Nor-Shipping – The Disruptive Talks
These 10 high energy hour-long sessions focused on high tech topics, shipping’s game changers and the most cutting edge concepts in today’s maritime field.
Each fast paced session focused on one key challenge within the maritime sector and looks for silo breaking progressive solutions and collaborative change opportunities.
These inspiring sessions were a key part of Nor-Shipping 2017’s Catalyst for Change focus.
The Disruptive Sustainability Hall was dark and immersive, creating an “Enter the Ocean Space” experience and featuring an intimate Disruptive Room for new insights. This stage was purely dedicated to lectures and talks where you could explore radical technologies and solutions. A fast-track to explore the new toolbox of technologies seen from a maritime perspective, and how you could utilise them in a period where several segments of the maritime industry face strained markets and numeral challenges.
Alongside trailblazers from the world of shipping, the Disruptive Sustainability Hall also featured leading companies and innovations from the wider business world – allowing for sharing of insights and cross-fertilisation of ideas and aiming to engage, provoke, challenge and inspire visitors.
The Disruptive Room was dedicated to the future markets and technologies of the Ocean Industries, this arena fuelled ideas, opportunities and build new mind-sets for an ever-evolving industry.
This year’s Nor-Shipping saw the introduction of a new hall, brimming with new ideas. The disruptive sustainability hall represented the very cusp of the changing face of the maritime sector. For some this was a huge opportunity to bring about industrial change at a level never seen before. For others, this may have been too much of a risk, they may have even decided to ignore what this hall represents, much like the dinosaurs would have ignored that huge meteor.
Disruption and innovation are not owned by the young and inventive, there are many existing industry layers that see the signs and are early movers. In the maritime and shipping sectors they are emerging, restructuring to become new agile businesses ready to meet the challenges they think the future will bring. We may call them the disruptive dinosaurs, the ones that have the tenacity and drive to evolve and change
These are the companies, new and old, that formed the disruptive sustainability hall, and key to that the disruptive talks at the centre of the buzz.
The disruptive talks were hosted by Fathom Maritime and supported by leading companies willing to be seen as self-disruptive. There were 10 focused one hour debates throughout the first three days of Nor-Shipping tackling key issues that many companies, their executives and staff should be asking themselves.
The disruptive talks took place on the main stage in the Disruptive Sustainability Hall at Nor-Shipping. They were led and directed by Craig Eason, Editorial Director, Fathom Maritime Intelligence.
DISRUPTIVE OPENING: Tuesday 30th May at 13.00 – 13.15
To officially open the Nor-Shipping Disruptive Talks, DNVGL Group Research and Development Director Pierre Sames joined an ‘in conversation session’ with Craig Eason, Editorial Director, fathom-news.com, to talk openly about the future of the maritime industry and class form a class perspective.
As the advocates of safe and environmentally sound shipping, classification has a key role in the evolution of digital solutions and how disruptive influences are impacting the industry.
In this key 15 minute discussion Sames and Eason opened the disruptive talks by drilling into what is meant by the increased digitization of shipping and maritime sectors, the impact of the electrification of parts of the industry, and of course the rise of the autonomous ship.
This was not a blue sky conversation about the distant future. This was about NOW and what is driving the industrial evolution that we are all currently witnessing.
What issues are ripe for innovative solutions? Three key factors are at play. New technologies, new attitudes and the same old tired market cycles. Are the factors drawing together to create upheaval that will bring the old-world shipping model to a close and what sort of a model will replace it?
Jan Otto de Kat, Director of Energy Efficiency and Vessel Performance, ABS
Colin Rawlins, M.D., V Group (Germany)
Jan Otto de Kat, Director of Energy Efficiency and Vessel Performance, ABS
Joern Springer, Senior Director, Fleet Support Centre, Hapag Lloyd
Teus van Beek, General Manager Market Innovation, Wärtsilä
Shipping is facing new and potentially disruptive challenges as new companies, and new solutions emerge. How do companies ensure they do not suffer negative disruption, but instead are prepared to embrace the innovation that will enable positive disruption? What are new companies likely to be offering the ship-owners and what changes, technological and commercial, are enabling these solutions?
Piers Cunningham – Executive Vice President Maritime Services
Fredrik Karlsson, Coordinator, Research & Innovation Swedish Maritime Authority
Knut Herman Loenskog, Digital Services Specialist, Siemens
Piers Cunningham – Executive Vice President Maritime Services, Speedcast
Katerina Raptaki, IT Manager, Navios Shipmanagement & Vice President AMMITEC
Doug Watson, Director – Business Unit Shipping/Maritime, Ericsson
Will large companies create their own disruption or find better solutions through collaboration with start-ups? How important is corporate agility? Do large corporates need a new mindset and how can this be achieved?
