Regions of Knowledge

Document Type

Report

Document & WP No.

D1.2

Document Title

Cluster SWOT Analysis

Release date

30/09/2013

WP1

Executive Summary This report is the second deliverable from the first REMCAP work package. It contains descriptions, characterisations and analyses of the clusters in the REMCAP consortium. A more thorough executive summary is provided in the first chapter.

REMCAP is a Coordination Project funded by the Research DG of the European Commission within the Regions of Knowledge programme of FP7

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D1.2 Cluster SWOT Analysis

Document Control Page Title

Cluster SWOT Analysis

Creator

Johnn Andersson

Description

D1.2 Cluster SWOT Analysis is the second deliverable from the first REMCAP work package.

Distribution

Public

PU

Revision history Version

Date

Modified by

Comments

0.1

27/05/13

Johnn Andersson (JA)

Initial document skeleton

0.2

13/06/13

JA

Further development

0.3

13/06/13

JA

Minor changes in KSF

0.4

13/07/30

JA

Structural changes

1.0

13/08/18

JA +Josefin Borg (JB)

Insertion of parts from separate cluster processes and continuous improvements and developments.

1.1

13/09/11

JA

Final updates before review.

1.2

13/09/12

JA

Insertion of text from English partners and completion of final draft.

1.3

13/09/13

JA+JB

Updates based on review-round and discussions on WP1 Team meeting.

1.4

24/09/13

JA + JB

Final updates before last review-round.

1.5

26/09/13

JA

Minor changes and final approval for submission to QA process.

2.0

30/09/13

SP

QA Review

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Executive summary The Resource Efficient Maritime Capacity (REMCAP) project is funded through the European Union’s 7th Framework Program. It is a collaborative project with a consortium consisting of actors from six European Regional Research Driven Clusters (RRDCs) in the maritime sector. The main purpose of REMCAP is to develop the clusters’ ability to promote innovation, enabling sustainable growth in the maritime sector. Its objectives are to facilitate interaction and knowledge exchange, increase the understanding of the clusters, as well as develop and implement regional and joint action plans. This report is the second deliverable from the first REMCAP work package, which aims to increase the understanding of the participating clusters. After a brief introduction, the report presents a set of key success factors that have been used as a framework for characterising the clusters and outlines market and policy trends for the REMCAP focus markets. It then describes, characterises and analyses the participating clusters. The descriptions focus on history and background, scope and activities, main actors, and facilitation and governance. The characterisations are based on the defined set of key success factors that serve as perspectives from which the clusters’ specific features are highlighted. And the analyses identify cluster-specific strengths, weaknesses, opportunities and threats. Next, an overview of the first work package’s key findings and a concluding consortium analysis of the aggregated results of the clusters’ characterisations based on the set of key success factor are presented. Finally, the report presents a discussion including lessons learned and project opportunities. It has been created through a self-assessment methodology, relying on information and assertions that have been obtained during interviews and workshops with key stakeholders. Accordingly, the information and analysis provided in this report is not evidence-based, but rather based on each cluster’s self-perception. The clusters participating in the REMCAP project are: • • • • • •

Solent Maritime Cluster in England Pole Mer Mediterranee in France Irish Maritime Energy & Resource Cluster in Ireland Klaipeda Maritime Cluster in Lithuania OCEANO XXI in Portugal Western Sweden Maritime Cluster in Sweden

They have in common that they are networks of industry, research and public actors active in the maritime sector that work together to promote sustainable economic development. However, the clusters are highly diverse. The clusters are organised very differently, with some benefitting from highly formalised structures and extensive resources for cluster facilitation, and others functioning in a more organic and uncoordinated manner where several actors undertake cluster facilitation activities. The amount of activity differs greatly, with some clusters gathering quite few actors and others benefitting from the presence and engagement of many different organisations from across the triple-helix. The strength of capabilities is also distributed differently across various maritime subsectors within the clusters. Finally, the clusters’ geographical scopes are very different, which is demonstrated by the fact that the Portuguese cluster has a national scope, while the others exhibit a regional character.

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The clusters have been characterised from the perspectives of the following set of key success factors: ‘Strategic interaction’, ‘Policy influence’, ‘Networks, linkages and interaction’, ‘Public investment’, ‘Private investment’, ‘Technology and knowledge base’, ‘Human capital’, ‘Physical infrastructure’, ‘Presence and engagement of large firms’, and ‘Access to markets’. Since the characterisation has been based on a self-assessment methodology, it is difficult to perform accurate comparisons across the consortium. However, when analysing the aggregated perception of each key success factors for the whole consortium, it stands clear that the clusters tend to consider their performance to be weaker than average with regards to ‘Private investment’ and ‘Presence and engagement of large firms’. Also, they tend to view their performance with regards to ‘Public investment’ as stronger than average. The results from the characterisations have been analysed and compiled in high-level summaries of strengths, weaknesses, opportunities and threats for each cluster. Throughout the work leading up to this report, it has been evident that analysing clusters is inherently difficult. The main challenges lie in the complexity of the cluster concept, which makes it difficult to create shared terminologies and definitions, and the difficulty with obtaining reliable evidence-based fact and figures. It is, however, evident that the REMCAP project brings significant opportunities for the participating clusters. The network and structures that the project has established can be used to identify and realise opportunities for collaborative research and innovation projects as well as inter-regional strategies for accessing European and international maritime markets. The partner organisations can learn from each other and share best practice across with regards to cluster facilitation, governance and organisation. And information on activities and initiatives within and external to the consortium can be shared. Finally, this report strongly indicates that supporting and participating in cluster activities seem to have a large potential for promoting innovation. Creating and organising networks of actors in cluster structures facilitates communication and knowledge exchange, creates linkages between actors across the triple-helix and enables joint strategic initiatives that can attract investment and lead to capacity-building projects in the research and business communities. There are strong reasons for both public and private actors to engage in cluster initiatives and to support their development by offering recognition and resources.

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Table of Contents Executive summary ........................................................................................................... 3 1

Introduction............................................................................................................... 6 1.1 1.2 1.3 1.4

Background and context ................................................................................................ 6 Purpose and Objectives ................................................................................................. 7 Methodology ................................................................................................................. 7 Content and reader’s instructions .................................................................................. 8

2

Key success factors for regional research-driven clusters ............................................ 9

3

Market and policy trends that impact the REMCAP consortium ................................ 11 3.1 3.2 3.3

4

Description, characterisation and SWOT analysis of the REMCAP clusters ................. 18 4.1 4.2 4.3 4.4 4.5 4.6 4.7

5

Definition of markets ................................................................................................... 11 Trends ......................................................................................................................... 12 Projected market development .................................................................................... 15 Overview of the REMCAP clusters ................................................................................ 18 England - Solent Maritime............................................................................................ 20 France - Pole Mer Mediterranee................................................................................... 36 Ireland - Irish Maritime & Energy Resource Cluster, IMERC ........................................... 47 Lithuania - Klaipeda Maritime Cluster........................................................................... 57 Portugal - OCEANO XXI ................................................................................................ 67 Sweden - Western Sweden Maritime Cluster ................................................................ 78

Discussion ................................................................................................................ 89 5.1 5.2 5.3 5.4

Key findings ................................................................................................................. 89 Challenges and lessons learned .................................................................................... 92 Opportunities for the consortium................................................................................. 94 Recommendations to following work packages ............................................................ 95

Appendix 1: Participants in WP1 ..................................................................................... 97 Appendix 2: Key actors in the REMCAP clusters ............................................................... 98 Appendix 3: Workshops, interviews and other information sources................................106

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1 Introduction This report is the second deliverable from the first work package in the REMCAP project. In this introductory chapter, the background and context, purpose and objectives, as well as employed methodology are presented, together with an overview of the report’s contents and brief instructions to the reader.

1.1 Background and context Since the global maritime sector is on a strong growth trajectory with an increasing demand for products and services, new challenges have arisen. In order to enable sustainable growth in the maritime sector, its resources have to be utilised in an efficient way; creating economic and societal value while minimising the environmental impact. The Resource Efficient Maritime Capacity (REMCAP) project is funded through the European Union’s 7th Framework Program. It is a collaborative project with a consortium consisting of actors from six European Regional Research Driven Clusters (RRDCs) in the maritime sector. The clusters consist of actors from the business and research communities, as well as public authorities, which work together within a limited geographical area. They will be referred to as ‘the REMCAP clusters’ or simply ‘the clusters’ throughout this report. The main purpose of REMCAP is to develop the clusters’ ability to promote innovation, enabling sustainable growth in the maritime sector. Its objectives are to facilitate interaction and knowledge exchange, increase the understanding of the clusters, as well as develop and implement regional and joint action plans. Eight focus markets have been identified, but an inclusive value-chain perspective is applied. REMCAP is divided into three phases; Analysis, Action planning, and Implementation support. This report is the second deliverable from work package one (WP1), which is a part of the initial Analysis phase, see Figure 1.

Figure 1. The work packages and phases of REMCAP.

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The main purpose of WP1 is to increase the understanding of the REMCAP clusters. This is operationalized by work leading up to two deliverables: Cluster characterisation & complementarity report (D1.1), submitted in June 2013, and Cluster SWOT analysis (D1.2), which is this report. Throughout WP1, an important learning process has taken place, involving the entire REMCAP consortium. Several overarching project issues, such as concretisation of objectives and development of basic definitions, have been discussed across ongoing work packages, though generally focused on and led by WP1. These discussions have significantly impacted and delayed the work. An important implication is that D1.1 should be seen as an intermediary step, whose contents and conclusions are replaced by the ones in this report. The work in WP1 has been led by Johnn Andersson and Josefin Borg from Chalmers University of Technology, who together formed the WP1 Lead. However, the WP1 Team 1, with representatives from each REMCAP cluster and most REMCAP partners, has contributed to, supported and facilitated the activities as well as reviewed, supplemented and commented on the final deliverables.

1.2 Purpose and Objectives The main purpose of this report is to increase the understanding of the REMCAP clusters. It therefore describes the clusters, characterises them according to a set of key success factors, and analyses their strengths, weaknesses, opportunities and threats. The aim has been to identify and present similarities, differences and complementing capabilities, in order to: • • • •

Understand the REMCAP partners’ perception of their own cluster. Stimulate self-reflection and discussion within and between the REMCAP clusters. Increase the understanding of the REMCAP clusters among the participating actors. Build a foundation for the following REMCAP work packages, which enables communication, collaboration and joint initiatives in line with the overarching mission of the project.

It should be emphasised that the objectives of WP1, as well as the content of this report, have evolved gradually since the start of the REMCAP project. The original description of work has been developed and interpreted to account for circumstances that were not foreseen when the project was defined, which is reflected in this report and further elaborated in Chapter 5.

1.3 Methodology The work leading up to this report has followed a self-assessment approach due to resource constraints and lack of evidence-based information. The REMCAP partners, and other key individuals within the clusters, have provided qualitative information and assessments of their own clusters, which have been interpreted and analysed by the WP1 Lead, assisted by the WP1 Team. Furthermore, D1.1 has provided certain basic information and data that informs and strengthens the development and findings of D1.2. In addition, the second REMCAP work package, focusing on market and policy trends as well as innovation priorities, has developed the content for Chapter 3.

1

The members of the WP1 Team are listed in Appendix 1.

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The process of creating this report has followed five steps described below: 1. Methodology development (May) Based on lessons learned from the first part of WP1, such as difficulties in accurately comparing cross-comparing clusters given their differences and the lack of data, a qualitative and self-assessment based methodology for D1.2 was developed by the WP1 Lead together with the WP1 Team. 2. Definition of key success factors (May-June) A set of ten key success factors for clusters’ ability to facilitate and stimulate innovation was developed by the WP1 Lead, and reviewed and agreed upon by the WP1 Team. The key success factors are defined in Chapter 2. 3. Cluster self-assessment (June-Aug) The self-assessment process was based on a number of workshops and in-depth interviews with key stakeholders from each REMCAP cluster. They followed an interview guide, taking the key success factors as a starting-point, which was developed by the WP1 Lead together with the WP1 Team. In Lithuania, Portugal, France and Sweden the self-assessment process was led by the WP1 Lead, in close cooperation with the REMCAP partners from each of the clusters. In Ireland and England, the self-assessment process was led by the REMCAP partners in each of these clusters. The workshops and interviews gave a deeper understanding of the clusters, based on the perspectives of the defined set of key success factors. 4. Cluster characterisation and analysis (July-Aug) Based on the increased understanding given by the self-assessment processes, as well as information from D1.1 and other relevant sources, the clusters were described, characterised and analysed from the perspectives of the key success factors. 5. Compile report (Aug-Sep) The obtained information and performed characterisation and analysis were finally compiled in this report. It has been written mainly by the WP1 Lead, but thoroughly reviewed by the WP1 Team, which has been encouraged to circulate drafts in a wider circle in their respective clusters.

1.4 Content and reader’s instructions This report contains five chapters and a number of appendixes. After this short introduction, Chapter 2 describes the set of key success factors that has been defined as a core part of the methodology. Next, Chapter 3 provides an overview of market and policy trends that influence the REMCAP focus markets, and outlines their projected development. Chapter 4 then describes, characterises and analyses the REMCAP clusters one by one. Finally, Chapter 5 concludes the report by presenting key findings, discussing challenges and lessons, highlighting opportunities for the consortium, and giving recommendations to the following work packages. It should be acknowledged that this report is quite long and may therefore be perceived as inaccessible. However, a reader with limited time can potentially focus on reading Section 4.1, the SWOT analyses for each cluster in the same chapter, and the discussion in Chapter 5, which together convey the essence of this report.

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2 Key success factors for regional research-driven clusters Regional research-driven clusters have the potential for acting as catalysts for research-driven economic development by stimulating and facilitating innovation. A number of key success factors govern how effectively they can fulfil this role. This chapter defines a set of such key success factors. They have been used for characterising the REMCAP clusters, laying the ground for an analysis of their strengths, weaknesses, opportunities and threats. The key success factors are based on a brief literature study, the results from the preceding EMSAC project as well as the purpose and objectives of this work package. Findings from reviewing these sources have, however, been analysed and revised in order to define a set that is applicable to the agreed upon purpose and objectives, and scope of WP1. The specific sources of inspiration and information that have been used when defining the key success factors are listed below: • • • • •

“Regional Research Intensive Clusters and Science Parks” – Report from the European Commission (DG Research). 2 “Research Driven Clusters: Overview on RDC policies, methods of characterisation and examples of best practices” – Report from the EU FP7 project TRANSREG NCP. 3 “A practical guide to cluster development” – Report to the UK Department of Trade and Industry by Ecotec Research & Consulting. 4 “Overview of cluster benchmarking indicators” – Report from the European Secretariat for Cluster Analysis. 5 “The quality label for cluster organisations: criteria, processes, framework of implementation” – Report from the European Cluster Excellence Initiative. 6

It should, in this context, be recognised that the European Cluster Excellence Initiative 7 has developed a cluster labelling process, which is based on an extensive set of indicators. These were considered as potential key success factors for the purposes of the work leading up to this report. But since not all of the REMCAP clusters have a formalised cluster management function, it was decided to take a more general approach that could embody the differences within the consortium.

2

Available at http://ec.europa.eu/research/regions/documents/publications/sc_park.pdf Available at http://www.transregncp.eu/pic/transregncp_rdcreport22_12_08_final.pdf 4 Available at http://www.innovation.lv/ino2/publications/publications_anglija/dti_clusters.pdf 5 Available at http://www.cluster-analysis.org/benchmarking-in-a-nutshell/Overviewofclusterbenchmarkingindicators.pdf 6 Available at http://www.cluster-excellence.eu/fileadmin/_cluster-excellence/downloads/GOLD-Assessment.pdf 7 For more information, see http://www.cluster-excellence.eu 3

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In the table below, we present the defined set of key success factors. Table 1. Description of the defined set of key success factors.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment

Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Description The extent to which the cluster’s actors, including public authorities, research actors and industry as well as cluster organisations, together develop strategies for the cluster as a whole. The cluster's ability to influence regional, national and European policies and strategies. The extent and quality of linkages, interaction and more formalised networks, enabling communication between the cluster's actors. The cluster's access to public investments that increase its innovation capacity, for example European, national and regional funding for RTD projects, cluster facilitation and stimulation, research and innovation infrastructure etc. The cluster’s access to private investments that increase its innovation capacity. For example private participation and finance of collaborative RTD projects, investments in new facilities etc. The quality and variety of technology and knowledge capabilities that are embedded within the cluster's actors, serving as a basis for innovation and technology development. The supply of labour with skills that match the needs of the cluster's actors. The availability and existence of research and innovation facilities, for example ports, laboratories, testing facilities etc. The presence of large internationally competitive firms, with leading capabilities, as well as their interactions and engagement with other actors in the cluster. The ability of companies to access customers, in established and emerging sectors, both within and external to the cluster.

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3 Market and policy trends that impact the REMCAP consortium This chapter focuses on external factors that impact the REMCAP consortium. First, it defines the REMCAP focus markets, then discusses policy and market trends, and lastly outlines the projected market development. The contents are based on information obtained within the second REMCAP work package, which has also performed the underlying analysis.

3.1 Definition of markets The REMCAP project is focused on eight focus markets within the maritime sector, which are defined briefly below. The definitions are based on discussions within the REMCAP project and literature from the European Commission, for example the Blue Growth Strategy 8, published in 2012. Table 2. Brief definitions of the REMCAP project's eight focus markets.

Focus market

Offshore wind

Ocean energy

Fishing

Aquaculture – Fish and shellfish

Aquaculture – Algae

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Definition Offshore wind covers all activities related to the development and construction of wind parks in marine waters, and the exploitation of wind energy by generating electricity offshore. Its value chain includes research and development, impact assessment, planning, design, manufacture, installation, operation, maintenance and decommission, together with support vessel construction, maintenance and operation. Ocean energy, or ocean renewable energy, consists of: tidal energy (both tidal range and tidal current), wave energy, osmotic or salient gradient technology, and OTEC (Ocean Thermal Energy Conversion). Its value chain is broadly similar to that of offshore wind and includes research and development, impact assessment, planning, design, manufacture, installation, operation, maintenance and decommission, together with support vessel construction, maintenance and operation. Fishing in the context of REMCAP is taken to mean the extraction of fish from the oceans for consumption or use in products. Its value chain includes vessel construction, propulsion and fuels, monitoring and surveillance, processing, distribution and packaging. Aquaculture of fish and shellfish means farming aquatic organisms, mainly for human consumption. It is composed of three major sub-sectors: marine shellfish farming (e.g. oysters and mussels, shrimps, other crustaceans), marine finfish farming (salmon, sea bass and sea bream being the most important) and freshwater finfish farming (trout, carp, eel, etc.). Its value chain includes capture fisheries, fish food production, equipment, supply, finance and logistics, processing, and marketing & distribution. Aquaculture of algae can be differentiated in macro-, and micro algae. Micro algae are unicellular organisms that are produced on land either in open ponds or in bioreactors. Macro algae are multicellular organisms growing from photosynthesis. These can be farmed (aquaculture) or exploited by extraction from natural populations in coastal areas (algae extraction). Macro algae are farmed mainly at sea in Europe. Its value chain is broadly similar to fish and shellfish.

