstration topics could be further developed through the strategic
documents of the Waterborne technology platform and coordinated with a
possible PPP.
Innovation Aid
 Innovation aid has clearly contributed to improving the efficiency and
competitiveness of the EU shipbuilding industry. It has facilitated the
introduction and dissemination of new production methods, technologies and
products and it has stimulated research and development. Therefore, it could
be considered that the present "innovation aid" concept as the right tool for
reaching the objectives of LS2020 and not to integrate the maritime industries
into a horizontal instrument.
The shipbuilding market is generally rather conservative. Ships as investment
goods have a long life span and the majority of customers prefer proven
technology rather than taking risks with innovative solutions. In fact, a
number of factors in the shipping markets such as current chartering practises
and standards establish additional discouragement to employ innovative
solutions. Higher safety margins or higher fuel efficiency will e.g. not
necessarily yield higher charter rates. In this respect, shipping markets often
fail in utilising technological progress despite clear economic benefits. This
market failure leads to some extent to an underperformance in terms of
quality and sustainability of operation.
Due to their global position European manufacturers need to offer better
products to be successful in a market. While RDI activities are a necessity to
this end, they can only be conducted if the market is prepared to accept the
related or perceived risks. It must be underlined that the risk exposure related
to the production of prototype ships is substantial. Contrary to most other
sectors, sales contracts in shipbuilding stipulate product performance
definitions which are untested at the time of signature. Even small incidents
related to e.g. one innovative element can be the origin of significant changes
requiring significant additional resources and causing substantial disturbances
for the production process. Often such problems lead to considerable delays,
which could even affect the production of the following products.
Experience demonstrates that the production of prototype ships (like many
large scale projects also in other sectors) often faces additional cost due to
unforeseen difficulties even if delays can be compensated. It is safe to assume
that all shipyards have made such negative experience with cost over-runs up
to 10% and in rare cases even above. Such cost over-runs are always fully
borne by the shipyards as the buyers do not accept to participate in the risktaking (an aspect no always standard in other sectors as media reports in the
construction industry seem to indicate.).
25
The availability of innovation aid influences the risk assessment of each
innovative element in the development of new products or processes. It
allows companies to take additional steps towards new solutions, increasing
the chances of market success for innovative products and, in consequence,
stimulating further RDI activities.
The accelerating effect of innovation aid can be considered as an important
factor leading to higher efficiency and competitiveness, which is crucial in
order to maintain the technological leadership in the field of complex ship
types. Innovation speed is a crucial competitiveness element particularly
considering the limited possibilities to protect intellectual property in
maritime technology.
Considering the specificities of the sector and market failures therein, the WG
for RDI proposes that the innovation aid for shipbuilding remains of a vertical
nature following the end of the prolongation period (2013) of the State Aid
framework for shipbuilding.
Analysis of funding mechanisms
 It is generally perceived that European funding will have the greatest impact
when promoting research, development and innovation within the European
maritime sector. Managing this funding through a Public Private Partnership,
as in the aerospace and other sectors, offers the most effective way to make
real progress through the demonstration of large ‘step change’ future
technology concepts.
It has to be remembered that European, national and regional levels are
addressing different types of RDI project, from high critical mass European
research to near competitive regional SMEs innovation – and need different
types of funding mechanisms. Larger visionary demonstrators can most likely
be addressed at a European level where international expertise is requested.
Close to the market development can be supported at national and regional
level through the pre competitiveness research schemes or innovation aid,
regional funding aims to strengthen the cluster’s networks and provide
technical excellence supporting local occupation. The point to be made here is
not which funding schemes best support RDI, but how existing schemes can
be improved and integrated.
Recommendations
 Set up an Innovation Public Private Partnership: “partnership” which focus on the
market priority drivers: Eco-efficiency & Safety
 Create the necessary conditions for large scale demonstration projects which feed
into integrated systems / prototypes.
 Maintain a vertical structure for ‘Innovation Aid’ for the Shipbuilding industry
26
Adapt Environment of Work – Fostering Ecosystems for Innovation
This subchapter deals with the promotion of innovation-friendly business environments,
which is also one of the core objectives of the EU’s regional policy. The European Regions are
currently developing their “smart specialisation strategies”, with the underlying idea of
diversification from existing specialisations into related industries, and thereby creating