Matt Duke, Vice President, Kongsberg Digital
Aleksander Stensby, CDO, Klaveness TBC
Constantine Komodromos, Founder & CEO, Vesselbot
Olivier Cadet, EVP Kongsberg Maritime
Dr Maurizio Pilu, VP Digital Innovation, Lloyd’s Register Group
Christopher Rex, Head of Research, Danmarks Skibskredit A/S
Where are the difficulties and blocks in today’s shipping model that are ripe for upheaval? What uncertainties in ship design, construction and operation need to be addressed and will better collaboration lead to more sustainable business models? Is digitization just a panacea for technology firms’ problems more than the whole industry? Will owner and designer begin to collaborate more?
Teus van Beek, General Manager Market Innovation, Wartsila
Willie Wagen, Corvus Energy
Ari Merjaama, Chief Transformation Oficer, Wallenius Wilhelmsen Logistics (tbc)
Martin Stopford, President Clarksons Research
Can new business and crew applications be successfully developed and can established suppliers adapt to meet the opportunities? Are fast and cheap the only two factors needed to enable new ideas and solutions to emerge, if not what other elements are needed for a new way of communicating?
Ronald Spithout, President, Inmarsat Marine
Frank Støyva Emblem, Communciations Manager Blue Maritime Cluster
Inge Sandvik, Chief Digital Officer, Wilh Wilhelmsen
Mike Konstantinidis, CEO, Metis Cyberspace Technology
12.30 US Embassy
By thinking outside the box, experts have discovered solutions that revolutionise the prevention of marine biological fouling on ship hulls. Advances in the science behind coating technology development are providing new avenues to create change. The disrupters are not only those that come from within the industry, prospering new ideas and approaches, but also those that introduce and adapt solutions from other industries to incite positive impact in the field of traditional technologies.
Philip Chaabane, CEO I-Tech, AB
Mikael Laurin, CEO & President, Laurin Maritime
Per Wimby, Naval Architect/Project Manager, Stena Teknik
Raouf Kattan, Managing Director, Safinah Ltd
Tor Svensen, former Group Executive Vice President at DNV GL – Director, Safinah Ltd
Are conventional maritime fuels and engine not only an environmental risk, but a limiter on creating the goal of autonomous safe commercial shipping? What needs to happen to achieve the efficiencies of automation? Can diesel/HFO fueled vessels ever be unmanned? Is electric propulsion a prerequisite for automation in the maritime industry? What levels of data are needed to create autonomous, and what are the benefits of even going partway down this journey? Are the diagnostic tools sufficient to create trust in shore based assessment?
Odd Moen, Head of Maritime, Siemens
Egil Mollestad, Chief Tecnology Officer, ZEM
Ørnulf Jan Rødseth, SINTEF Oceanz
Sigurd Vigrestad, Head of sales LCM, Siemens
10.30 Can data create a knowledge loop to enable shipbuilders to replicate aviation’s safety levels?
Can we trust your data? While there is as much talk about who owns the data, the question could be turned around to whether the data is good enough to be shared and then used to improve the industry as a whole. With owners and operators able to collect increased amounts of data, are they able, and indeed wiling, to share the results and allow increased value in the industry? If shipyards and naval architects could, like the aeroplane makers, gain operational data for an asset‘s life would they be able to make ever better increases in their designs?
Fridtjof Rohde, CSO, Marorka
Jenny N. Braat, Managing Director, Danish Maritime
Sasan Mameghani, Founder, Maindeck
As much as shipping and the maritime sector is facing business upheaval and environmental challenges, its financial and trad mechanism are also being called into question?
Nearly a decade of overcapacity in one sector or another has thrown a necessary spotlight on potential tools that will be the bedrock of industrial revolution. Can today’s shipping model continue as it is? Will blockchain raise the financial trust of new ways of doing business, or will ship-owners and their banks fall back to the relative comfort of “Business as Usual”
Erik Gaarder, Director, Management Consultant, Acando
Jan-Olaf Willums, CEO, InspireInvest
Mark Clintworth, Lead, Shipping, Project Directorate, Air & Maritime Division, European Investment Bank
Inge Sandvik, Chief Digital Officer, Wilh. Wilhelmsen
In the commercial operations of vessels, port operations remain one of the more critical parts of a voyage. Where can new innovative and disruptive tools emerge to create efficiencies in time and cost? What models are needed and what structures need to be considered for radically improving one of the shipping industry’s bottlenecks?
Argyris Stasinakis, Partner, MarineTraffic
Ben van Scherpenzeel, Director Nautical Operations, Port of Rotterdam
Mikael Lind, PortCDM Council (CDM = Collective Decision Making)
Trond Andersen, Manager Maritime Department, Port of Stavanger