Available at http://ec.europa.eu/maritimeaffairs/documentation/publications/documents/blue-growth_en.pdf

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Blue biotech

Aggregated and dredging

Seabed mining

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Blue biotech involves the use of living organisms and bioprocesses from the sea, in engineering, technology and other fields requiring bio products. Blue biotechnology differs from algae aquaculture as it uses these products for manufacturing. Its value chain includes research and development, demonstration, production and processing. Marine aggregates can be defined as sedimentary material - sand or gravel of various sizes (grades). Extraction of marine aggregates typically involves dredging of the deposit to remove it from the seabed. Its value chain includes value-added processing, manufacture, shipyards and ship construction, engineering and maintenance, port facilities and fuel supply. Seabed mining involves the extraction of mineral deposits from the sea-bed. There are three main types of deep-sea deposits with commercial potential as mineral resources: seafloor massive sulphides or SMS (which can contain high concentrations of copper, zinc, gold, silver, cobalt and lead), polymetallic nodules, and cobalt-rich manganese crusts. The value chain for this market is relatively similar to aggregates and dredging.

3.2 Trends The REMCAP focus markets are influenced by a number of trends, which govern their development. Below, the main policy and market trends are discussed.

3.2.1 Policy trends International agreements such as the Kyoto protocol have driven countries to develop strategies increasing their share of energy generated from renewable sources and reduce carbon emissions. Europe is an international leader in many of the REMCAP focus markets. In particular Europe has been at the forefront of developments in the offshore wind and ocean energy sector in particular. The European Union has in recent years recognised the importance of the oceans and maritime industry to the European economy. It recently published its Blue Growth Strategy which sets out the scenarios and drivers for sustainable growth in the maritime industry. This contributes to realising the Europe 2020 strategy towards smart, sustainable and inclusive growth. The main purpose of the Blue Growth strategy is to seek synergies to enable growth whilst identifying bottlenecks and policy interventions to address these. The Blue Growth Strategy provides insight into all of the REMCAP focus markets. The drive to ensure sustainability and encourage growth in the member states has led to the Member States developing policies to encourage growth in the REMCAP focus markets. Examples include each Member State developing a National Renewable Energy Action Plan (NREAP) setting out targets for the adoption of renewable energy. Countries, especially those with Atlantic coastlines, have also developed policies encouraging research and development in the ocean energy sector. They have also provided support for research institutions engaging in work on blue biotechnology and marine ICT.

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3.2.2 Market trends 3.2.2.1Offshore Wind This sector is among the most robust emerging maritime employment generators, with an estimated 35,000 people employed as of 2010 and with the possibility of employment numbers increasing to 170,000 by 2020. The growing share of offshore wind capacity in order to meet renewable energy targets, together with the labour-intensity of offshore installation, operation and maintenance are the main drivers of increasing employment numbers. This is largely driven by targets set by governments to increase the share of energy generated from renewable sources. Lack of suitable sites onshore and an increased opposition to onshore wind, especially in areas of high population density such as the United Kingdom have led to the increased attractiveness of offshore wind. In terms of employment in the value and supply chain, for wind energy overall (both onshore and offshore), wind turbine and turbine component manufacturing provides most employment (43,000 in 2007), followed by wind farm development, installation, operations and maintenance (29,000 employed in 2007), while there were found to be another 15,000 jobs elsewhere in the value chain. 9 Total installed capacity at the end of 2010 was 2,944 MW spread over eight EU Member States, with a further 2.3 MW as a floating turbine operating since 2009 off the coast of Norway. 10

3.2.2.2 Ocean Energy Of the various ocean energy technologies, tidal range energy has the most proven track-record technologically but its environmental impact diminishes its attractiveness. Most efforts in this market are targeted at developing tidal current and wave energy technology and bringing it to commercialisation stage. An added benefit of ocean energy is that the greatest concentration of wave energy available for exploitation is located close to the most peripheral areas of the Atlantic coast, which would benefit most from investment. The various types of ocean energy technology are still in developmental stage, though France has operated a tidal range installation at La Rance since 1966. There has been a large investment in tidal current and wave energy technologies in the last decade, with private investments amounting to 600 million Euros in the last 7 years. EU installed capacity has tripled in 4 years, representing significant technical progress with over 10MW of operational devices installed today, compared with 3.5MW in 2009.

3.2.2.3Fishing The primary policy instrument for fisheries and aquaculture management in the European Union is the Common Fisheries Policy (CFP). This policy is aimed at bringing the exploitation of fisheries stocks to sustainable levels. The overall catch for the EU as a whole cannot rise. This means there is a challenge in investing in this market whilst maintaining overall levels. Recent years have seen a

9

European Wind Energy Association, Wind at Work, 2009. Available at http://www.ewea.org/fileadmin/ewea_documents/documents/publications/Wind_at_work_FINAL.pdf 10 European Wind Energy Association, Wind in Our Sails, 2011. Available a: http://www.ewea.org/fileadmin/ewea_documents/documents/publications/reports/23420_Offshore_report_web.pdf

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reduction in the number of smaller vessels and a concurrent rise in larger vessels which are more efficient. The total European fishing fleet numbered about 83,000 vessels in 2011. The fishing fleet capacity has declined at an average rate of just below 2 per cent annually for the previous 19 years. In EU countries alone, the fisheries and aquaculture sectors generate an annual harvest of about 6.5 million tonnes of seafood, resulting in an overall value output of 33 billion Euros and supporting approximately 400,000 jobs (data from 2007).

3.2.2.4Aquaculture – Fish and shellfish Given the fact that the exploitation of fisheries stocks must be brought to sustainable levels, together with the target of reducing Europe’s dependency on seafood imports, the cultivation of fish and shellfish by aquaculture is an attractive alternative. The future of this sector is dependent on its ability to make the sector sustainable through pursuing approaches such as organic aquaculture. In 2010, total aquaculture production in the EU was just less than 1.3 million tonnes, worth some 3.2 billion Euros. The total number employed in the sector is estimated at about 80,000. Of these, the strongest concentrations of employment can be found in France, Spain, Greece, Italy and Germany, where about 75 per cent of all jobs can be found.

3.2.2.5Aquaculture – Algae Algae production is a relatively new sector though it has shown recent growth. Commercial exploitation outlets need to be identified. Some uses such as utilisation as biofuel is being investigated and other uses in the health and food processing industries have been suggested. Algae production and aquaculture is still in a very much developmental stage. In terms of microalgae production the estimated market value was about 600 million Euros in 2010. There are more than 400 actors involved in the microalgae business or in microalgae research and development, of which approximately 75.2 per cent are public or private companies and 18.6 per cent are research institutions.

3.2.2.6Blue Biotech Similarly to algae production, blue biotech is still in its pre-development stage, focusing on research and development activities. Products may have applications in medical uses, bio-plastics, enzymes and biocides. One of the main advantages of these products is their safer, more natural composition than the existing artificial products. At present blue biotechnology still has limited economic performance. However, according to some estimates, the global market for marine biotechnology products and processes is 1.8 billion Euros (1/3 in the USA and 2/3 elsewhere) with an upward trend.

3.2.2.7Aggregates & Dredging Certain countries such as the United Kingdom have seen increased use of marine aggregate extraction over the previous decades due to the lack on land for materials extraction and the thriving construction industry. Benefits of the use of the marine aggregate resource include reduced Copyright © REMCAP Consortium

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environmental costs compared to land-based sources mainly in reduced carbon emissions (up to 50 per cent less) arising from both extraction and transport activities, and reduced road transport requirements. The market for marine aggregates on a European level is difficult to judge due to the differing levels of utilisation from country to country. Taking the United Kingdom as an example however, where marine aggregates are an important source of high quality sand and gravel, accounting for about 20 per cent of total sand and gravel supply in England and Wales, total annual sales of marine aggregates for all markets have been in the range 17 to 27 million tonnes over the last 25 years.

3.2.2.8Seabed Mining Europe has traditionally relied heavily on importing raw mineral resources. Seabed and deep-sea mining, while still at an early developmental stage, are strategically important to sustain and support the increasing demands of green and emerging technologies, many of which rely on strategic metals and rare earth elements. Seabed mining is, however, still in an infant state. The technology has only recently matured sufficiently and the prices of rare minerals risen due to increased demand, to make this activity economically viable. Although growth is predicted, to date no excavation of solid minerals has taken place beyond 200 metres below sea-surface. The minerals which exist on the seabed however have huge value due to their uses within electronic devices and green technology.

3.3 Projected market development Based on the identified policy and market trends, the REMCAP focus markets’ projected development is outlined below.

3.3.1.1Offshore Wind Growth in the offshore wind sector is predicted to continue due to restrictions on onshore wind and the need for governments to meet renewable energy targets. According to the European Wind Energy Association, 150 GW of installed capacity in 2030 would produce 562 TWh of electricity, equal to 13.9 per cent of EU electricity consumption, whilst roughly half of Europe’s wind electricity would be produced offshore in 2030. A key development that will need to take place for further growth, especially in areas with deeper sea levels, is the development of floating platforms for wind turbines. With the move towards installations further and further offshore, and in deeper waters, there has been a corresponding increase in the size of the wind turbines themselves. This brings engineering and maintenance challenges associated with large components.

3.3.1.2Ocean Energy In Europe, the Atlantic coasts are considered to offer the best opportunities for wave and tidal facilities and favourable market conditions. The UK is presently the leading member state, offering test facilities and favourable market conditions. Other test and demonstration sites are located or planned in Sweden, Denmark, Ireland, France, Spain and Portugal. The total installed and gridCopyright © REMCAP Consortium

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connected capacity for tidal current and wave energy in the UK is expected to increase from 2.9 MW by the end of 2010 to 11 MW by the start of 2013. The EU member states’ total planned capacity for 2020 amounts to some 2 GW, of which 1.3 GW is planned in the UK. A sound legal framework, transparent and simplified permitting procedures and development of educational curricula and skills will need to be in place for the future situation and planning for the next decade.

3.3.1.3Fishing The EU seafood market is currently supplied by 25% from EU fisheries, 65% from imports and 10% from EU aquaculture, with a total seafood consumption of 13.2 million tonnes. Due to the Common Fisheries Policy, total catch is unlikely to rise in the near future. Further consolidation in the Member States’ fishing fleets is predicted. It is a key policy of the European Union to reduce dependence on imports and this will entail a greater emphasis on fish and shellfish aquaculture.

3.3.1.4Aquaculture – Fish and Shellfish The European Marine Board states that aquaculture presents significant potential expansion in Europe and is the fastest growing food production sector worldwide. EU aquaculture output in 2010 was valued at €3.1 billion, corresponding to 1.26 billion tonnes of production. The European Commission, in its communication document Strategic Guidelines for the Sustainable Development of EU Aquaculture 11, estimates that each percentage point increase of current EU consumption produced internally through aquaculture could help to create 3,000-4,000 new full-time jobs in the sector. Aquaculture is one of the pillars of the EU Blue Growth Strategy.

3.3.1.5Aquaculture – Algae As stated previously, algae production is still at a pre-developmental stage. Macro algae in the form of seaweed are mainly farmed at sea in Europe. In terms of microalgae production the estimated market value was about 600 million Euros in 2010. Given the fact that there is a large investment in this sector by both industry and research institutions this sector is predicted to grow substantially in the near future.

3.3.1.6Blue Biotech As with algae aquaculture, blue biotech is at a very early stage. Also, as with algae, the large investment from large cosmetic, pharmaceutical and chemical firms is predicted to lead to technological breakthroughs. It is too early to estimate the numbers and types of employment or market size at this stage.

3.3.1.7Aggregates and Dredging Several countries have conducted studies into increasing the size of this market. Due to the turndown in construction activity and the depressed economic situation there is unlikely to be growth in this market in most countries. Countries such as the United Kingdom, which have an 11

Available at http://ec.europa.eu/fisheries/cfp/aquaculture/official_documents/com_2013_229_en.pdf

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established marine aggregates sector, have predicted continued demand for construction materials due to rising populations. The UK government has set a target of 240,000 new homes by 2016. It is also committed to the use of marine aggregates as a resource and recognises in the important contribution that they make to aggregates supply, particularly at regional level. The marine aggregate industry has the potential to increase its contribution and whilst land-based reserves, particularly of sand and gravel, are declining those offshore are increasing as new licences are issued.

3.3.1.8Seabed Mining Exploitation of marine mineral resources is identified as a priority area in the EU Blue Growth Strategy due to Europe’s reliance on the importation of such raw materials. The continued development in remote operated underwater vehicles, and manned and autonomous submersibles, have greatly advanced the potential to discover new reserves of these high-value materials. Countries such as Russia, China and Japan have started state-supported explorations. By 2020, according to the EU’s Blue Growth Strategy, an expected 5 per cent of the world's precious minerals including cobalt, copper, zinc as well as rare earth elements can come from the ocean floors (up to 10 per cent in 2030). Overall global annual turnover value of marine mineral mining can be expected to grow from virtually nothing up to 5 billion Euros in the next 10 years, and 10 billion Euros in the period up to 2030. Marine mineral mining can develop through strong synergy with oil & gas exploration and offshore industry, also through strengthening demand for dedicated ships. Marine mineral mining also provides synergies with blue biotechnology, notably by offering the infrastructure and support for exploration into new and rare species.

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4 Description, characterisation and SWOT analysis of the REMCAP clusters This chapter first presents a brief overview of the REMCAP clusters and participating partner organisations. It then thoroughly describes, characterises and analyses each cluster, one by one. The chapter is based on a self-assessment process, based on workshops and interviews with key people from the REMCAP partner organisations and other important actors. Its results have been interpreted and analysed by the WP1 Lead, though the WP1 Team had had the opportunity to review and supplement the contents throughout the chapter.

4.1 Overview of the REMCAP clusters The REMCAP clusters are located in England, France, Ireland, Lithuania, Portugal and Sweden. They are all research-driven maritime clusters, with actors involved in different parts of the sector. Furthermore, the clusters exhibit strong regional tendencies and are mainly recognised as regional initiatives. The exception is Portugal, whose participating cluster has an entirely national scope. Figure 2 provides a geographical overview of the REMCAP clusters, and Table 3 presents the project’s participating partner organisations.

Figure 2. Overview of the REMCAP clusters.

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Table 3. Participating clusters and partner organisations in REMCAP.

Cluster

Partner organisations

England – Solent Maritime

Marine South East University of Southampton Portsmouth City Council

France – Pole Mer Mediterranee

Toulon Var Technologies

Ireland - IMERC

Cork Institute of Technology Cork Chamber of Commerce South West Regional Authority

Lithuania – Klaipeda Maritime Cluster

Baltic Valley Association Klaipeda University Klaipeda Science and Technology Park

Portugal – OCEANO XXI

OCEANO XXI

Sweden – Western Sweden Maritime Cluster

Chalmers University of Technology Region Västra Götaland Swedish Maritime Technology Forum

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4.2 England - Solent Maritime This section describes and analyses the English Solent Maritime Cluster. It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.2.1 Description The Solent Maritime Cluster area is based around the coastal zone of the English Channel, Solent Estuary and Southampton Water and the Solent Harbours to the east and the area extends north to the M3 and west to Poole Harbour and Portland dockyards. This covers the area of the coastal counties of Dorset, Hampshire and West Sussex, and includes the Isle of Wight. These counties border onto the Solent Estuarine system, one of the business waterways in the UK. The marine sector contributes more than 25 per cent of Solent Region's gross value add of approximately £1.9 billion and employs approximately 48,000 people; the wider South East represents 40% of this UK industrial sector, employing over 105,000 people 12.

4.2.1.1History and background The area has a long and strong maritime heritage from the ship building and major UK port since the 1400’s and the focus for the marine defence industry since the 1500’s; home to much of the Royal Navy in Portsmouth, the leading European centre for cruise trade and encompassing two major port complexes at Portsmouth and Southampton. Although the industry focus has changed, the area retains a strong marine defence industry and wider sectors in marine technology, advanced manufacturing, energy, aggregates and dredging; fisheries and aquaculture sectors are small, focused largely on shellfish. The region has extensive public and private research organisations and testing facilities across a number of technology domains. It is also a centre for much UK maritime training and other support organisations. Evolution of the cluster has been affected by the changes in industry and decline in shipbuilding sector, but with a growth in the marine engineering, marine electronics and a vibrant marine leisure sector. The cluster has no formally appointed organisation as the cluster lead, although Marine South East (an SME) has an established central role in fostering cluster coordination and activities over many years. Loss of the regional government organisations within the UK has changed the focal point for industry sector coordination and investment, although the newly established Local Enterprise Partnerships are now providing partnership-based approaches with the potential to redevelop this focus.

4.2.1.2Scope and activities The Solent Maritime cluster is an aggregation, but since the supply chains for the REMCAP focus markets extend widely, the geographic limits are not clearly defined. It is set to be a zone some 50 12

The number excludes the marine/maritime research and teaching community within the cluster.

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kilometres from Southampton, north to the motorway M3. Marine activity is Solent region-wide and not merely focused at waterside locations, but includes two major commercial container and Ro-Ro ports at Portsmouth and ABP Southampton; includes the main UK (surface fleet) Naval base at Portsmouth and the cruise industry terminals at ABP Southampton and Portsmouth International Port. There are also a number of smaller ports and extensive largely recreational harbours. Also present are a number of maritime services, high technology marine electronics, infrastructure and engineering and manufacturing. The area is home to a number of the UK dredging companies, with significant offshore licences within the outer Solent. With the REMCAP focus markets as a basis, the cluster’s distribution of activity is indicated in the table below. Table 4. The Solent Maritime Cluster’s distribution of activity for the REMCAP focus markets.

LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Seabed Mining Total

20 % 20 % 20 % 10 % 0% 5% 20 % 5% 100 %

4.2.1.3Main actors The Solent Maritime Cluster is dominated by small firms. 95 per cent of the marine and maritime companies in the region are SMEs, and 50 per cent have five or less employees. SMEs tend to be in the supply, technology innovation and consultancy sectors, but often serving global markets. There is a strong activity outside the scope of REMCAP; in naval industry and shipbuilding, particularly in the leisure and super yacht segments, and related supply chain sectors such as composites industries and the workboat sector, with changing needs for renewables and marine protection support vessels. However, the smaller number of large international firms dominates the visibility of the sector within the REMCAP focus markets, mainly in marine and naval design, engineering and manufacturing but also in dredging and aggregates. There is a crossover in these larger companies, broadening their base to also work in renewables, ocean energy and seabed mining, but there is little industrial representation in the aquaculture and blue biotech sectors. Offshore wind resource around the South Coast of Britain is more limited than many other areas of the UK, so development in Round III licensing in Solent Maritime waters has therefore lagged. However, Navitus Bay was granted a licence off the west of the Isle of Wight. This joint venture between Eneco Wind UK Ltd and EDF Energy will have a 175 kilometres estimated 1,100MW installed capacity by around 2020. A smaller Rampion field development is also underway on the Eastern edge of the cluster, led by E-on. Copyright © REMCAP Consortium

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Tidal ocean energy development in the region is focused on a pre-commercial test site in the tidal race between the Hurst Castle and the Isle of Wight. Solent Ocean Energy Centre, being developed by the Isle of Wight County Council, aims to provide a testing and infrastructure support centre for tidal technology arrays. There is strong activity in the marine renewable energy sector. An example is the wave harnessing device Anaconda. It is based on a triple-helix collaboration regarding research and testing, between the large company Atkins/Checkmate, QinetiQ and the University of Southampton. The fishing sector within the region has been in decline with 140 commercial fishing vessels registered to berths in the Solent. Today, most fishing is sea angling. Seasonal shellfishery activity has also declined during the last decade due to loss of the native oyster recruitment, although research collaborations with University of Southampton Ocean and Earth Sciences are seeking to understand the nature of decline. The region is an active focus for the dredging and marine aggregates industry, both for dredging from licenced areas off the south east coast of the Isle of Wight and landing at wharves in the area. The industry is represented by the South Coast Dredging Association, with 7 members producing 25-30 per cent of the total UK annual marine aggregate resource. Dredging also includes capital and maintenance dredging and with some significant new schemes, such as the Southampton Approach Channel Dredge to be undertaken by Boskalis Westminster. Seabed mining is not an operational activity within the region, although seabed exploration has been a focus of significant research collaboration between Southampton University and the Lloyd’s Register Educational Trust, which has been promoting research exchange. Lockheed Martin UK, with a number of bases in the region, and its subsidiary UK Seabed Resources have a licence to explore for polymetallic nodules (copper, cobalt, nickel, manganese and rare earth) from the Pacific Ocean bed. Biotechnology and aquaculture sectors are not well represented in the cluster activities, although academic interest exists. However, University of Surrey is a leading bioscience facility, collaborating with some 150 companies in the wider region. It is treated as a cluster in its own right, with collaborative links via Marine South East. Other strongly represented sectors within the Solent Maritime Cluster that fall outside the REMCAP focus markets include marine advanced manufacturing, defence industries with actors such as Lockheed and BAE Systems, ROVs with actors such as Saab Seaeye, as well as leisure and recreational crafts with about 24,000 mooring and berths. Marine commercial research and consultancy is also well represented in the region with large companies headquartered in the region, for example QinetiQ, Fugro EMU and ABPmer, PMSS/TuvSud, as well as a larger number of SMEs serving the sector, for example Oceanwise and Marine Space. In addition, the region supports some of the leading marine survey and marine environmental consultancy companies with significant activity in resource analysis, environmental consenting and due diligence. In addition, training is provided by commercial actors in the maritime industry sector, for example the Lloyd’s Maritime Academy and the Oil Spill Response Ltd. The marine research base is largely within the universities in Southampton, Solent, Portsmouth and Bournemouth, which, if the cluster is extended to the east, also include the Universities of Surrey and Sussex with active marine and related sectors.

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The University of Southampton Ocean and Earth Science is a waterfront campus with one of the world’s largest groups of scientists and engineers devoted to research in areas such as geochemistry, geology and geophysics, biogeochemistry, ecosystems and physical oceanography, palaeoceanography and coastal and shelf science, teaching and technology development. Southampton University also has marine specialisations in related disciplines, especially naval architecture, engineering, design and maritime law, transport, logistics and their supply chains. It is currently establishing a new campus area dedicated to the marine and maritime industry sector within the Southampton Marine and Maritime Institute, joint investment from Lloyd’s Register (global assurance company) in a global technology centre as a ‘world-leading centre for innovation, business and education in maritime engineering sciences and other relevant maritime disciplines at the heart of the Solent Maritime Cluster’. There are long-term industrial relationships with key industrial partners and innovative SMEs in many of these institutions, for example Lloyds Register, RNLI, BAE Systems, CJR Propulsion Ltd, Victor Marine and Kittiwake Developments Ltd. Portsmouth University has specialisms in marine and coastal resource management and marine engineering. It also hosts the Centre for the Economics and Management of Aquatic Resources, emphasising ecosystems services and fisheries management. The major UK marine research facility, the National Oceanographic Centre, is co-located with the University of Southampton Ocean and Earth Sciences at the Waterfront Campus, but owned by the Natural Environmental Research Council. It supports the national marine science strategic capability in ocean research and technology, and as of 2010 integrates the Liverpool Proudman Oceanographic Labs, providing ocean, marine and costal capabilities. It provides long-term marine science capability including: major facilities (including the national Marine Facilities Sea Systems), sustained ocean observing, mapping and survey, data management, and scientific advice. In addition, it works with a wider marine science community through the National Oceanographic Centre Association. Most of these research institutions have major investments in research facilities, including testing facilities, towing tanks, wind tunnels and computational and modelling facilities. The institutions also support survey vessels for hydrography oceanographic activity primarily for coastal and shelf research as well as the major ocean research vessels. Enterprise units within Southampton University were established to enable industry to benefit from the facilities, academic excellence and research activities, such as the Wolfson Unit for Marine Technology, which is closely involved with marine energy, vessel design, naval architecture and performance testing. The research bodies also conduct undergraduate and postgraduate teaching in many marine operations, engineering, business and environmental sectors, although University of Surrey’s specialisations are in related sectors of satellite and sensing. Solent University Marine Campus at the Warsash Maritime Academy is a maritime industry focused centre covering vocational training facilities for the merchant vessel, cruise, offshore oil and gas, and renewables industries. Similarly, at further education levels Southampton City College hosts a Marine Skills Centre with proposed new vocational training at Daedalus. The region’s public bodies include the City Councils of Portsmouth and Southampton and the County Authorities of Dorset, Hampshire, West Sussex and Surrey as well as the existing network of district authorities. There is also a partnership within the eastern Solent Partnership for Urban South Copyright © REMCAP Consortium

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Hampshire, which provides a collaborative authority group delivering sustainable, economic-led growth and regeneration. The public body landscape in the cluster has evolved with the recent loss of regional government in 2011. With the closing of the South East Regional Development Authority, there has been something of a vacuum within the support for regional cluster initiatives within any sector, not just marine. This is leading to more bottom-up initiatives, working through various levels of public body partnerships. New appointments include an economic development officer within the marine sector within Hampshire County Council and a similar business development appointment within the Environment Agency (marine strategic manager). There is little direct national government role other than through allocation of Regional Growth Funds allocated to marine sectors and national policy agenda. The regional growth agenda is now driven by the Local Enterprise Partnerships (LEPs). Three of these cover the area of the Solent Maritime Cluster; the Enterprise M3 Local Enterprise Partnership, the Coast to Capital Local Enterprise Partnership and the Solent Local Enterprise Partnership. Portsmouth is the premier naval base, and the marine defence sector supports a subcluster in Portsmouth, although with recent transfers from public to private sector. Other major marine related public bodies headquartered in the area include the Maritime and Coastguard Agency. The area has the Inshore Fisheries and Conservation Authority, including the Southern and Sussex as well as the Southern Inshore Fisheries and Conservation Authority. The Hampshire Chamber of Commerce and other chambers and economic development offices in the councils also support local business and strategic development activity, although the former Government sponsored Business Link service has lost its face-to-face role. The commercial licencing of activity within the marine zone, especially aggregates and renewables, is held by The Crown Estate, within territorial waters.

4.2.1.4Facilitation and governance The Solent Maritime Cluster does not have an ‘official’ status as a cluster organisation with defined role, objectives, meetings or budgets; although it is increasingly recognised as a market-led mechanism for promoting collaboration across the triple helix of public bodies, research institutions and industry. This is perhaps a response to the loss of what was an emerging direction, following the closure of the regional development authorities. They had a more direct funding relationship supporting regional growth and part-supporting Marine South East as a facilitator organisation. There is currently no formal governance structure to the Solent Maritime Cluster, nor does it have a formal role within the region's strategic plan. Marine South East is a private, non-profit organisation; formerly partly funded by the South East England Development Agency, meaning it had a regional government objective to foster marine sector integration in the south east of England. The organisation has built a strong reputation and fulfils a facilitation role, though now largely funded from project level activity in the marine market sectors and supports and leads projects that look at innovation, growth and collaboration in marine and related sectors. It maintains a collaboration website 13 and hosts marine networks, such as MEREX for the marine energy sector. Marine South East has become the de facto lead organiser of the Solent Maritime Cluster and although not focused only on the southeast region, it plays a central role in promoting the sector in European networks and cluster alliances.

13

http://www.marinesoutheast.co.uk/ongoing_projects/?link=collection.php&id=144, 2013-09-12

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‘Solent Maritime Board’, an initiative of Business Solent and Marine South East, is a business-led advisory body to both organisations. It has recently been formed as merger of the Solent Maritime Action Group (under Business Solent) with the South Coast Maritime Board, hosted by Marine South East. The main activities of the Solent Maritime Cluster develop largely through the auspices of Marine South East and project partners, focused on the promotion of marine sector collaborations across industry, research and public bodies. Often this has involved industry sector assessments and cluster evaluations, validations and supply chain assessments. The Southampton Marine and Maritime Institute has recognised the concept of the cluster and provides an increasing networking role between industry and research organisations in the region. University level Research and Innovation Support provides staff resources for engaging with marine businesses and more strategic funding alliances with industry. Cross-university collaboration in Sothern England institutions also aims to support research and business collaboration through the SETsquared Partnership, and have supported cluster networking events such as Fast Forward. Large companies and private sector organisations form part of the maritime networks, but have generally not had a conspicuous role in promoting the clustering activities. Investment opportunities are largely now through the regional growth funds distributed by the two Local Enterprise Partnerships within the region. Core projects within the region include: • •

• •

Solent Enterprise Zone – redevelopment around marine industries on former defence site developing advanced manufacturing. Solent Local Enterprise Partnerships led. Southampton Marine and Maritime Institute – University of Southampton and Lloyd’s Register collaborative initiative to support research and industry, including major new research facilities, tanks etc. Solent Ocean Energy Centre – Isle of Wight initiative to develop ocean energy test array within the Solent. Fareham College - Centre of Excellence for Engineering, Manufacturing and Advanced Skills Technology (CEMAST) on the Daedalus site in Gosport – within the Solent Enterprise Zone.

Within the Solent Maritime Cluster a sub-regional local cluster organisation operates, the Cowes Marine Cluster. This small cluster operates within the Medina Estuary, which has had a long history of marine fabrication, boat building and leisure craft build and maintenance. This is a local concentration of marine sectors manufacture, composite materials and marine applications, especially for the renewables market; it has a directory of members and member services. Overall the picture of the Solent Maritime Cluster is one of a distributed and emerging (or reemerging) virtual facilitation for marine strategic planning, growth and investment. Currently, there is no one organisation with a formal lead role in supporting cluster organisations economic development. There is great potential for duplication of effort in attempting to promote and support marine sector growth, but the representation of Marine South East across the clustering and network initiatives provides focus and helps to avoid this potential replication.

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4.2.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasised that it is not evidence based. A summary of the cluster characterisation is provided in Table 5. Table 5. Summary of characterisation of Solent Maritime Cluster.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Medium Medium Strong Weak Medium Strong Medium Strong Weak Medium

4.2.2.1Strategic interaction The Solent Maritime Cluster has medium performance related to strategic interaction. There is no formal cluster initiative with strategic plan, formal structure or status and therefore has no member accepted strategic activities for innovation and growth. However, the virtual nature of the current cluster organisation creates strong representation of the wider regional marine and maritime sector through other activities, initiatives and strategies of the constituent bodies. So in this sense there is no collaborative development of a marine cluster strategy tied directly to the cluster; the process is more organically stepwise with members of the triple helix contributing to collaborative activities and within their own spheres of influence to national and public body strategic planning. This now requires more joined-up approach to strategic priorities through engagement with the various stakeholders and the ability to capitalise on opportunities and access to funds to facilitate collaborations. As a cluster the remit for influencing national policy and European policy and strategy in marine economic development is driven by Marine South East and to some extent by other networks in other sectors, for example Solent Forum. Marine South East and the councils also have a strong relationship to European strategic interaction through engagement with members of the European Parliament. The Solent Maritime Board and the increasing role of the Local Enterprise Partnerships as funders of strategic development are encouraged to focus on marine and related industry through the auspices of Marine South East and its partnerships. The Solent Maritime Board is due to create a strategic plan and is well-placed to make an important contribution to regional marine investment strategy. The Solent Local Enterprise Partnership’s ‘A Strategy for Growth’ 14 from 2012 emphasises the 14

Available at http://www.solentlep.org.uk/downloads

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development of strategic sectors and clusters – including marine and advanced manufacturing and has developed the Enterprise Zone for redevelopment of the Daedalus site as a centre of excellence through Regional Growth Fund investments. The advanced manufacturing is tied largely to the marine, marine defence (warships) and aviation sectors within the Solent region.

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Key national and regional strategies focused on the marine sector related to the REMCAP focus markets include: • •

• • • •

• • •

UK Government Marine Science Strategies 15. Offshore Wind Industrial Strategy 16, including formation of an Offshore Wind Investment Organisation (OWIO): an industry and Government partnership to boost investment and jobs in the UK offshore wind supply chain. Solent Local Enterprise Partnership has developed a growth strategy for the sector (advanced manufacturing and marine), (Solent LEP: A strategy for Growth 2012 17). Solent Energy Strategy 18 – promoting a low carbon economy with economic growth around reducing carbon footprint. Eco Island – part of a strategy for promoting sustainable energy across the Isle of Wight – includes links to the offshore wind development. Solent Maritime Board – Business Solent and Marine South East initiative including the implementation of a three year strategic plan, with progress reviewed annually. Activities and projects to implement the strategic plan will be facilitated by Business Solent and Marine South East. Crown Estate licencing rounds – new round for offshore wind demonstration projects – operational testing of cost reduction technologies. UK Marine Export Strategy 19: a shared industry/Government strategy for growing marine exports. Marine Management Organisation created by Government to streamline marine spatial planning.

4.2.2.2Policy influence The Solent Maritime Cluster has medium performance related to policy influence. On the national level the policy impact of the Solent maritime research and business activity is high. In particular, within the research sector the National Oceanographic Centre is the national marine science facility and feeds strongly into marine science and oceanographic policy, but less so into policy related to the UK marine zone and coastal zone – with which it is less concerned than ocean science. The development of the Southampton Marine and Maritime Institute strengthens the collaborative voice between research and business with the influential Lloyd’s Register co-location. The international reputation in other areas such as ship design, naval architecture and maritime law place these organisations within a strong policy-influencing position, at national and international levels. The cluster is well represented at the EU level through the Marine South East led cluster programmes and although it has no EU office it has strong links into DG Mare. The loss of regional government associations within the UK has led to a reduced influence, which is being rebuilt through local partnerships. Lobbying influence is often within the hands of the industry associations including the Inshore Fisheries and Conservation Associations, British Marine Federation, Society of Maritime Industries, RenewableUK, etc. These organisations typically seek to represent their industry sectors 15

Available at http://www.defra.gov.uk/mscc/files/uk-marine-science-strategy-.pdf Available at https://www.gov.uk/government/publications/offshore-wind-industrial-strategy-business-and-government-action 17 Available at http://www.solentlep.org.uk/downloads 18 http://www.futuresolent.org.uk/projects/solent-energy-strategy/ 19 Available at www.ukti.gov.uk/download/file/431140.html 16

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and members, provide guidance and policy advice into national strategy and policy development, for example in marine spatial planning or marine legislation, and in some instances with a European and international focus. Other national associations of trade bodies help support this policy influence through partnerships such the Marine Industries Leadership Council branded as the UK Marine Industries Alliance and Maritime UK, which act as forums for industry and Government.

4.2.2.3Networks, linkages and interaction The Solent Maritime Cluster has strong performance related to networks, linkages and interaction. Although the lack of a funded cluster-specific lead organisation limits the formal representation, the de facto role of Marine South East has helped support networking particularly with marine sector SMEs. Through project level activity a number of networks have been developed, such as MEREX – related to the offshore renewables industry supply chain, in this case facilitated by Marine South East with regional and EU funding. The Solent Maritime Board essentially represents a network of manufacturing, port and logistics members. Networking actions are also sponsored through conferences. The cluster web and communications presence is largely through the Maritime South East maintained pages, with networking capacity through the online business directory and procurement portal with 2500 registered South East marine related and business service networks across the wider region. There is no explicit communications channel or members directory for the Solent Maritime Cluster. There is strong engagement between triple helix cluster member organisations within EU R+D projects related to the marine and coastal sector, trans-disciplinary activities and innovation, developing associations with European partner organisations. Many of the larger firms are linked to the Southampton Marine and Maritime Institute and represented at the Universities networking groups, for example Club 84. Other networks are developed within the industry sectors themselves, though the industry associations mentioned above. These membership organisations typically have amongst their objectives to act as knowledge exchange hubs within the sector and between academic, applied research and technology, industry and government sectors. Solent Forum was established in 1992 to deliver Integrated Coastal Zone management in the Solent region – operating at the strategic management level providing a network for closer working relationships and information on coastal issues – especially environmental. It is currently leading consultations on marine spatial planning, which may directly or indirectly affect some of the REMCAP focus markets’ activities, for example marine byelaws.

4.2.2.4Public investment The Solent Maritime Cluster has weak but improving performance related to public investments. The main public investments are in Local Enterprise Partnerships regional growth funds and local initiatives such as the Solent Enterprise Zone. Further development focused on low carbon economy aims to provide funds through Future Solent to support SMEs with grants, loans and access to the area’s universities’ R&D assets to boost their capacity in market development. A component of the development is the establishment of the Copyright © REMCAP Consortium

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Hampshire’s Community Bank which will provide leveraged finance to the sector beyond the end of the Regional Growth Fund period. These funds are also supporting competitive bids for Solent Futures SME Programme Fund (£4.7M investment collaboration with BAE Systems and the Solent Local Enterprise Partnership and Portsmouth City Council) to support the supply chain to the naval base. Regional growth funds are supporting a range of marine related programmes to safeguard or develop jobs. Including £0.75M supporting enterprise skills development £2m from the Regional Growth Fund to roll out the second phase of the successful ’Bridging the Gap Funding’ programme for Southampton and the Isle of Wight, Solent Futures £13m Regional Growth Fund investment to ensure a sustainable future for the Advanced Manufacturing skills in the Solent workforce within the Solent Enterprise Zone. Some of these funds explicitly exclude marine activity in the fishery and aquaculture sectors. EU funding is also being secured to promote growth and maritime skills, such as the Southampton led Building European Environmental and Maritime Skills in the offshore renewables sector through cross-border co-operation and joint working. Recent public investment in research infrastructure includes the Royal Research Ship ‘Discovery’ and a £75 million investment in ocean science by the Business Innovation and Skills’s investment to the National Oceanographic Centre and the National Environment Research Council. In addition, the National Environment Research Council is supporting autonomous underwater vehicles with a £10 million investment to the National Oceanographic Centre’s Marine Autonomous and Robotic Systems programme, which is relevant for new marine activities such as deep sea applications, carbon storage and environmental monitoring. If research institutions are also treated as public bodies, the National Environment Research Council national capability prioritisation 20 has stated that national capability funding is to be reduced, with a £2.3 million reduction from marine sciences, although much funding is cross-sector – e.g. environment, observing systems data and information. The results have been scaling back or loss of some observing programmes, reductions or sharing of facilities, reduced marine modelling efforts as well as reductions regarding data and information. Recent consultations on the future of the key National Environment Research Council capability centres, including the National Oceanographic Centre, aim to change the funding and governance of the centres, in order to reduce or remove core funding. This will impact its research centres in ways that are unclear but will almost certainly affect national strategic capacity. This may shift some of these public bodies to the commercial sector or shared operations, something that has happened in the past at QinetiQ, a major commercial research and testing operator, which resulted from partial privatization of the Defence Evaluation Research Agency.