knowledge spill-over and strengthening innovation. This idea is particularly relevant for the
maritime industries sector, with its existing and emerging high value-added activities.
Technological and non-technological innovation will also be stimulated through improved
relations between the different actors of the innovation chain in the maritime industries.
1. Improving relations between the different actors of the innovation and supply chain in the
maritime industries
1.1 Role of SMEs
As the technology demands for future vessels increase, through rising environmental
concern and legislation, increasing fuel prices and diversification of markets, there
will be a major increase in the need for new technology and innovation to maintain
the competitiveness of the European industry.
Due to the small and agile nature of SMEs, they are major providers of new
technology at low technology readiness levels and will need increasing access to
government RDI support in the future. However, ease of collaboration with the major
companies that eventually implement the technology will be key to their success.
SMEs will play an increasing role if their innovation attitude will meet new and easy
access to supporting schemes and clustering initiatives which will support them on
the path of open innovation and sharing hardware/software infrastructures. Open
innovation can be considered a major asset of the European business environment,
compared to Asian competitors. It will also contribute to improving subcontractor
management in the shipbuilding industry, and the competitiveness of the whole
value chain by creating synergies.
1.2 Collaboration between industry and research institutes
The improved integration between research institutes and industry will require a
twofold approach from Universities. On one side the support for the continuation of
basic research as a prerequisite for long term innovations, on the other side a set of
policies aiming to close the gap between academia and industry when moving closer
to the market.
This second point shall require further initiatives such as a focus of the academia on
applied research when cooperating with the industry, exchange programs for
27
professionals between academia and industry, a balanced trade-off between IPR for
industry and licensing schemes as compensation to the academia for applied results.
Such collaboration could also be enhanced through public / private partnerships at
regional, national and European level.
1.3 Clusters in Europe
When considering the shipbuilding industry, the network of subcontractors around
the yard represents the backbone for the success of the final product. It was
estimated that nearly 75% of the total value of a large high value ship is represented
by the contribution of subcontractors.
In a globalised environment this network extends into the wider Europe and beyond,
but still there are a considerable number of enterprises, more often SMEs, that need
to be geographically close to construction site. For highly specialised and high tech
products this is one of the most important barriers for the entrance in the business of
any non-European incumbent.
Clusters associating SMEs, public and private research bodies, as well as public
authorities are a strategic point of competitiveness of the European maritime
industry. It is therefore crucial to improve their competitiveness, which will also
improve the innovation capabilities of SMEs and the open innovation approach with
the sharing of risks and benefits. The same is true for other forms of cooperation, in
the form of knowledge triangles, university-business cooperation and triple helix
networks.
Cooperation between clusters from different EU countries would be a means to
foster collaboration beyond regional champions also in “closer to market” activities,
thereby making use of RDI infrastructure at optimal level. Public support from local
and regional authorities can help to promote both clusters and collaboration
between them at European level.
1.4 Cross-fertilisation with other sectors
Technology transfer from other sectors is essential and cross-sectoral initiatives on
topics such as materials, ICT, design, services should be encouraged. Considering the
fact that results will most often consist in intangible assets (e.g. knowledge or IT
solutions) a specific consideration should be deserved to IPR protection in this
domain.
Technology transfer can also be promoted through Technology Platforms (TP):
- In horizontal terms: Promoting cooperation between disciplinary working groups
in Sectorial Platforms and the specific TP for these areas in order to link needs
and capabilities, both at national and European level.
28
-
In sectorial terms: Promoting cooperation among sectorial TP´s in order to learn
from the knowledge of other more advanced sectors (and vice versa), both at
national and European level.
1.5 The role of the Waterborne Technology Platform
The Waterborne Technology Platform has made good progress in consolidating the
industry under one ‘umbrella’ organisation that can present a unified voice to the
European Commission.
In the future, through closer collaboration of the Waterborne TP stakeholders, it needs
to leverage its unified voice in the same way that other sector Technology Platforms
have in order to more strongly influence EC legislation and R&D support.
Waterborne should also enhance its collaboration with related TPs from other sectors,
with the aim of enhancing cross-fertilization with them.
Waterborne could also play a role in the dissemination of EU-funded research activities
in order to enhance awareness of technological developments throughout the value
chain.
Recommendations:

Support clusters by specific innovation policies. Specifically, cooperation among
clusters in the same sea basin needs to be developed further.

Clusters should increasingly develop industrial research by adopting an ‘open
innovation approach’ and share research through hardware/software infrastructures.

Develop further Public Private Partnerships to promote productive communication,
assessment of technologies, and the development of coherent research strategies at
EU and regional level, based on the smart specialization strategies of the Regions.

Continuation and strengthening of the WATERBORNE TP cooperative trans-sectoral
model and technology transfer to enhance the cross-fertilization with other sectors
Examples for concrete action to take:
29

At European level, a Cluster of Clusters could be funded via the INTERREG
programme or other appropriate funds of the Horizon 2020 programme for research
and innovation.

Encourage creation of a distributed infrastructure for RDI in the maritime industries
(ESFRI and others)

Regional clusters should be included in the Waterborne technology platform, to
increase synergies.
2. Strengthening research and innovation in the maritime industries through the
instruments of EU cohesion policy
The cohesion policy instruments are particularly effective for the development of smart
specialised areas promoting centres of competences geographically localised. These centres
will also facilitate a specialisation of the competences and the starting up of new SMEs.
Cohesion policy instruments also support clusters to boost innovation in SMEs, transfer
results from science to market application, to invest in education and training at all levels
(young students to job replacement).
Through an increased focus on synergies with Horizon2020, cohesion policy can be an
effective instrument for the promotion of technological and non-technological innovation in
the maritime industries.
2.1. Regional innovation strategies for smart specialisation
In the 2014-2020 programming period, regional innovation strategies for smart
specialisation are to be an ex-ante conditionality for European Regions for any EU
investments related to R&D. European Regions are currently developing their regional
innovation strategies for smart specialisation, which will provide a basis for focused
measures to create regional innovation environments. In the area of maritime industries,
this is particularly relevant in the context of support for diversification into new markets, as
well as differentiation in high value-added activities. The European Regional Development
Fund in particular will have an increased focus on support to RDI, following the European
Commission’s proposals for thematic concentration (in more developed and transition
regions, at least 80 % of ERDF resources at national level should be allocated to energy
efficiency and renewables, innovation and SME support; this figure being 50% in less
developed regions).
The smart specialisation strategies can also be instrumental in promoting the crossfertilization with other strong sectors in the regions and synergies with other EU funds.
2.2. Integrated use of structural funds
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To accompany the industrial transformation of a given area, it would be beneficial to enable
Regions to conduct actions combining multiple funds, in particular ERDF (European Rural
Development Fund) and ESF (European Social Fund). Such an integrated approach would
allow supporting the diversification of the maritime industries in a focused and
comprehensive way.
2.3. Cooperation between European regions
Beyond fostering regional innovation ecosystems, the European regional policy instruments
could also improve cooperation among European maritime regions and thereby facilitate the
positioning of the European maritime cluster in global value chains. Developing common
research infrastructures may also be relevant for the maritime industries sector.
The INTERREG programme also provides a means to foster collaboration among European
regions in the area of maritime industries.
2.4. Synergies between structural funds and Horizon 2020
Cohesion policy instruments can enhance applied research through investing in innovative
solutions and research infrastructures and equipment, technology centres etc., as well as
international partner search and information campaigns on Horizon 2020. These are ways to
facilitate synergies with Horizon 2020 “upstream”, i.e. ahead of the setting up of Horizon
2020 projects.
Downstream, i.e. following the implementation of Horizon 2020 projects, cohesion policy
can help to exploit and diffuse swiftly R&I results and to create innovation-friendly market
conditions, in particular for SMEs, through cooperation with actors in the world of research
and education, technology transfer, applied research, technology development and
demonstration facilities; as well as support for clusters and cooperative partnerships; proof
of concept and early stage financing; pilot actions and demonstration activities.
Recommendations:

Strengthen the links between the regional authorities and the maritime industries. In the
short term, actors from the maritime industries should get involved in the elaboration of
regional innovation strategies for smart specialization (RIS3).

Regions are encouraged to make use of their operational programmes for the
implementation of cohesion policy to support research and innovation, as well as the
innovative diversification of the maritime industries, and to address in particular
synergies with the Horizon2020 programme.
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
Align the procedures for the application of all structural funds (in particular ESF and
ERDF), to enable Regions and Member States to conduct coordinated projects to
accompany the industrial restructuring of given areas and promote the innovative
diversification of the maritime industries.
Examples for concrete action to take:

A dedicated seminar with the JRC on smart specialisation in maritime regions could
provide a platform for exchange of experience, advice and best practices.

Promote R&I business advisory services to give advice on funding sources and
collaborative project development.

To improve cooperation among European maritime regions, encourage the use of
possibilities to finance projects through ERDF in different areas and through several CSF
funds (see Art.55 and Art.60 of the Commission’s proposal for cohesion policy, COM
(2011) 615 final).
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