4.2.2.5Private investment The Solent Maritime Cluster has medium performance related to private investments. There are many examples of public-private links and funding. Most notably the recent co-location of the Lloyd’s Register to the University of Southampton’s Marine and Maritime Institute in a £116M investment due for completion in 2014. This is reported by the university as the largest business focused investment in the UK. Private investment between industry and research is also evident in advanced 20

National Environment Research Council, Science prioritisation outcomes, 2011. Available at http://www.nerc.ac.uk/research/capability/documents/nc-prioritisation.pdf

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manufacturing, marine engineering – supporting both research innovation and skills development, for example with BAE and the Rolls Royce investment in Marine Masters courses – with privatelyfunded bursaries. Joint proposals for EU research and development funding have a long history, with collaborations between large firms and SMEs, where Marine South East has been a key facilitator and participant over many years. The triple-helix investment opportunities are being developed in association with the Solent Maritime Board and the Local Enterprise Partnership marine initiatives. The last-mentioned enterprise zone is focused on public body / industry investment and the Enterprise Zone is a key current focus for marine private / public investment

4.2.2.6Technology and knowledge base The Solent Maritime Cluster has a strong performance related to the technology and knowledge base, and is the leading UK centre for marine and maritime technology and with extensive related testing capability. Research capabilities are being strengthened especially within the Southampton Marine and Maritime Institute, which is a university Strategic Research Group, with a specific emphasis on trans-disciplinary activity. Since the development of the Southampton Marine and Maritime Institute Lloyd’s Register Foundation (Lloyd’s Register Educational Trust) has further supported the development of REMCAP focus market related education and research activities (seabed exploitation collegium). Other strategic marine R+D alliances with universities already exist (e.g. RNLI, BAE systems, Rolls Royce). The National Oceanographic Centre, the UK national marine science capability, is currently under transitional change – with an uncertain future, but much of its impact is global environmental research. However, it supports the National Marine Facilities Systems that supports the research vessels, Marine Equipment Pool and support team. The research sectors most strongly reflected in the area relevant to the REMCAP focus markets include marine ecosystems and biodiversity (supporting the consenting processes particularly of offshore renewables), research on marine renewables (wave and tidal) – especially ocean energy devices (e.g. Anaconda), and in UAVs and robotics, marine sensing and observation and in vessel design, performance, safety and energy efficiency. The High Voltage Laboratory at the University of Southampton and underwater noise and vibration in Institute of Sound & Vibration Research and world-leading expertise in sensing, fluid dynamics, tribology and nanotechnologies further illustrate the cross-disciplinary nature of the marine-relevant technology, knowledge R+D and educational base. There is comparatively little direct focus on fisheries and aquaculture, concentrated more on natural ecosystem – although there is a strong experience of environmental assessment for the sectors (e.g. MAREA – regional environmental assessments for the aggregate industry, socio-economic and heritage assessment). The technology and knowledge base is not limited to the region's Universities and there are strong R+D capabilities in large companies, Ministry of Defence and SME organisations (e.g. BAE systems, Lockheed Martin, QinetiQ, ABPmer), particularly in the vessel design, environmental and physical oceanography, foundation solutions etc.

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4.2.2.7Human capital The Solent Maritime Cluster has medium disciplinary and cross-disciplinary resources, and resource professional development capabilities. This includes college, vocational training and undergraduate, MSc/MEng and PhD training as well as professional services, both within university and consultancies, supporting the next generation of operation and marine researchers The cluster sectors support strong engineering, design and scientific environmental and IT research skills, with a strong focus on applied research. Within the universities, and particularly Southampton and Solent enterprise units provide a focal point for direct engagement with industry (materials and prototype testing, computational modelling and physical testing). Solent University and Warsash Maritime Academy offer professional, vocational training. There is also strong capacity within the region for marine survey, environmental assessment and related due diligence, health and safety of marine operations. Vocational training for the marine sector is also well-covered by Warsash Marine Academy, Lloyd’s Maritime Academy. Fareham College is planning a new Centre of Excellence for Engineering, Manufacturing and Advanced Skills Technology on the Daedalus, Solent Enterprise Zone site.

4.2.2.8Physical infrastructure The Solent Maritime Cluster has strong performance in physical infrastructure, with many specialised facilities and infrastructures for the marine and related cross-cutting areas. The waterfront locations up the extensive Solent estuaries include the deep-water ports of Southampton and the extensive waters of the eastern harbours provide many additional water frontages. New Enterprise Zone locations offer many opportunities for the expansion of the marine related manufacturing. The co-location of the National Oceanographic Centre national marine science capability and the University of Southampton Ocean and Earth Science and the new Southampton Marine and Maritime Institute provide an unrivalled concentration of marine, maritime and associated disciplinary focus. The marine industrial spin-offs from the universities have been relatively few, (e.g. OHM deep ocean exploration systems as an exception) although the university houses a number of industry or publicbody led activities (such as the Channel Coast Observatory – providing extensive environmental monitoring data relevant to many marine sectors). The REMCAP facilities database (WP3) records the many marine and related laboratory and testing facilities relevant to the REMCAP focus markets. Within the four main universities within the region facilities include towing tanks, underwater acoustics tanks, robotics and UAV systems and marine sensing, core analysis and sediment laboratories, biological sampling, engineering test facilities, and the High Voltage Labs. These facilities are available for external use and emphasise innovation and development e.g. TOBI and AutoSub underwater towed and UAV robotics development for marine monitoring. Commercial marine survey, test and modelling facilities include those of the Oil Spill Response Limited and Fugro EMU ltd. The physical infrastructure is due to be enhanced by the development of Solent Ocean Energy Centre on Isle of Wight, due for operation in 2017, and the proposed towing tanks developed at the new Southampton Marine and Maritime Institute campus at Boldrewood. Copyright © REMCAP Consortium

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The facilities are managed by their respective organisations, although in the UK the review of major research facilities has provided a national facilities database and strategic review of Natural Environment Research Council facilities within National Oceanographic Centre. Making these facilities more readily available to industry and engaging in more, collaborative R+D programmes would benefit sector.

4.2.2.9Presence and engagement of large firms The Solent Maritime Cluster has weak performance in involvement of large firms. There are several large private companies active in the maritime sector, particularly in the marine naval and defence sector (BAE, QinetiQ, Lockheed Martin, Babcock) and in the cruise trade (Carnival) and in particular the ports and UK Naval base. Portsmouth Port is run as a municipal port by Portsmouth City, but operates much like a commercial organisation. ABP Southampton has its own research facility in ABPmer. These groups are not formally represented in the cluster due to the lack of current cluster focal organisation; although there are links into this through the Solent Maritime Board and other network organisations and industrial associations and federations. Other important large firms include the ferry operators and marine leisure sector fabrication and repair, and marine electronics, such as Raymarine. Although not strictly marine the waterfront location of the major UK oil refineries and power generation on the Southampton Estuary includes companies like Esso and BP at Fawley and Hamble. There are a number or large companies represented by specialist manufacturing arms within the region, such as Saab Seaeye, part of the Saab Group. Recent takeovers have transformed some of the SMEs within the region into large companies – e.g. PMSS, serving global OW/OE sector, has been taken over by the German TUVSUD engineering giant, and EMU Ltd marine survey and consultancy capability has been absorbed into Fugro – global offshore survey and operations group. Both have retained and grown their operations locally headquartered. Large industry collaborations with research often appear to look to global research capacity rather than just regional collaborations, drawing from the best available facilities and skills.

4.2.2.10

Access to markets

The Solent Maritime Cluster has medium performance in access to markets. Southampton regularly hosts the Boat Show in Sept each year and SeaWork – the UKs major international marine workboat and operations trade show. Each of these run over a number of days and Seawork attracts about 500 exhibitors and 7000 visitors. Ocean Business, biannual international ocean technology trade show and conference attracts 300 exhibitors and circa 4000 visitors, and incorporates Ocean Survey and Ocean Careers. The region has supported market reviews and supply chain studies within recent past and Marine South East are leading reviews of supply chain in the marine renewables. The Lloyd’s Register Educational Trust is also exploring new market sectors, particularly in the seabed mining by hosting conferences and research reviews. Investment in ROV, UAV and robotics is creating a new focal area for development in the region further support deep sea exploration. New initiatives, such as the Lloyd’s Register marine centre of excellence aim to support this agenda and provide routes to new innovation driven markets.

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Marine South East hosts networking databases that identify around 1500 marine related companies within the region and provide a procurement portal for accessing particular skill sets.

4.2.3 SWOT analysis Based on the description and characterisation of the Solent Maritime Cluster given in this section, as well as on conclusions from Chapter 3, a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below.

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Table 6. SWOT analysis of the Solent Maritime Cluster.

Strengths • National centre for marine defence activity and related global companies and related supply chain SMEs. • Strong R&D and knowledge capability in internationally leading research institutions, global standing in marine engineering research, testing and design • Facilities and natural resources – technical and access to waterside locations • Internationally recognised marine and maritime tertiary and vocational training centres – operational, engineering and management skills development • Strong SME / innovative base – often with global activity in advanced manufacturing and engineering • Broad industrial and business activity – in engineering, naval, port and leisure sectors. • UK concentration of aggregate industry – provides major focus • Culture of collaboration – driven by collaborative funding requirements and economic pressure to work together. Opportunities • Newly emerging Local Enterprise Partnerships recognise the marine / maritime sector as a growth opportunity – but still ‘bedding-in’. • Major national investment in Southampton Marine and Maritime Institute offers new relationships with industry and R&D crossdisciplinary capacity. • Marine robotics research and technology development of marine robotics. • Large economic benefits in some sectors (e.g. offshore wind, seabed mining). • New waterfront opportunities through Enterprise areas – Solent Enterprise Zone • Increasing policy for low carbon technologies / ROs and energy policies. • EU Horizon 2020 strong potential for 3H integration and collaboration. • EU Maritime Day Poole (2017) – opportunity to influence policy – platform for a collaboration process. • LEP opportunity to support for a sectorial channel of communication with national body like the MILC – in line with REMCAP activity.

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Weaknesses • Uncertain mandate of Cluster organisation Marine South East de facto cluster lead, loss of regional government has caused loss of momentum. More needed to develop and implement growth strategies. • Lack of recognition of the cluster as an entity and lack of comprehensive directory. Need to develop structure to get higher level of engagement and activities. • Industry collaboration with R&D facilities – whilst strong is not universal with significant opportunities for development • Lack of focus on aquaculture and blue bio/biotechnology – limited relevance to the Solent, but wider opportunities (Oxford link) • Low profitability limiting private investment and access to finance • Limited public investment – although recent LEP RGF is supporting new activities, NERC, and awareness of funding channels through LEPs strategy and LPA accountable bodies. • Collaboration – particularly between public sector and cross-research institution levels. Threats • Overdependence on marine defence – vulnerable to naval policy • Strong competition from other areas of the UK, and between groups within sector for technical and engineering skills. • NERC national science capability in transition – potential loss of standing in facility base • Lack of engagement in LEP strategy for the sector – low recognition that LEP strategy will define new funding allocations. • Solent Maritime crosses multiple geographic boundaries of LEPs – so need to ensure collaboration to maximise investment impact. • Access to Finance affects the early investment and supply chain development and clarity of access to LEP funding and priorities • Regulatory framework – increasing marine spatial planning constraints and MCZs may affect some sectors (e.g. fishing restrictions). • Skilled workforce – despite strong training and tertiary education centre faces competition. • UK overseas workforce restrictions – may affect sector skills / high innovation.

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4.3 France - Pole Mer Mediterranee This section describes and analyses the French maritime cluster Pole Mer Mediterranee. It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.3.1 Description Pole Mer Mediterranee covers the Regions of Provence Alpes Côte d’Azur (PACA), LanguedocRoussillon and Corsica around the French Mediterranean coast. It has substantial activity in most areas of the maritime sector and benefits from both regional and national recognition as an official cluster initiative. Cluster facilitation and development is driven by a cluster organisation based in Toulon, which is also referred to as Pole Mer Mediterranee. Below, the cluster is described in terms of its history and background, scope and activities, main actors, and facilitation and governance.

4.3.1.1History and background France is a nation with long coastlines along both the Atlantic and Mediterranean Oceans. It has since antiquity harnessed the benefits and opportunities that the geographical location has brought, and an extensive maritime sector has emerged. Around the Mediterranean Ocean, the Regions of PACA, Languedoc-Roussillon and Corsica have a particularly long tradition of naval activity. Throughout all historical eras, they have developed a strong maritime economy, continuously adapting to challenges and needs. In 2000, Toulon Var Technologies, a business innovation centre and incubator, initiated a network for the marine and sub-marine sectors in the PACA region. It was later, in 2004, recognised by the Inter-ministerial Committee for Regional Planning and Development. This formed the basis for an initiative, driven by the company DCNS, a number of entrepreneurs and the region’s key research institutions, to create a more formalised maritime cluster, in collaboration with a parallel development in the Brittany region. In 2005, the initiative was recognised as a national competitiveness centre and adopted the Pole Mer PACA, which led to the establishment of management and operational bodies as well as a steering committee. Very recently, in 2013, the cluster broadened its scope to include the Regions of Languedoc-Roussillon and Corsica, and is currently starting to work under the new name Pole Mer Mediterranee.

4.3.1.2Scope and activities As mentioned, the cluster’s geographical scope covers the Regions of PACA, Languedoc-Roussillon and Corsica along the French Mediterranean coast. Its collective activities are very broad, covering areas such as maritime security and safety, shipbuilding and ship repair, marine energy and offshore mining, biological marine resources, environmental and coastline management as well as maritime infrastructure and transportation. With the REMCAP focus markets as a basis, the cluster’s distribution of activity is indicated in the table below. Copyright © REMCAP Consortium

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Table 7. The Pole Mer Mediterranee cluster’s distribution of activity for the REMCAP focus markets.

LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Seabed Mining Total

25 % 10 % 10 % 20 % 20 % 10 % 5% 0% 100 %

4.3.1.3Main actors The private companies in the cluster are active in most areas of the marine and maritime sectors. There are several large companies, active on the global arena, as well as a large number of smaller companies that develop innovative technologies and supply different types of products and services. One of the most important large companies is DCNS, which has also been a driving force in developing the cluster. It exists to create high technology solutions for naval defence, energy (civil nuclear and renewable marine energies) as well as surveying and sustainably developing the oceans’ potential. The company is partly owned by the French government and employs about 12 500 people with a turnover of around 2.5 billion Euros. Other large companies include Veolia, which has extensive global operations in areas such as transport as well as environmental and water services, and EDF, a major energy company that has been active in the marine renewable energy sector for over 40 years. The smaller companies in the cluster are mainly developing and supplying innovative technology to large actors in the region and to the international market. They are active in most areas of the maritime sector. Examples include the company COMEX, primarily developing technology for subsea operations, and CHRISAR, which develops signal processing software with key applications in marine acoustics. The research community includes universities such as Centrale Marseille, University of Toulon and University of South Toulon-Var, which cover a broad range of maritime research and education activities. The research institute CNRS further gathers five universities in the Mediterranean area as a national scientific research centre. In addition to the academic bodies, the public research institute IFREMER, which has an industrial and commercial focus, is another important research actor. Its main objectives are to increase the knowledge of the oceans and their resources, monitor marine and coastal environments, and contribute to the sustainable development of marine activities. To meet these objectives, IFREMER develops and operates tools for observation, experimentation and monitoring, and manages oceanographic databases. In addition, it operates a large part of the ocean research fleet, including all underwater systems and large-scale mobile facilities and equipment. IFREMER is supervised jointly by the Ministry of Higher Education and Research and the Ministry of Ecology, Sustainable Development and Energy. It receives both public funding and income from research and service provision contracts with private actors.

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Both regional and national public actors are important for the cluster. The regional authority in the PACA region stands out as a key source of funding and recognition on the regional level, together with authorities in the Languedoc-Roussillon and Corsica regions. On the national level, the ministries behind the Single Inter-ministerial Fund are essential as the core funders of Pole Mer Mediterranee and other French competitiveness clusters. Other actors that interact with and impact the cluster include industry and trade associations in the shipyard and renewable energy businesses as well as more general chambers of commerce. In addition, the other French competitiveness clusters, particularly Pole Mer Bretagne as well as energy and food related clusters in other regions, are important collaboration partners.

4.3.1.4Facilitation and governance Following the regional and national recognition as a competitiveness cluster in 2004 and 2005, a cluster organisation was established to stimulate and facilitate the development of the cluster. It has until recently used the name Pole Mer PACA, which also refers to the cluster as a whole. Currently, it is transitioning to using the name Pole Mer Mediterranee, as the cluster expands to cover and represent the Languedoc-Roussillon and Corsica regions as well. The cluster organisation strives to ensure efficiency in its activities by employing operational governance in which all of the actors recognise each other and are actively involved. It builds on the following committees and bodies: 21 o

o o o o

o o

The Interregional Coordination and Steering Committee is the consultation and coordination tool between the two national maritime competitiveness clusters; Pole Mer Bretagne and Pole Mer Mediterranee. The Strategic Orientation Committee is the body that facilitates contacts of the cluster with its environment at the regional institutional level. The Steering Committee constitutes the decision-making body, responsible for elaborating the strategy and undertaking its operational implementation. The Board reinforces links between the Engineering and Animation Team and the Steering Committee. The Engineering and Animation Team is in charge of the elaboration and the implementation of the operational budget, as well as of its associated activity programme. The Scientific Committee provides input and advice from the research community on strategy, projects or any other issues falling under its competences. The Funders’ Committee is made up of regional state representative authorities and other funding partners. It provides input regarding complementing funding for projects that have been approved by the Single Inter-ministerial Fund.

In total, the cluster organisation has about 350 members. Around 75 per cent are private companies and about half of these can be characterised as SMEs. Their engagement in the cluster’s collaborative activities is significant; over 90 per cent of the member companies are involved in joint research and innovation projects. 21

http://en.polemermediterranee.com/Pole-Mer-PACA/Governance, 2013-09-09

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Pole Mer Mediterranee has the ambition of becoming a global reference for the mastering of sustainable development and safety in the Mediterranean. The cluster organisation’s objectives are to consolidate the cluster’s international position through its influence in the Mediterranean Basin and its international activities; structure its actions in the area of umbrella programs and innovative projects; develop support services for cluster members, especially SMEs; and develop strategic partnerships. The efforts to meet the objectives are outlined in three-year strategies that are developed collaboratively by its members and later approved by the governing and funding authorities on the regional and national levels. Activities in the strategies are organised in six themes and ten working groups that cover different areas of the marine and maritime sector. Each working group gathers some 40 to 50 member organisations that work together, led and facilitated by the cluster organisation. The themes and working groups are illustrated below. 22

Figure 3. The networks of the cluster organisation of Pole Mer Mediterranee organised in six themes (left) and ten working groups (right).

A key role for the cluster organisation is to facilitate the initiation of research and innovation projects with support from the Single Inter-ministerial Fund, which is backed by a number of French national ministries. Pole Mer Mediterranee not only identifies opportunities, builds consortia and supports the creation of proposals, but also has the mandate to labelise projects that are in line with the cluster strategy, which makes them eligible for this type of funding. Since the cluster is recognised as a competitiveness cluster on both the national and regional levels, which have similar but different requirements and objectives, it accordingly receives both types of public funding for the cluster organisation’s operations. In addition, it benefits from substantial contributions from the private member organisations. The total turnover is 1.8 million Euros and the organisation has ten employees. An overview of the funding sources of the organisation Pole Mer Mediterranee is provided below.

22

www.polemerpaca.com, 2013-08-25

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Table 8. The funding sources of the cluster organisation Pole Mer Mediterranee.

Funding source EU Public authorities National Regional Research actors Large Industry actors SME Total

Project specific Non-project specific 6% 0% 3% 8% 3% 30 % 0% 14 % 0% 22 % 0% 14 % 100 % of turnover

4.3.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasised that it is not evidence based. A summary of the cluster characterisation is provided in Table 9. Table 9. Summary of characterisation of Pole Mer Mediterranee.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Strong Strong Very strong Very strong Strong Strong Medium Medium Strong Strong

4.3.2.1Strategic interaction The cluster is considered to have a strong performance with regards to strategic interaction. The French competitiveness clusters are obliged to define three-year strategies for their operations, and Pole Mer Mediterranee is currently in the third strategy period since its establishment. This serves as a main driver of strategic interaction. The cluster strategies are developed by the cluster organisation and its members, representing both the business and research communities as well as the different strategic theme areas. The ambition is to create a good balance of different types of actors and to include as many as possible in the development process, in order to create a collaborative strategy. The public actors are, however, not directly involved in the strategy process. Instead, their role is to validate and support the strategy once it has been developed, by signing a performance contract. On the one hand this is beneficial, since the resulting strategy is truly owned by the cluster and not imposed by public actors. But on the other hand it means that public actors cannot contribute and influence the process. However, the cluster organisation is highly updated on relevant policy and Copyright © REMCAP Consortium

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collaborates closely with policymakers, which makes it possible to take this perspective into account as well.

4.3.2.2Policy influence The cluster is considered to have a strong performance with regards to policy influence. It is recognised as an official regional cluster within the PRIDES program and the authorities in the PACA region consider the support to the cluster to be a part of its maritime strategy. Accordingly, Pole Mer Mediterranee is involved in a number of regional policy processes, particularly with the Departments of Economy, Research and Innovation, Sea Affaires as well as Energy and Environment. On the national level, the cluster organisation is highly involved in working groups around Grenelle Ocean, which is an initiative that aims to establish a French strategy for the ocean and coast as well as to establish ecologically sustainable maritime activity. It has involved a large number of actors and led to conclusions that are much in line with the cluster strategy. Many of the companies in the cluster are also members of the French Maritime Cluster, which is a lobby organisation that promotes the interests of the French maritime industry, particularly the shipowner and shipbuilding sectors. By collaborating with the French Maritime Cluster, the cluster organisation serves as a bridge between national and regional strategy and policy initiatives. On the European level, the cluster organisation is very active and even has representation in Brussels. It works both directly towards the European Commission and through French ministries that are responsible for issues relating to the maritime sector. For example it is directly involved in ”Leadership 2020”, where it has contributed with suggestions and amendments that are considered beneficiary for the cluster. In addition, it is active in the TOSCA program and continuously provides expert advice to the European Commission, particularly around the formulation of calls for proposal for collaborative research and development projects.

4.3.2.3Networks, linkages and interaction Pole Mer Mediterranee is considered to have a very strong performance with regards to networks, linkages and interaction. The cluster organisation has a prominent role in this development, and its communication-related activities include: •

• • • •

Coordinating and facilitating thematic working groups with representatives from the business and research communities. The groups meet three or four times a year to discuss opportunities for collaborative initiatives and to exchange information. They also engage in discussions across the themes, to identify opportunities and synergies between the different specific areas of the maritime sector. Distributing a newsletter with market intelligence, information about calls for proposal, invitations to events and conference, and other relevant information. Maintaining a member directory, with detailed information about the organisations. Developing collaborations with French competitiveness clusters in other sectors. Developing collaborations with maritime clusters in other countries, for example through participation in collaborative EU projects.

The interaction in the cluster is further facilitated by the fact that its members engage extensively in collaborative research and innovation projects, which create linkages and stimulates communication. Copyright © REMCAP Consortium

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It is, however, a challenge to ensure that all members get access to the same information, since the network is very large. A part from the networks and linkages that are facilitated by Pole Mer Mediterranee, there are other organisations and platforms with similar roles for specific areas relevant for this cluster. Examples include GICAN, an industry association for shipbuilding and naval activities, the French Maritime Cluster, and the Riviera Yachting Network.

4.3.2.4Public investment Pole Mer Mediterranee is considered to have a very strong performance with regards to public investment. As a national competitiveness cluster, it is supported by the Single Interministerial Fund, which has extensive funds reserved for research and innovation projects. These projects have to be of a collaborative nature with at least two companies and one research actor. The level of funding depends on the size of the participating companies; large companies are required to provide more in-kind contributions than small ones. The cluster organisation plays a very important role in the initiation process for this type of projects. In short, consortia of actors, often originating from discussions within the working groups, submit proposals to the cluster organisation, which evaluates the project idea and decides whether to support it or not. If granted support, something that is ultimately decided by the steering committee, the project proposal is labelised by Pole Mer Mediterranee. This is necessary for final submission to the Single-Interministerial Fund, which in turn performs its own evaluation, looks at co-funding opportunities and makes the final decision on whether to fund the project or not. Throughout the process, the cluster organisation acts as an initiator and facilitator, while at the same time ensuring that the proposals meet quality standards, that participating companies have sufficient resources and that the project is in line with the cluster strategy. A part from the support from the Single Inter-ministerial Fund, the cluster benefits from public investments from the EU, for example through the structural funds and FP7 programmes. The cluster organisation works actively to make the cluster’s actors submit proposals to these programmes, and also strives to find new funding opportunities, for example within French government agencies with an interest in the marine and maritime sectors. In addition, the cluster receives financial support from the regional authorities, both for facilitation activities and as co-funding for research and innovation projects.

4.3.2.5Private investment The cluster is considered to have a strong performance with regards to private investment. This is mainly due to its companies’ participation in research and innovation projects, where they contribute with both in-kind and financial resources as well as technology and knowledge capabilities. The cluster organisation’s work with initiating research and innovation projects constitutes one way of stimulating private investments. In addition, it actively identifies smaller companies with capital needs and connects them to a pool of investors, in order to facilitate investments. This is something that will be prioritised in the current strategic period. Private investments are also strengthened by the presence of several large firms, which invest in research and development projects that benefit many of the smaller companies. The cluster organisation works to facilitate sourcing from within the cluster for these large firms. Copyright © REMCAP Consortium

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4.3.2.6Technology and knowledge base The cluster is considered to have a strong performance with regards to technology and knowledge base. The capabilities are most prominent in the first of the six theme areas; maritime security and surveillance, including robotics and submarines. Other particularly strong areas include ship repair and offshore wind power. The cluster’s technology and knowledge base is weaker in terms of wave and tidal power, shipbuilding and fishing, where there is significant room for improvement. The cluster benefits a lot from its close ties to the French Navy and the presence of a main naval base, which brings important research and knowledge capabilities. The region also has a military research centre, which identifies needs from the operational side and translates them to technology and innovation requirements.

4.3.2.7Human capital Pole Mer Mediterranee is considered to have a medium performance with regards to human capital. The companies, primarily the smaller ones, find it difficult to recruit the competence that they need, and also to keep skilled employees for longer periods of time. One reason for these difficulties is the PACA region’s high costs of living, in combination with its relatively low salaries. However, the PACA region is nonetheless an attractive area with lots of skilled people, something that is sometimes referred to as ‘the sunbelt effect’. The cluster organisation is active in the development of professional training programs for technical skills together with industry associations, which has led to the labelisation of certain training certificates. It collaborates with universities, which often engage to learn more about the sector’s competence needs. Also, there are labelised projects that aim to create education programmes that are in line with the projected competence needs in the cluster.

4.3.2.8Physical infrastructure The cluster is considered to have a medium performance when it comes to physical infrastructure. The main facilities include: o o o o o o o o o o

A testing platform for deep sub-sea offshore technology (under construction) A testing facility for floating offshore wind turbines A platform for mesocosm experimentation and studies of invasive species A laboratory for microalgae experiments A marine environment simulator A high performance lagoon system Vessels and intervention equipment A laboratory for ocean-atmosphere exchange A European research centre for submarine technologies A wave and current canal for development and testing

It is, however, difficult for smaller companies in the cluster to access certain facilities, since they are closed for security reasons or bring a high cost.

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The cluster organisation contributes to the development of the cluster’s physical infrastructure by initiating and supporting innovation projects, some of which lead to the construction of new facilities for research and development. One example of this type of project is the building of a deep sea testing platform in the waters near the PACA region, where a broad consortium of actors have come together to build infrastructure that enables development, test and demonstration of deep sea technologies.

4.3.2.9Presence and engagement of large firms The cluster is considered to have a strong performance with regards to the presence and engagement of large firms. The most prominent large firms in the cluster are DCNS, VEOLIA and EDF. Particularly DCNS, which is owned by the state, has been essential for the cluster’s development and was also one of the initiative-takers in the early days of the cluster initiative. It engages extensively with the other actors in the cluster, primarily by participating in collaborative research and innovation projects. There are large firms active within all strategic thematic areas, something which, to some extent, is the result of an intentional design, since it was considered beneficial to construct the thematic areas so that each would benefit from the presence of at least one large firm with world-class capabilities. The cluster organisation works with stimulating these firms’ engagement with the other actors in the cluster by creating linkages between them and smaller firms, identifying technology needs, as well as by facilitating sourcing, as mentioned previously.

4.3.2.10

Access to markets

Pole Mer Mediterranee is considered to have a strong performance when it comes to access to markets. From the start of the cluster initiative, the cluster organisation’s main objective has been to create a community of different actors and make them work together. The activities have accordingly focused on building trust, networks and research and innovation capabilities. The next big challenge is to gain access to markets, and many actions in the current strategic plan are focused on this objective. For example, the cluster organisation will focus more on identifying complementing skills to create groups of smaller firms that together can answer large tenders, in order to access customers that are inaccessible for individual small firms. Another key activity will be to participate on international exhibitions to market the cluster as well as to create unconditional meetings the may lead to business opportunities.

4.3.3 SWOT analysis Based on the description and characterisation of Pole Mer Mediterranee given in this section, as well as on conclusions from Chapter 3, a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below.

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Table 10. SWOT analysis of the Pole Mer Mediterranee cluster.

Strengths • Well-organised cluster organisation with a clear mandate and substantial resources for facilitation and communication activities. • Business and research activities covering a wide range of maritime markets. • World-leading capabilities in sub-sea operations, maritime monitoring and surveillance, ship repair, and offshore wind. • Several large international firms in different maritime markets. • Recognition on both regional and national levels. • Extensive collaboration with EU institutions and representation in Brussels. • Coherent public funding strategy with a clear project initiation process. Opportunities • Build innovation capacity that meets future market demand by drawing on the cluster’s public support and recognition, existing networks, joint strategy, and well-organised facilitation activities. • Influence future European policy to benefit the cluster, by drawing on the cluster organisation’s presence and contacts in Brussels. • Harness opportunities in emerging maritime markets, for example aggregates and dredging and seabed mining, by developing products and services based on the cluster’s core strengths in sub-sea operations and maritime monitoring.

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Weaknesses • Difficult to attract and keep human resources due to low wages and high costs of living in the region. • Large dependence on the defence industry and certain large companies. • Lack of regional ocean energy resources (particularly tides and currents). • Rigid and centralised organisational structures and hierarchies. • Competition for public investment from other French regional maritime clusters.

Threats • Development in the maritime sector may be inhibited by the lack of human resources. • Dependence on defence industry and certain large companies constitutes a risk if these actors were to down-size their operations and support to the cluster. • The centralised structures for cluster facilitation may inhibit creativity and bottomsup development initiatives. • Lack of early domestic market for ocean energy may lead to under-exploitation of relevant capabilities.

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4.4 Ireland - Irish Maritime & Energy Resource Cluster, IMERC This section describes and analyses the Irish Maritime & Energy Resource Cluster (IMERC). It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.4.1 Description IMERC is concentrated to the south coast of Ireland, where a cluster campus has been established in the vicinity of Cork harbour. The research and business activities are primarily focused on offshore wind and ocean energy, though most areas of the maritime sector are covered. Cluster facilitation and development is driven by a cluster organisation, which shares the name IMERC with the cluster as a whole. Below, the IMERC is described in terms of its history and background, scope and activities, main actors, and facilitation and governance.

4.4.1.1History and background Taking the seabed area into account, Ireland is one of the largest EU states. It has sovereign or exclusive rights over one of the largest sea to land ratios (over 10:1) of any EU state. Also, Ireland’s coastline of 7,500 kilometres is longer than that of many European countries and represents approximately 11% of Europe’s total coastline (65,993 km). Traditionally however, the potential in Ireland’s ocean resources were largely overlooked, although in recent years there has been a growing focus on the opportunities that this natural resource offers. Currently, it derives only 1 per cent of its GDP from the maritime sector. 23 In order to better realise the opportunities that Ireland’s maritime area brings, the cluster initiative IMERC was established in March 2010 through a Memorandum of Agreement, which brought together University College Cork, Cork Institute of Technology and the Irish Naval Service in a formalised partnership. This built on the 2004 public-private partnership, engaging Cork Institute of Technology and the Irish Naval Service as well as Bovis Lend Lease, a consultancy, which established the National Maritime College of Ireland in order to train candidates for the merchant and navy professions. The aims of the IMERC initiative are to build value-creating relationships, make alliances and support infrastructure by a bottom-up approach for researchers, technology developers, SMEs and other companies as well as investors within the energy and maritime sectors. By establishing a physical campus, start-up companies and offshoots of established companies can access the maritime network of researchers, companies and individuals in Ireland.

4.4.1.2Scope and activities The cluster’s activities are strongly centred around the IMERC campus, which is located on the south coast of Ireland, in the vicinity of Cork harbour, Cork City and parts of South and West Cork County. 23

“Our Ocean Wealth”: Integrated Marine Plan for Ireland (2012). Available at http://www.ouroceanwealth.ie/

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The South West Regional Authority, a participant in IMERC has a strategic and spatial planning responsibility over the area comprising the counties of Cork and Kerry. However, as the name suggests, IMERCs aims and objectives are both national and regional, and indeed international in their scope. With the REMCAP focus markets as a basis, the cluster’s distribution of activity for the REMCAP focus markets is indicated in the table below. It should be noted that IMERC purposefully does not concentrate on the fishing sector, given that this sector is comprehensively covered in Ireland by Bord Iascaigh Mhara (BIM). Table 11. The IMERC cluster’s distribution of activity for the REMCAP focus markets.

LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Seabed Mining Total

20 % 45 % 5% 5% 9% 15 % 1% 0% 100 %

4.4.1.3Main actors The large companies in the cluster are mainly active in the offshore wind and ocean energy sector. Intel Ireland develops microprocessor technology for wind, wave and tidal power devices, and engages with other actors in the cluster in various research projects. SSE Ireland and ESBI are both large companies that own generation capacity in the offshore wind and ocean energy sectors. Also, the international energy company Shell is active in the new Marine Renewable Energy Ireland (MaREI) centre, together with other actors in the cluster. Other large companies include Burke Shipping, a port operations and ship repair company, BAE Systems, which develops advanced electronics and information technology relevant for the maritime sector, as well as the Port of Cork recently designated as one of three Tier 1 Ports of National Significance in the new National Ports Policy – each of which accounts for at least 15% of national trade. The small companies in the cluster are mainly active in the renewable energy and ICT sectors. Many are commercialised research spinouts and technology transfer initiatives. The main research actors within the cluster are University College Cork and Cork Institute of Technology, including its constituent college the National Maritime College of Ireland. University College Cork has approximately 18 000 students, 800 academic faculty and 800 research staff, organised into four colleges: Arts, Celtic Studies and Social Science; Business and Law; Medicine and Health; and Science, Engineering and Food Science. It hosts several research centres and institutes that are highly relevant for the maritime sector, for example the Hydraulics and Maritime Research Centre, which houses the only facilities for wave simulation in Ireland, the Coastal and Marine Research Centre, as well as the Sustainable Energy Research Group. These research centres will be housed in the new Beaufort Research Laboratory in the Beaufort Centre for marine energy on the Copyright © REMCAP Consortium

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IMERC campus. The National Ocean Test facility will be housed in the new Beaufort building. This facility is used for the design and testing of devices to be deployed at sea including wave, tidal and off shore wind devices. Furthermore, Cork Institute of Technology has approximately 12 000 students and 800 academic staff. It is comprised of two constituent faculties and three constituent colleges, including the National Maritime College of Ireland that hosts the Halpin Centre for Innovation& Research. The latter undertakes research, development and innovation activity in the areas of Maritime Safety and Security, Maritime Education and Training, and Shipping Transport and Logistics. The most important public actors within the region are the South West Regional Authority, the spatial planning authority for the South West region of Ireland, and Cork County Council, which is the local public authority. On the national level, the Irish Naval Service is a key actor for the cluster, engaging as one of the core partners of IMERC as well as in extensive collaborations with the Cork Institute of Technology, as well as being a core partner in the National Maritime College of Ireland. It is also a vital test customer of prototype technologies developed by companies within the cluster. Other important public actors include the Industrial Development Authority 24 and Enterprise Ireland 25, which are government organisations responsible for the development and growth of Irish enterprises in world markets. These actors support primarily start-up companies within the cluster with funding and grants. In addition, local trade membership bodies, such as the Cork Chamber of Commerce, and other industry associations are important actors. The Cork Chamber of Commerce, a partner in the IMERC cluster is the leading business representative organisation for the Cork region with in excess of 1,000 members who employ approximately 100,000 people. The Chamber has a mandate to support its membership by developing and promoting policy recommendations that ensure a business environment and economic landscape that is conducive to the various requirements of businesses within the region. This includes undertaking evidence-based research re: regional economic requirements, liaising with regional and national statutory agencies (e.g. HEIs, Government Departments, Local Government).

4.4.1.4Facilitation and governance The cluster initiative has a facilitating and governing body, the Governing Authority together with an Executive Board. This cluster organisation was established in 2010 as a partnership between University College Cork, Cork Institute of Technology and the Irish Naval Service. An Executive Board that includes representatives from the three core partners, as well as representatives from various bodies and agencies such as the IDA, Enterprise Ireland, Port of Cork and Cork County Council, oversees its activities. The cluster organisation has developed a strategy document, covering the period 2011-2016, which is currently being implemented. 26 It sets out objectives and prioritisations as well as an organisation structure, which is illustrated below.

24

www.idaireland.com www.enterprise-ireland.com 26 IMERC Strategy 2011-2016. Available at http://www.imerc.ie/ 25

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Figure 4. The structure of the cluster organisation IMERC.

The strategy and organisation is built around technical working groups to enable the implementation of capacity building around four defined strategic pillars: Enabling Maritime Technologies, Ocean Engineering, Maritime Operations and Ecosystem Governance. Each technical working group is led by a Chair and includes representatives from each of the IMERC core partners as well as industry and public sector stakeholders. The groups meet quarterly to develop and implement their capacity building plans. Their terms of reference are strongly orientated towards the development of industry and end-user led research with commercial outputs. The anticipated deliverables for each technical working group are listed below: •

•

•

•

Ocean Engineering: A world class hub of Marine Energy Test Bed Engineering; Excellence in Coastal Engineering, including protection from extreme climate events; new capacity in Offshore and Marine Transport Engineering project. Ecosystems Governance: Applied Marine Ecology and Ecosystems Governance Groups underpinning the sustainable development and spatial planning for offshore activities and informing the need for innovative technology; A ‘think tank’ and foundation for an informed Irish maritime constituency; Centre of Excellence in Adaptation to Global Coastal Change, including stakeholder engagement in coastal zone management. Enabling Maritime Technologies: ICT enablers to underpin areas such as Maritime Safety and Security, Marine Recreation, and Shipping Logistics and Transport (e.g. interoperability, constraint computing, artificial intelligence, cloud computing, autonomous vehicles.); Centres of Excellence in Marine Simulation, Marine Geomatics, and Satellite Remote Sensing. Maritime Operations: New research capacity in areas of Human Factors, Logistics and Supply Chain, Maritime Law and Route Optimisation; Focus on issues around safe, efficient and effective transit, including anti-piracy, fuel efficiency and maritime surveillance solutions.

Furthermore, three institutional review groups, one for each core partner, are tasked with overseeing progress on the strategy in relation to the benefits that it brings to their own organisations. The groups will monitor and influence IMERCs ability to stimulate the transformation required to deliver the innovation culture aspired to within the strategy and meet on a quarterly basis. They will provide reflective capacity for iterative learning on public sector transformation within IMERC. And, they will also play crucial roles in ensuring that academic excellence is achieved Copyright © REMCAP Consortium

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within the respective IMERC core partner institutions, which will include the pursuit of impact factors for publications emerging. IMERC does not have an independent legal entity. Staff, building and other facilities are instead seconded from its founding partners... As projects are signed by their respective leading institutions, project specific funding is not relevant for the cluster organisation.

4.4.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasised that it is not evidence based. A summary of the cluster characterisation is provided in Table 12. Table 12. Summary of characterisation of the IMERC cluster.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Strong Medium Strong Very Strong Strong Strong Strong Strong Strong Strong

4.4.2.1Strategic interaction The cluster is considered to have a strong performance with regards to strategic interaction, which takes place between the IMERC core partners, other universities and research institutes, the regional authorities, and industry partners. This is illustrated by the development of IMERCs 2011-2016 cluster strategy, which reflects the viewpoints and input of multiple stakeholders at the regional level, as well as the on-going development of a strategic roadmap towards 2025. Key inputs will be derived from local public actors such as Cork County Council and private actors such as the Port of Cork and Cork Chamber. The main actors behind the cluster initiative, i.e. the core partners of IMERC, have been and are the key drivers of strategic interaction. When it comes to developing joint strategies on the cluster level, IMERC benefits from its actors being concentrated in a small geographic region, with Cork Harbour as the focal point. This creates a critical mass of activity and natural linkages, as well as meeting places for the key individuals and organisations, which are more difficult to achieve when working on the national level or across regions of more substantive scale. The cluster also benefits from “buy-in” at the governmental level, with most of the relevant ministers and departments involved on a regular basis. This is particularly important as Irish policy making and government funding is predominately administered at a national rather than regional level. However, some key challenges remain, for example unlocking blockages that are hindering progress and the need for more rapid expansion of the physical infrastructure. Copyright © REMCAP Consortium

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Also, much of the strategic interaction is quite reactive in the sense that the cluster organisation endeavours to engage with whoever it may need to, in order to accomplish its goals. A proactive interaction, taking place on a more long-term strategic level, could potentially be beneficial.

4.4.2.2Policy influence The cluster is considered to have a medium performance with regards to policy influence. On the national level, IMERC has been able to influence policy through being consulted on the drafting of strategic policy documents, for example Ireland’s integrated marine plan – “Our Ocean Wealth” – and the innovation strategies in the Green Paper on Defence. In terms of lobbying, almost every member of the government cabinet has visited the IMERC facilities. These visits have been organised to ensure that IMERC’s voice is heard with respect to what needs to happen in order to facilitate developments and support the cluster. In general, the cluster is a leading maritime constituency voice that has been lobbying very consistently at both the political and executive levels of national government. At a European level, the policy influence is perceived to be weaker. The cluster is at a point in its evolution where it is focusing more on setting the scene nationally to make sure it can deliver the aspired benefits. It does, however, draw on a beneficial European policy environment, but it does not necessarily influence it. Once the cluster initiative is somewhat more mature it will have greater ambitions at influencing policy on a European level. One way of doing this will be to build on relationships with European authorities, which have been developed by some of the cluster’s very strong and proactive researchers that are gaining significant traction with their counterparts in the EU. Potentially, this can lead to influence on the design of funding programs such as Horizon 2020.

4.4.2.3Networks, linkages and interaction IMERC is considered to have a strong performance with regards to networks, linkages and interaction. There is in general an open attitude towards collaborating across organisational boundaries when it comes to innovation and economic development, which facilitates the creation of important networks and linkages. This approach is synonymous with networks in other sectors in the region which has an excellent track record in network/partnership building. For instance, Cork City and County Councils have recently funded two 24 month programmes which bring together and facilitate improved linkages/partnerships between actors from the business/commercial and local government/education sectors in the area of energy (‘EnergyCork’) and entrepreneurship (CorkInnovates). In the case of the maritime sector, the IMERC cluster organisation facilitates frequent meetings, which bring together two or three of the different actors from the triple helix. These meetings would not take place spontaneously, and one of the key strengths of the IMERC initiative is the value it can add from facilitating those kinds of interactions. The cluster organisation also has an important role to play in the process of how to create linkages and stimulate communication in the cluster. It operates on both a proactive and responsive basis where, for example, industry actors approach IMERC and request an engagement with the research community and proactively by evaluating which actors that would be good partners and add value to the cluster network. This can take place in a project environment, which focuses on engaging just Copyright © REMCAP Consortium

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one company, or in a more programmatic type of environment, where a need or an opportunity is the main driver. In general, the cluster organisation creates an environment that gets people engaged and collaborating, particularly among industry actors and between the industry and research communities. Several approaches are employed for this, ranging from one-to-one meetings, connecting individual businesses, to building consortia of actors around research and commercialisation projects. In this work, IMERC strives to be both proactive and reactive, by being open to facilitating initiatives based on proposals from companies, while continuously looking for opportunities themselves. At this point in the cluster’s development, the work with creating networks and linkages is more informal and organic. There are, however, processes underway for moving to a more formalised and programmatic approach, enabling cluster development and growth. For example, the technical working groups will be complemented by and connected to an evolving innovation network, which will be a cornerstone when it comes to stimulating interaction and communication. IMERC will also shortly be recruiting a cluster manager, who will oversee the development of a more systematic approach.

4.4.2.4Public investment IMERC is considered to have a very strong performance with regards to public investment. On a regional level, there are enterprise grants available for start-ups from the local government, but the way these are structured generally do not suit the cluster’s start-up companies. Nationally, several government agencies provide grants for research and development projects of different character. For example, Enterprise Ireland provides support to start-up companies. The Beaufort Centre project has also received an investment of approximately €14 million Euros from a combination of public bodies and private companies. Furthermore, Science Foundation Ireland has contributed to the 29 million Euros MaREI project which aims to establish a centre for marine renewable energy research for Ireland on the IMERC campus. At the European level, the core IMERC partners and associated companies are all well represented in the various funding programs, including FP7, Interreg, Marie Curie and Leonardo as well as opportunities brought forward by the European Space Agency. The cluster organisation works at a high level to facilitate and encourage all partners to grow capacity to harness the available funding opportunities. It also works proactively to stimulate public investment schemes that may not even currently exist, by identifying a need, making a case and pitching it to the government authorities. One of the most important aspects that will be included in the new IMERC roadmap to 2025 is a proposal to the government for funding an initiative regarding disruptive innovation.

4.4.2.5Private investment The cluster is considered to have a strong performance with regards to private investments, which are mainly arranged as direct investment into research, as research partnerships, or as co-funding to public-private initiatives. A good example of the latter is the MaREI project, where private companies such as Intel, Shell, SSE and others, have contributed 10 out of 25 million Euros. The MaREI consortium was assembled by the IMERC organisation, which together with scientists and engineers Copyright © REMCAP Consortium

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created the successful project proposal. This facilitation effort has resulted in 52 companies contributing to the project, and serves as model a best practice which will be replicated in the future. Although the cluster organisation has been quite successful with attracting investment from larger companies, allowing smaller companies to access investment potential has been difficult. It therefore aims to make connections between these smaller companies and the research elements of the triple helix, so that they can access knowledge and competence that they may otherwise not have had.

4.4.2.6Technology and knowledge base IMERC is considered to have a strong performance with regards to technology and knowledge base, which covers most of the marine and maritime fields. As previously stated, University College Cork has strong research capabilities in areas such as marine biology and ecology as well as marine renewable energy, including wave, tidal and offshore wind power. Cork Institute of Technology also has expertise in electronics and engineering as well as maritime training, safety, seafarer skills, etc., (a large proportion of which is contained within the National Maritime College). In addition, the research institutes, Naval Service and large companies in the cluster have capabilities that enable more applied research and development. For example, SkyTec Ireland, an IMERC partner company has worked closely with the Irish Naval Service and others to seek solutions for the deployment of UAVs in the marine environment. Across the four pillars of the cluster there is a strong technology and knowledge base in marine energy, security, recreation and transport. In particular, IMERC has an advantage in developing technologies for harnessing renewable ocean energy, which is manifested by the MaREI initiative. However, the cluster organisation does not derive the maximum benefit from technology in terms of what it needs to do to facilitate better communication amongst all of the constituents.

4.4.2.7Human capital The cluster is considered to have a strong performance with regards to human capital. The demand for engineers that can work across all parts of the supply chain is particularly high, while companies are also looking for scientific skills and research services, in terms of for example resource assessment and environmental impact assessment. In the shipping sector, companies are looking for highly trained professionals with international accreditation, which is where the expertise of NMCI comes to the forefront. It is also expected that the projected developments in emerging sectors, such as marine renewable energy, will bring a demand for new types of skills. These will include not only highly educated professionals, but also more manual areas, for example in welding and metalwork. It is essential for the cluster to be able to meet these demands, in order to enable the desired development. Proactive development of academic courses with UCC and CIT will be essential to fill the demand requirements for human capital. IMERC is strategically placed to fulfil this requirement. However, emigration due to the weak national economy is considered a risk, and a potential future disadvantage.

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4.4.2.8Physical infrastructure The cluster is considered to have a strong performance when it comes to physical infrastructure. One of IMERC’s key strengths is its location on Cork Harbour, which is one of the largest natural harbours in the world. Apart from this, the most important research and innovation infrastructure facilities include: • • • • •

The National Maritime College Irish Naval Service facilities and Navy vessels Dockyards The new Beaufort Laboratory campus (under construction) Laboratories within universities and research institutes

All these facilities are available to the actors in the cluster. The cluster organisation is continuously working on increasing linkages between the various actors and attracting investments into the physical infrastructure. A large part of the time and effort at this stage of IMERC’s development is focused on developing the research and innovation facilities. This will be even more pronounced when the cluster manager position is filled as this will enable the cluster director to concentrate more on the broader picture, including physical infrastructure.

4.4.2.9Presence and engagement of large firms The cluster is considered to have a mixed performance with regards to the presence and engagement of large firms, though the overall assessment is strong. At present, IMERC does not have any large firms co-located at its facilities in Cork Harbour. It is, however, a part of the overarching plan to attract direct investments by large multinational companies, which is facilitated for example by reserved plots of land. The ambition is to attract at least one or two large firms. At the same time, the engagement of large firms in other layers of relationships, for example in commercialisation initiatives and joint research projects, is satisfactory and the IMERC cluster organisation has successfully initiated and facilitated various public-private projects. For example, companies such as Intel, Siemens, EMC and Shell are heavily engaged in the MaREI project and contribute with substantial funding, which complement the public investments by Science Foundation Ireland. In addition, EMC, an international IT company, collaborates extensively with the Navy around for example environmental monitoring initiatives.

4.4.2.10

Access to markets

The cluster is considered to have a strong performance when it comes to access to markets because of its ability to co-locate companies and create meeting places and networks within various project environments. Smaller companies such as SkyTech and SeaTech benefit from being co-located near the Naval Service, which is a big customer. And project environments, for example the MaREI initiative, is key for creating new market opportunities, both by creating networks and meeting places, and by stimulating the development of an emerging industry sector, in this case marine renewable energy. A part from initiating projects and driving co-location, the cluster organisation works to identify market opportunities by employing a broad supply chain perspective.

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Co-location plays a prominent role in IMERC’s strategy. The ambition is to attract international companies that want to access the European market and facilitate interactions with smaller firms in the cluster. An area where this is considered particularly interesting is offshore wind, where American companies show a strong interest.

4.4.3 SWOT analysis Based on the description and characterisation of IMERC given in this section, as well as on conclusions from Chapter 3, a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below. Table 13. SWOT analysis of the IMERC cluster.

Strengths • Clear long-term strategy for cluster development and governance. • Extensive public investment and support. • Large interest and recognition from the national government. • Concentration to small geographical area with extensive co-location possibilities. • World-leading technology R&D and knowledge capabilities, as well as substantial natural resources, in offshore wind and ocean energy. • Facilities and natural resources – technical and access to waterside locations. • National recognition as a maritime cluster. Opportunities • Lead the development of renewable offshore energy technologies, drawing on capabilities and natural resources, and export products and services to the emerging world market. • Access and exploit European structural funds. • Create conditions for building capabilities that meet future demand from emerging maritime markets by continuing the cluster initiative, drawing on joint strategies, strong networks, and public recognition and support. • Strong political will both at local, regional and national level to develop the Irish maritime sector. • EU Horizon 2020 encourages potential for triple helix collaboration.

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Weaknesses • National economy – concerns regarding skills set loss/funding etc. • Limited policy influence at the European level. • Too strong focus on offshore wind and ocean energy. There is a need to diversify into wider markets. • Business sectors – engaging SMEs and large companies, more required of this. There are significant opportunities for development in this regard.

Threats • The fragile national economic situation may lead to under-investment and lost opportunities. • The strong focus on offshore wind and ocean energy constitutes a risk if these markets do not take-off as rapidly as expected.

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4.5 Lithuania - Klaipeda Maritime Cluster This section describes and analyses the Klaipeda Maritime Cluster in Lithuania. It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.5.1 Description Klaipeda Maritime Cluster is a national initiative, though its strong concentration of activity around the city of Klaipeda makes take on a regional character. The industry activities are focused on shipping, shipbuilding and ship repair, and port operations and services. The research community has its strengths primarily in the field of marine environment and ecology. This creates a mismatch in capabilities, which is currently being addressed by major structural investments. As a part of these investments, a cluster facilitation body has been set-up to enable the development of the cluster. Below, Klaipeda Maritime Cluster is described in terms of its history and background, scope and activities, main actors, and facilitation and governance.

4.5.1.1History and background Unlike its neighbour countries, the sea has historically not been important for the Lithuanian economy; the citizens have mostly associated it with danger and invasions. With its 91 kilometres of coastline, the country has one of the shortest coastlines in Europe. Today, the maritime sector in Lithuania has entered a new stage of development after the re-establishment of sovereignty in 1991. After having been a strategic part of the Soviet Union maritime industry, the Lithuanian maritime sector started to develop separately in order to satisfy national, and later also European, needs. Focusing on port development, fishing, cargo handling, shipbuilding and ship repair, the city of Klaipeda became a national centre for marine and maritime business and research. In 2008, the Government of Lithuania approved the Programme of Integrated Science, Studies and Business Centre for the Development of the Lithuanian Maritime Sector, commonly referred to as the Marine Valley program. The purpose was to create a cluster of maritime knowledge-based economy by consolidating the existing potential and promoting integration of maritime research, academic studies and businesses. Based on EU Integrated Maritime Policy and EU Strategy for the Baltic Sea Region and Action plan, it aimed to promote globally competitive fundamental and applied research as well as to train highly qualified professionals to meet the needs of the maritime sector of Lithuania. The main objectives of the programme were to: 27 •

27

To create a modern research infrastructure for the general needs of Lithuania’s maritime research, academic studies and technological development, and for the implementation of the EU maritime policy.

http://balticvalley.lt/en/, 2013-07-03

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To update and modernise the infrastructure of university-level maritime studies. To strengthen the interaction between science, academic studies and business activities with a view to better quality of studies. To create conditions for cooperation between maritime businesses and research/academic institutions, as well as for the emergence of knowledge-driven enterprises relying on the commercialisation of scientific output, and for increasing global competitiveness of our maritime businesses. To increase the competitiveness of Lithuania’s marine science and maritime technologies on the international market of marine research and maritime business services; to increase the scope of R&D activities in maritime projects.

The Marine Valley program brought substantial financial support to the cluster, both from the national government and the EU, amounting to 37 million Euros, of which 35 million Euros are earmarked for infrastructure development and 2 million Euros were invested to co-finance research and development projects. The investments include laboratories for marine chemistry, marine ecosystems, waterborne transport technologies and security of maritime constructions as well as two research vessels: one built for environmental monitoring of lagoon and near shore waters and one modern multipurpose research vessel, which is currently under construction. Also, the program created and brought support for organisational structures that facilitate cooperation among cluster actors. This was concretised in the establishment of the Baltic Valley Association, which has annual budget of a modest 8000 Euros for facilitation and communication activities. There are three main partners and coordinators of the Marine Valley program; Baltic Valley Association (BVA), Klaipeda University and Klaipeda Science and Technology Park (KSTP).

4.5.1.2Scope and activities The maritime activities in Lithuania are concentrated around the city of Klaipeda, which has given name to the Klaipeda Maritime Cluster. It has a national scope, including the whole Lithuanian maritime sector, but the country’s small size and the geographical concentration of activities makes it take on a strong regional character. In total, the maritime sector represents around 2.5 % of the Lithuanian GDP. This amounts to about 18.5 % of the GDP of the Klaipeda region and around 17 000 jobs. The main industrial focus is shipping, shipbuilding and ship repair, and fishing. This makes the cluster’s activities most prominent in the value chains that support the REMCAP focus markets. The research actors of the cluster have research on marine environment as their main strength. With the REMCAP focus markets as a basis, the cluster’s distribution of activity is indicated in the table below. Table 14. The Klaipeda Maritime Cluster’s distribution of activity for the REMCAP focus markets. LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Copyright © REMCAP Consortium

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14 % 1% 45 % 10 % 3% 2% 25 %

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Seabed Mining Total

0% 100 %

4.5.1.3Main actors The companies in the cluster are mainly active in the shipping and cargo handling, shipbuilding and ship repair, and fishing industries, benefitting strongly from being located in the proximity of the port of Klaipeda. Shipbuilding firms focus mainly on ship repair and maintenance as well as construction of parts, while projects on complete development of ships are rather rare. The large companies in the cluster include actors such as Klaipeda Oil Company, Western Shipyard, KLASCO and BEGA. The companies focus mainly on the development of innovative methods and equipment for maritime investigations, renewable energy projects, geophysical-geological investigations related to the oil and gas industry, fisheries and aquaculture, as well as blue biotech. The SMEs have a specific role when it comes to operating and maintaining the infrastructure that is being developed, and are expected to have a very strong input/participation in the coming five years. Within the research community, Klaipeda University and the Lithuanian Sea Museum are important drivers for marine education in the cluster. Klaipeda University was established in 1991 in order to prepare young people to carry out research in marine science, provide marine studies, to encourage the development of Western Lithuania as well as to strengthen the country’s position in the Baltic Sea region. As one of the coordinating partners of the Marine Valley program, it is responsible for promoting marine research and education in the cluster as well as for developing research infrastructure. It has 3500 students and 1300 staff divided into seven faculties encompassing natural, social and engineering sciences. The Lithuanian Sea Museum has a very important educative role by attracting the general public to the sea and educating people in the maritime related fields such as wild life, history, cultural heritage, marine culture and traditions. In addition, several research institutes are important actors in the cluster. The Coastal Research and Planning Institute of Klaipeda University provides a wide range of services related to the marine research, applied and fundamental science, as well as consultancy focused on environmental impact, spatial planning and development at the sea and coastal zone. The Nature Research Centre (located in Vilnius) and the Lithuanian Energy Institute (located in Kaunas) cover specific marine related issues such as hydrological modelling and some environmental studies. In addition, the cluster collaborates with external research actors and the Lithuanian Maritime Academy, a state institution founded by the government. There are a number of public authorities and national ministries, which provide funding and act as regulators. Since the Klaipeda region is the only marine region in the country, it naturally represents the national maritime sector. This gives the regional authorities a large influence on the marine policy development on both regional and national levels. The ministries most involved in the Marine Valley program are the Ministry of Education, Ministry of Environment through the Department of Marine Research, the Ministry of Agriculture through the Fisheries Services, the Ministry of Transport through Klaipeda State Seaport Authority and the Ministry of Energy. Another important actor in the cluster is Klaipeda Science and Technology Park and the Baltic Valley Association. They are both coordinating partners of the Marine Valley program and accordingly carry out various activities that facilitate and stimulate the cluster’s development. The Baltic Valley Copyright © REMCAP Consortium

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Association was established to enable coordination of academic and business activities within the Klaipeda Maritime Cluster. It has 13 active member organisations that represent public actors, research institutions and industry, mainly through industry associations. The member organisations contribute by paying an annual fee and by participating in various initiatives in-kind. Klaipeda Science and Technology Park is a non-profit organisation responsible for coordinating technology transfer and commercialisation. It has a broader scope than the maritime industry, with activities in a number of sectors. In addition, several important industry associations consolidate key players in the main maritime sectors of Lithuania.

4.5.1.4Facilitation and governance Within the Klaipeda Maritime Cluster, several organisations work with facilitating and stimulating cluster development, in order to increase its innovation capacity and promote economic development. The activities are mainly carried out as a part of the Marine Valley program, which has led to the establishment of the Baltic Valley Association and created increased collaboration among actors such as Klaipeda University, Klaipeda Science and Technology Park and various industry associations. In a sense, these organisations can be seen as a collective force that acts as a facilitator for cluster development. The core people involved often represent more than one organisation and their boundaries are not always clearly defined. Through the framework set by the Marine Valley program, the Baltic Valley Association is responsible for developing linkages between research institutions and industry. By establishing a formal membership based network of actors, it works as a cohesive force in the cluster. The association also arranges dissemination activities, such as conferences, workshops and seminars, to reach out to existing and potential members as well as to promote development in general. In addition, the Baltic Valley Association plays an important role for the strategic development of the cluster. It supports and drives the development of strategic plans, markets and represents the cluster as well as manages collaborations with external national and international partners, such as the other Lithuanian industry clusters. The association is also highly involved in developing the infrastructure investments made within the Marine Valley program, where it develops and maintains the accessibility of facilities and capabilities, identifies knowledge gaps, monitors the technological development and provides expert knowledge. Klaipeda Science and Technology Park is responsible for coordinating technology transfer and commercialisation, by creating collaborations among actors from both industry and research institutions and by providing a shared office facility. It also acts as an incubator, developing entrepreneurial projects in order to commercialise the findings of researchers. In addition to the activities that are a part of the Marine Valley program, other actors work with facilitating and stimulating innovation and economic development. An example of this is the various associations that create networks and collaborations between firms in a specific industry and influence relevant policy through lobbying activities. The governance of the facilities established through the Marine Valley program will be facilitated via the Centre of Maritime Science and Research, which is under development. It aims to gather the currently scattered key experts and managers of Klaipeda University, Baltic Valley Association and Klaipeda Science and Technology Park, enabling a continuous maintenance of the infrastructure. Copyright © REMCAP Consortium

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4.5.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasized that it is not evidence based. A summary of the cluster characterisation is provided in Table 15. Table 15. Summary of characterisation of Klaipeda Maritime Cluster.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Strong Weak Medium Very strong Weak Weak Very weak Strong Very weak Medium

4.5.2.1Strategic interaction The cluster is considered to have a strong performance with regards to strategic interaction, which has been driven by the large infrastructure investments within the Marine Valley program. For example, a long-term strategic plan, describing priority areas and an action plan for cluster development, has been drafted. It is currently being reviewed and discussed by different stakeholders, and efforts to increase business support are ongoing. The Baltic Valley Association has, together with Klaipeda University, been leading the work with the proposed strategic plan, and accordingly acts as a driver for strategic interaction. In general, strategic interaction between the cluster's actors is facilitated by its relatively small size; there are few actors and they are concentrated in a limited geographical area. This makes "everyone know everyone", which stimulates strategic discussions.

4.5.2.2Policy influence Klaipeda Maritime Cluster is considered to have a weak performance with regards to policy influence. On the regional and national levels, the cluster influences policies and strategies through various committees and other linkages to the policymakers. The Baltic Valley Association is very active in this process by highlighting barriers to innovation and market opportunities. On the European level, the influence comes mainly through international projects, focusing on research and technology development as well as cluster development and policy issues, where the cluster plays an active role in shaping European and Baltic Sea policies and strategies. In addition, the Lithuanian government acts within the EU institutions. However, several different ministries manage the communications towards the EU with regards to maritime matters, and there is a lack of coordination. The Baltic Valley Association does not currently have a formal mandate to coordinate lobbying activities towards the EU and therefore has a rather passive role in this matter. Copyright © REMCAP Consortium

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Despite being a small country, Lithuania has an opportunity to influence EU policies and strategies during its presidency in EU. One of the strategic aims declared in the program of the presidency is facilitation of the European Integrated Maritime Policy and particularly the establishment of a maritime area planning system. 28 Lithuania is responsible for the final proposal of a directive that will establish a framework of spatial maritime planning and coastal governance, and expects to see an agreement within the European Council. Should these proposals be adopted, they would allow for progress in implementing the long-term strategy expected to serve as a basis for growth of the entire maritime sector (Blue Growth). This is very beneficial for the country's economy in general and maritime sector in particular.

4.5.2.3Networks, linkages and interaction Klaipeda Maritime Cluster is considered to have a medium performance with regards to networks, linkages and interaction. The networks and linkages between actors in the cluster, particularly between the science and business communities, are in a quite early development stage. Today, strong linkage can be observed between the research actors and the port, including port related companies. But historically the research actors have not always been able to support the industry with the existing and growing research capabilities and competence, due to an obvious gap between the research service providers and the companies that benefit from using them. Conversely, there are other areas where the research actors, participating in international projects and international scientific networks of collaboration, have been way ahead of the local industry. This is changing now and the incentives for collaboration are at a growing pace of development. However, the cluster has a number of strengths to build on when it comes to developing networks, linkages and interaction. The investments in research and innovation infrastructure within the Marine Valley program will develop research capabilities and competence in areas that are more in line with the industry's interests, which will increase the incentives for collaboration. There are also initiatives aiming to create business activity in the areas where the research actors have leading capabilities. In addition, most important actors in the cluster, for example the Baltic Valley Association, Centre of Maritime Science and Research of Klaipeda University and Klaipeda Science Park, are located in the same place. The key people working with cluster development know each other well and tend to work across organisational boundaries. In general, the size of the cluster, both in terms of number of actors and geographical area, and the large investments in innovation capabilities create the right conditions for productive communication. Still missing are the incentives linking research and innovation capabilities with industry demand. The Baltic Valley Association works actively with developing networks and linkages as well as stimulating interaction by organising promotion meetings, workshops and conferences, whereas actors such as the Centre of Maritime Science and Research and Klaipeda Science Park handle the operational part of the cluster through initiating various research and development projects. The Baltic Valley Association also maintains its own network of actors that are considered the core of the cluster. These include a number of industry associations that carry out similar roles and maintain networks of companies.

28

EU2013.LT, Program of the Lithuanian Presidency of the European Union 1 July to December 2013. Available at http://static.eu2013.lt/uploads/documents/Presidency_programme_EN.pdf

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4.5.2.4Public investment The cluster is considered to have a very strong performance with regards to public investment. A main driver for cluster development is the major investments in research and innovation infrastructure from the EU structural funds and the national government, within the Marine Valley program. The investments not only increase the cluster’s innovation capacity, but also enable further public investment by facilitating participation in international research and development initiatives. In addition, the cluster benefits from gathering the national maritime sector, which emphasizes its importance for the country’s economy. The Baltic Valley Association was originally established as a coordinator for the Marine Valley program. Though its exact role is still being defined, the organisation plays an important part when it comes to identifying knowledge gaps, monitoring the technological development and providing expert knowledge. This makes it possible to target investments more effectively.

4.5.2.5Private investment The cluster is considered to have a weak performance with regards to private investment, since they are highly limited. There are few large companies that have the resources to invest in large research and development projects with long pay-back times. The few exceptions include shipping and stevedoring companies, which on the other hand see little value in collaborating with other actors in the cluster because of the mismatch in capabilities. Stimulating private investments in research and innovation to increase the volume of activity and build engagement is an important challenge for Klaipeda Maritime Cluster. Without participation from private actors the programs run the risk of becoming too research focused, which can make the investments ineffective. Nevertheless, it is worth to mention that smaller companies (local and from abroad), which are already benefiting from the facilities created in the Marine Valley program, are investing in the maintenance and development of particular investigation methods and equipment, the preparation of high level personnel to be able to operate the modern techniques and provide relevant scientific knowledge as well as the high quality service for other industry/business actors on the national and international level. The Baltic Valley Association works actively with stimulating private investments by creating business contracts for utilising research infrastructure and participating in research and development projects. The ambition is to be able to provide research and innovation services to businesses and thereby generate income to maintain and develop the infrastructure.

4.5.2.6Technology and knowledge base Klaipeda Maritime Cluster is considered to have a weak performance with regards to technology and knowledge base. The cluster's technology and knowledge capabilities are embedded primarily within the Centre of Maritime Science and Research of Klaipeda University and the large shipbuilding and stevedoring companies. Research institutions are strong in research relating to the maritime environment, but their capabilities in the field of development of modern maritime technologies are in an early phase of development. The industry actors, on the other hand, demand research capabilities, knowledge and skilled labour in fields that relate to maritime technology, but less so in the fields that relate to marine environment. The resulting mismatch acts as an important barrier to Copyright © REMCAP Consortium

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innovation in the cluster. The Marine Valley program has been designed to overcome this barrier by building research and innovation capabilities in maritime technology, so that the shipbuilding and stevedoring companies can utilise shared research infrastructure and source knowledge and competence from within the cluster. Furthermore, it opens the scene for emerging business and industry such as offshore energy, oil and gas, and aquaculture. The Baltic Valley Association, Klaipeda University and Klaipeda Science and Technology Park work actively to improve the technology and knowledge base in the cluster by coordinating activities within the Marine Valley program, identifying capability gaps and attracting new investments. They also stimulate entrepreneurship in marine environment, building on the existing research and knowledge capabilities in the cluster, as well as facilitate the transfer of technology and knowledge to the established fishing sector.

4.5.2.7Human capital The cluster is considered to have a very weak performance with regards to human capital. On the one hand the potential to create the required human capital is high, but on the other hand it is not used properly, since the research actors have not had the right opportunity to prove their competence and capabilities. Lacking the tight linkage with industry/company demand, they have not been able to train engineers and other professionals that are demanded by the industry. Instead, many of the large companies educate their own employees. The Baltic Valley Association and the other facilitating actors have established communication with the industry about the issue and performed various studies that have mapped the supply and demand of skills. This has fed into the design and development of the Marine Valley program, which in part aims to improve the supply of skilled labour to the industry, and also to further on be able to even export well educated labour

4.5.2.8Physical infrastructure Klaipeda Maritime Cluster is considered to have a strong performance when it comes to physical infrastructure. It is concentrated around Klaipeda's large port, which can be viewed as the origin of the maritime business activities in the region. The port and its supporting infrastructure are key strengths for the cluster, and the basis for many activities. The most important physical research infrastructure in the cluster includes two research vessels: one modern multifunctional vessel equipped with advanced marine and coastal zone research equipment, drilling facilities and precise dynamic positioning system; and one smaller vessel for shallow water monitoring. It also comprises a lab complex and an aquaculture research centre. They have all been acquired as a part of the Marine Valley program and are managed by the university and related research institutions. In addition to these facilities, private companies in the cluster have advanced equipment for coastal exploration, modern equipment for efficient stevedoring operations, facilities for shipbuilding, oil and gas exploration, and engineering investigations. The research facilities that have been acquired as a part of the Marine Valley program have 'openaccess' status, meaning that all actors in the cluster should be able to utilise them for their respective research and development activities. The Baltic Valley Association, and increasingly the Centre of Copyright © REMCAP Consortium

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Maritime Science and Research, works actively with ensuring the accessibility of the infrastructure and developing a service-model, where private companies can access both the physical facilities and professionals that have the competence needed to use them.

4.5.2.9Presence and engagement of large firms The cluster is considered to have a very weak performance with regards to the presence and engagement of large firms. The main large firms in the cluster are Klaipeda Oil Company, Western Shipyard, BEGA, KLASCO and the Achema group. They all engage with the research and public actors in the cluster by using different services, and some are already members of the Baltic Valley Association. However, the engagement of large firms is considered a weakness for the cluster. Multinational companies are important for attracting resources and investment as well as for linking smaller companies to international markets. But the cluster’s large firms act mainly as suppliers rather than customers, which limits the positive effects. This is considered normal since the cluster is in an early stage of development; in order to attract more large firms it needs to develop capabilities and offerings that these actors demand. Attracting more large firms to the cluster is a key task for the Baltic Valley Association and the other facilitating actors. They do this primarily by engaging in international research and development projects, which create links to large firms outside the cluster.

4.5.2.10

Access to markets

The cluster is considered to have a medium performance when it comes to access to markets, which is very much dependent on the presence and engagement of large firms. Nevertheless, current initiatives and strategic projects are clearly identifying the near future markets. Currently, a HVDC link with Sweden (NordBalt) is under development, which will open access to the EU electricity market. The newly developed LNG terminal creates a new market related to the worldwide trade of liquid natural gas. Ongoing feasibility and environmental impact assessment studies on offshore wind energy projects facilitate the development of a new renewable energy market that is being very actively trigged by local industry players. Developed research facilities within the Baltic Valley program are direct links to the EU marine research service market. Also, increasing capabilities of modern geophysical and geological investigations, and a number of oil and gas related companies, have the realistic potential to create a new market in offshore oil and gas exploration including recently emerged shale gas industry. It should further be mentioned that the cluster’s actors currently benefit from competitive wages compared to many neighbouring countries, which opens up access to markets on a more operational level that does not require advanced technology or world-class knowledge capabilities.

4.5.3 SWOT analysis Based on the description and characterisation of Klaipeda Maritime Cluster given in this section, as well as on conclusions from Chapter 3, a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below.

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Table 16. SWOT analysis of the Klaipeda Maritime Cluster.

Strengths • Major public investments in research and innovation capabilities through the EU structural funds. • National recognition as a maritime cluster. • Regional concentration of activities and strong natural networks for communication. • Strong research capabilities in marine sciences. • Extensive industry activity in the shipbuilding, ship repair and port related sectors. • Competitive wages in a European context.

Weaknesses • Limited industrial activity in most maritime areas, except for shipbuilding, ship repair and stevedoring. • Weak research capabilities in maritime technology. • Mismatch between research capabilities and industry needs. • Lack of well-defined structures and mandates for cluster governance and facilitation. • Low engagement of large firms and limited access to private investment.

Opportunities • Overcome traditional mismatch in capabilities between industry and research community to create good conditions for building innovation capacity that meets future demand from emerging markets. • Strengthen the innovation landscape by drawing on public support and recognition, regional concentration, and strong networks. • Access and exploit European structural funds. • Influence European policy though the Lithuanian Presidency in the EU. • Harness the capacity that is under development through the large investments in the cluster.

Threats • The innovation capabilities are in many areas weaker relative to other European maritime clusters, and it may be difficult to catch up and become competitive. • Lack of well-defined structures and mandates for cluster facilitation may inhibit development and obstruct much needed engagement from private actors. • Lack of human capital may make it difficult to exploit the opportunities brought by the investments in physical infrastructure. • Limited private investment may cause the development to stagnate.

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4.6 Portugal - OCEANO XXI This section describes and analyses the Portuguese national maritime cluster OCEANO XXI. It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.6.1 Description OCEANO XXI is an initiative that covers the entire Portuguese maritime sector. It is accordingly a national cluster, though its activity is concentrated the north and central regions. The industry activities are broad, covering a wide range of maritime areas, though quite traditional in their operations. The research community has strong capabilities in most fields relevant for the maritime sector. Being recognised as a national cluster initiative has brought substantial investments in capacity building, and also led to the establishment of a cluster organisation, using the same name as the cluster. Below, OCEANO XXI is described in terms of its history and background, scope and activities, main actors, and facilitation and governance.

4.6.1.1History and background Portugal has a long tradition of being dependent on the sea and its resources. For centuries, the oceans enabled the Portuguese empire to flourish through trading, exploring and colonisation as well as to exploit the Atlantic fish stocks. With an Economic Exclusive Zone of more than 1,700,000 square kilometres, which is 18 times its territorial space and one of the largest in Europe, the importance of the maritime industry has continued in present time. Examples illustrating that the sector is considered a national strategic area include: • • • •

The 1998 Lisbon World Exposition, Expo 98, was executed under the slogan “The Oceans, Heritage for the Future”. The development of the new Portuguese National Maritime Strategy for the time period 2013-2020. The creation of a Task Force for the Extension of the Continental Shelf. The establishment of the Secretariat of State for the Maritime Affairs in the Portuguese government.

There was in 2009 a government initiative under the COMPETE financing program to establish a more formalised cluster structure and a supporting organisation; a public cluster policy similar to the French ‘Pole de Competitivité’ program. The French program is covering several of the country’s industry sectors, which was also the case in Portugal. In total eight clusters and eleven technologies and competitiveness poles received official recognition and funding, based on so called Collective Efficiency Strategies, which are coherent action programmes aimed at innovation, qualification and modernisation of national or regional economic sectors.

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Regional networks and initiatives in northern and central Portugal, which had developed organically over many years, initially competed in the government call, but later joined forces and merged to one initiative with a national scope. This was the start of the organisation OCEANO XXI, which today acts as the cluster organisation for the Portuguese maritime cluster.

4.6.1.2Scope and activities OCEANO XXI is a national cluster that aims to gather the entire Portuguese maritime sector. It has until now mostly been concentrated to the northern and central regions, where the country’s maritime activity is more prominent. This is also where most of the formal members are located, partly due to historical reasons and the fact that the organisation’s head office is located in Porto. However, it is presently enlarging to include more of the activities and actors in the Southern regions as well. The maritime industry is generally quite traditional in its activities, though modern maritime technology certainly exists. It is dominated by fishing, fish processing and fish farming, tourism and recreation as well as transportation, logistics and port operations. Shipbuilding used to be a strong industry, but it has declined, as in many other European countries, and nowadays focus on maintenance and repair works. There is also substantial activity in emerging maritime industries such as offshore renewable energy and blue biotech, primarily within the research community and spinoff companies. Moreover, robotics and ICT are also emerging activities that are enablers to the modernisation of traditional sectors such as port, maritime transports and security, and also allow the development of new activities in the fields of energy and seabed-mining, among others. Finally, the sector has very limited activity within aggregates, dredging and seabed mining. With the REMCAP focus markets as a basis, the cluster’s distribution of activity is indicated in the table below. Table 17. The OCEANO XXI cluster’s distribution of activity for the REMCAP focus markets.

LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Seabed Mining Total

10 % 10 % 15 % 20 % 10 % 25 % 5% 5% 100 %

4.6.1.3Main actors The industry actors in the cluster are primarily active in sectors such as: port maintenance and logistics, fishing and fish processing, aquaculture, shipbuilding (leisure boats) and repair as well as offshore renewable energy. There are also many firms that provide banking, insurance, lawyer and consulting services to the sector, and a number of promising high-tech start-up companies. Examples of large firms in the cluster are: Copyright © REMCAP Consortium

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Euronete - A supplier of fishing nets, wire and fibre ropes. Aquasoja - A supplier of fish feed to fish farms. Estaleiros Navais de Viana do Castelo, ENVC - A shipyard active in designing, building, repairing and converting commercial and military medium sized vessels. Docapesca - A state-owned company working with commercialisation and distribution of fish products.

Other important companies are the public corporations that maintain the port terminals and logistics infrastructure around some of the country’s main ports in Leixões, Sines, Aveiro, and Figueira da Foz. Furthermore, industry associations that gather firms, active in a particular sector, often represent the business community in the cluster. Some examples of this type of organisations are the Portuguese Association of Industrial Fishing Shipowners, the National Association of Manufactures of Canned Fish and the Portuguese Association of Naval Industries (Shipbuilding and Ship repair). The research community in the cluster is dominated by universities such as University of Aveiro, University of Porto, Technical University of Lisbon and University of Coimbra. Their research and education activities cover most of the areas relevant for the maritime sector. Also Polytechnics Institutes such as ISEP - School of Engineering Polytechnic of Porto, IPVC - Polytechnic Institute of Viana do Castelo, and IPL - Polytechnic Institute of Leiria, are important for the cluster. Within, or closely tied to, these and other universities in the cluster, there are a number of research groups and centres that engage more actively in the maritime sector by associating themselves to OCEANO XXI as partner organisations. These include: • • • • •

• •

Centre for Biotechnology and Fine Chemistry, CBQF - A research centre within the Portuguese Catholic University. Interdisciplinary Centre of Marine and Environmental Research, CIIMAR - A research and education centre within University of Porto. Marine and environmental research centre, IMAR - CMA - A research centre within University of Coimbra Institute of Mechanical Engineering and Industrial Management, INEGI - An interface organisation between university and industry, founded by University of Porto. Institute for Systems and Computer Engineering of Porto, INESC Porto - An interface organisation between industry, research community and public actors, founded by universities in the Porto area. Marine Resources Research Group, GIRM - A research group within the School of Tourism and Maritime Technology at the Polytechnic Institute of Leira in Peniche. 3B’s Research Group - A research group, focusing on biomaterials, biodegradables and biomimetic, within University of Minho.

Some companies such as: Critical Software, Glintt, Euronete, among others also play a relevant role in research applied to several economic activities of the sea economy. The most important public authorities on the regional level are the inter-municipal communities in the Minho-Lima, Aveiro and Oeste regions, which have historically acted as drivers of cluster development. The national government ministries and agencies also play an important role for the

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cluster, by providing funding and recognition as well as by acting as a cohesive force between the regions. Lastly, the organisations, platforms and centres that facilitate and stimulate cluster development are key actors in the cluster. The most prominent one is obviously OCEANO XXI, which has a national mandate and funding to facilitate and govern the maritime cluster as a part of the COMPETE program. However, a number of other actors have similar missions, though focusing on different cross-sections of the Portuguese innovation system that are still relevant for the maritime sector. For example, EnergyIN, OCEANO XXI’s counterpart in the energy cluster within the COMPETE program, has energy related activities and partners that are highly relevant for offshore renewable energy. In addition, platforms such as WavEC, which focus on offshore renewables, have similar roles but narrower sectorial focuses and a lack of formal recognition as national clusters.

4.6.1.4 Facilitation and governance OCEANO XXI is, as mentioned, recognised by the COMPETE program as the organisation responsible for managing and fostering the Portuguese Sea Knowledge and Economy Cluster. It is a public nonprofit organisation, which aims to boost the cluster by promoting cooperation among scientific institutions, enterprises and associations related to the many branches and activities whose functional area of end demand is the sea. The objectives are to: 29 • •

• •

Value the ocean as a source of wealth and knowledge and the sustainable exploration of its resources. Promote inter-company and inter-institutional coordination, as well as cooperation between public and private stakeholders who intervene in marine affairs, in accordance with a philosophy that values active participation and bottom-up construction. Modernise traditional oceanic activities and develop new, innovative activities, products and services aimed at exportation. Reinforce research, technological development, innovation and training in marine matters.

The organisation is governed by an Executive Board and a Fiscal Council as well as the General Assembly. Its activities are carried-out by an Executive Team, which currently employs five people. It has 63 members, a number that has nearly doubled over the last three years. Together, they represent research institutions, large and small businesses, public actors and industry associations, mainly sectorial associations and an entrepreneurship association that gathers companies operating in the sea economy – FEM - Business Forum for the Economy of the Sea, from all over Portugal. The latter often represent a large number of businesses in a particular sector, which in a sense can be seen as indirect members of OCEANO XXI. It is, however, a challenge to engage particularly large firms more directly. The turnover is around 280 000 Euros, most of which is project specific. See Table 18 for an approximate breakdown of the organisation’s revenues. Table 18. The funding sources of the cluster organisation OCEANO XXI.

Funding source Public authorities 29

Project specific

Non-project specific

12 % 49 %

0% 0%

EU National

http://www.oceano21.org/info.asp?id=20&LN=EN, 2013-07-26

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6% 6% 0% 5% 78 %

Research actors Industry actors

Large SME

Total

2% 4% 2% 14 % 22 %

OCEANO XXI’s main activities, supporting its objectives, can be divided into four main topics: innovation, internationalisation, cooperation and entrepreneurship. To increase the innovation capacity of the cluster, the organisation facilitates collaborations between the business and research communities. The members are organised in working groups focused on different parts of the maritime sector, for example shipbuilding, fishing, and aquaculture, where knowledge and ideas can be exchanged and transformed into concrete research and innovation projects. Internationalisation is stimulated by organising displays at international exhibitions, hosting the maritime conference Forum do Mar, initiating and participating in European collaborative projects, and direct collaborations with maritime clusters in other countries. Activities aimed at facilitating cooperation focus on building networks and linkages both within the cluster and with external actors and regions. Finally, there is some collaboration with UPTEC regarding entrepreneurship, namely in the field of training. This cooperation will be reinforced in the future after the conclusion of the Sea centre facilities of UPTEC, the Science and Technology Park of University of Porto. A core part of the cluster initiative, based on the recognised Collective Efficiency Strategy for the maritime sector, is the major investments in anchor projects aimed at increasing the cluster’s innovation capacity. These projects include for example the following projects: • •

• • • •

Ecomare - An oceanographic laboratory and rehabilitation centre for marine animals (University of Aveiro). The Sea Centre of the Science and Technology Park of University of Porto, UPTEC - A centre for technology transfer, commercialisation, business incubation, training and science communication in the maritime sectors. Consupesca - Research project aimed at reducing the fuel consumption of fishing vessels. Panthalassa - Research project on food safety in the fish conservation and processing industry. New Cruise Terminal - Construction of combined cruise ship terminal and research facilities, including offices, laboratories and science and technology parks. Nautical Centre of Viana do Castelo – Construction of recreational boating and water sports facilities.

Since the anchor projects are a part of the cluster strategy, they receive certain benefits in terms of better funding conditions and more streamlined administration from national authorities. OCEANO XXI is responsible for labelling projects that are in line with the strategy, to give them official recognition.

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4.6.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasized that it is not evidence based. A summary of the cluster characterisation is provided in Table 19.

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Table 19. Summary of characterisation of OCEANO XXI.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Medium Strong Medium Strong Very weak Strong Strong Medium Weak Medium

4.6.2.1Strategic interaction The cluster is considered to have a medium performance with regards to strategic interaction. Nonetheless, the cluster initiative, which is manifested by the establishment of the cluster organisation and the investments in the anchor projects, is a result of two processes where actors from the business and research communities, as well as public actors, together developed regional strategies for the maritime sector. In 2012, OCEANO XXI initiated a strategy process for the national cluster. It involved identifying a number of value chains where the cluster has its main strengths and activities, gathering members and other actors for strategic discussions, and performing SWOT analyses for each value chain. The process resulted in the strategy document Sea Challenge 2020, which presents the conclusions from the SWOT analyses. A broad group of actors from the different value chains support the document, which also serves as a guide for OCEANO XXI’s further development. A challenge for the cluster is, however, to involve companies directly in the strategic processes. Most often they are represented by industry organisations, which is resource efficient but makes the business influence quite indirect and inhibits interaction.

4.6.2.2Policy influence The cluster is considered to have a strong performance with regards to policy influence. The cluster initiative is itself a result of successful policy influence in recent years, which is particularly significant on the regional and national levels. At present, OCEANO XXI performs lobbying activities aimed at making regional authorities include the maritime sector in strategic programs and provide funding for cluster development. The lobbying activities have proven to be very successful; previously, only the northern region had allocated money for the sector, but for the coming period all Portuguese regions have recognised its importance by allocating funds. On the national level, OCEANO XXI has contacts with the public authorities that are responsible for marine and maritime affairs. The organisation participates in working groups, discuss policy and debate the national strategy for the sector. Oftentimes, policymakers on the national level ask for advice on various issues where its staff and network have expertise. Internationally, OCEANO XXI contributes to the Atlantic area strategy process and attends Copyright © REMCAP Consortium

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meetings and workshops with other maritime clusters and CPMR, the Conference of Peripheral Maritime Regions, in order to discuss European policy directives. A part from the activities carried-out by OCEANO XXI, actors such as industry associations, centres and platforms as well as other national clusters, engage in influencing policy in a way that also benefits the maritime cluster.

4.6.2.3Networks, linkages and interaction The cluster is considered to have a medium performance with regards to networks, linkages and interaction. OCEANO XXI and its member organisations constitute a key network in the Portuguese maritime sector. In particular, the working groups, based around the eight value chains that were identified in the Sea Challenge 2020 strategy process, give rise to linkages and interaction between actors in the research and business communities. Besides OCEANO XXI, there are numerous other organisations that maintain networks, create linkages and stimulate interaction in certain areas of the maritime sector. Industry associations play this role to large extent, and cluster initiatives in related sectors, for example energy, transportation, ICT and tourism, also build networks that benefit the maritime sector. It is considered very important for the cluster to increase the linkages and interactions with other clusters in Europe and internationally. This is partly because OCEANO XXI needs to learn from other cluster organisations in order to improve its operations and strategy. But primarily, it is its members and other actors in the clusters that benefit from linkages to other regions, since they can lead to business opportunities, collaborations and various research and development projects. The conference and business contacts organised each year within Forum do Mar by OCEANO XXI, is one important part of the work with creating linkages to other clusters. In addition, the organisation interacts with French clusters in the PACA and Brittany regions as well as with actors in Southampton, Norway, Spain and other countries around the world. There is, however, significant room for improvement when it comes to the cluster’s networks, linkages and interaction. A key challenge is to attract more participants from the business community to the cluster organisation and its various collaborative initiatives. Also, the existing networks would benefit from increased participation of actors from all regions in Portugal, in order to have a balanced contribution from different parts of the national territory.

4.6.2.4Public investment The cluster is considered to have a strong performance with regards to public investment. Most of the public investments that the cluster benefits from are based on the Collective Efficiency Strategy, which brings particularly good support to projects that match the strategic plan. One example is the so-called anchor projects, which are listed in the previous section. In total, the investments in these projects amount to about 70 million Euros, of which more than half comes from the EU structural funds and the rest from the national government as well as some private contributions. There are also a large number of smaller projects with EU funding. Another key public investment is the national and regional support for the cluster organisation OCEANO XXI and the development of the maritime cluster.

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A key challenge when it comes to public investment is to come up with the required co-financing for EU supported project. The economic situation in Portugal is harsh, and both public and private actors struggle to be able to provide the capital needed.

4.6.2.5Private investment The cluster is considered to have a very weak performance with regards to private investment. This is mainly due to the current economic situation that is prevailing in Portugal and several other European countries. The situation brings not only a severe lack of domestic private capital, but also insecurity, which inhibits investments from foreign actors. Despite the economic situation, there are a number of singular investments that benefit the cluster’s innovation capacity. For example, the company Euronete, which manufactures fishing nets, mooring cables for offshore platforms as well as fibres and structures for other maritime applications, has recently invested heavily in production and product development capacity in Portugal. OCEANO XXI works actively to enhance the private investments in the cluster. For example, it endorses privately funded projects that benefit the cluster as a whole, by signing an endorsement letter that gives the investors certain benefits. This is an activity that is not restricted to the members of OCEANO XXI, but aimed at all relevant actors.

4.6.2.6Technology and knowledge base The cluster is considered to have a strong performance with regards to technology and knowledge base. The core is within the established fields of fishing, fish processing and aquaculture, but the cluster is also strong in blue biotech, primarily in pharmaceuticals applications. In the emerging fields, the cluster has technology, research and knowledge capabilities in ocean energy. It also has key capabilities in supporting sectors such as robotics. In these areas, the industrial activity is still low, a part from a number of university spin-offs. There are also some research capabilities that relate to aggregates, dredging and seabed mining, but the industry sector is very small. Most actors focus on monitoring environmental consequences. In general, there has been a rapid development of research capabilities in the Portuguese maritime sector over the last 20 years. The current challenge is turn these capabilities into innovations that can create economic development.

4.6.2.7Human capital The cluster is considered to have a strong performance with regards to human capital. However, there are some sectors of the sea economy where there is a misalignment between the educations offered by the research and education actors and the demand from business. The key challenge in Portugal is that companies are not able to hire new staff because of the economic situation. This has led to significant emigration of skilled labour to countries such as Germany, UK, Norway and Brazil. On one hand, this is positive since it means that students that have spent many years in academic educations can still find qualified jobs. But on the other hand it is a major long-term risk, since it may lead to a situation where the Portuguese companies in the sector cannot find the competence they need when the economy starts to improve. Another problem is that students that graduate from universities, especially from technical educations, lack certain soft and transversal skills that companies demand from engineers and technicians. Copyright © REMCAP Consortium

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OCEANO XXI has recently performed a regional study on skills gaps in the maritime sector of MinhoLima region. There were also some related findings in the strategy process leading up to Sea Challenge 2020. A part from that, the organisation does not work specifically with this area of cluster development.

4.6.2.8Physical infrastructure The cluster is considered to have a medium performance when it comes to physical infrastructure. Its research and innovation facilities are well developed, with the most prominent ones being the following: • • • • •

Laboratories for biotechnology, biochemistry etc. Pilot plant for studying food processing technology A wave tank test facility for ocean energy The Pico Power Plant – a test installation for wave power Vessels for marine field studies and relates research technology

In addition, the on-going anchor projects, as well as the Sea Centre of UPTEC and ECOMARE of University of AVEIRO, will add to the physical infrastructure, for example through the combined cruise ship terminal and research facility, which is under construction. The main challenge when it comes to physical infrastructure is to improve the conditions for marine field work. In addition, legal and regulatory barriers often limit the accessibility of established facilities to perform field work at the sea.

4.6.2.9Presence and engagement of large firms The cluster is considered to have a weak performance with regards to the presence and engagement of large firms. The Portuguese maritime sector has a number of large firms with world-class capabilities. However, they most often engage with the cluster through trade and industry organisations rather than through the cluster program, though some have chosen to become members of OCEANO XXI and accordingly engage more directly. OCEANO XXI works to increase the engagement of large firms by attracting them to the organisation’s member network. This is done through meetings and workshop where three main reasons for joining are promoted: lobbying, networking and finding opportunities. However, some large firms are in a sense too large to see any point in joining the organisation, at least the value is more limited than for a smaller actor that lacks its own lobbying organisation and other key capabilities that OCEANO XXI can provide. The work with attracting new large firms to Portugal is however limited due to resource constraints. OCEANO XXI often provides information and forwards contacts to and from large international firms, but the economic situation makes it difficult to attract them to the country.

4.6.2.10

Access to markets

The cluster is considered to have a medium performance when it comes to access to markets. This is, however, very important for the cluster, since the domestic market is shrinking, which makes it essential for the cluster’s firms to access international markets. Large firms perform quite well in this Copyright © REMCAP Consortium

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aspect since they have resources to market their offerings on the global market, but smaller firms struggle with gaining the crucial access to international customers. OCEANO XXI has three approaches to stimulating the smaller companies’ access to international markets. First, it organises the Forum do Mar, which is very much focused on matchmaking between the cluster’s firms and international actors. This has led to good results and feedback from companies that have gotten valuable contacts. Second, it organises missions to other clusters. For example, a workshop on Forum do Mar led to a visit to the French maritime cluster in Brittany, where Portuguese firms could meet and discuss opportunities with French actors. The mission will in the near future be reversed, so that French firms can come to Portugal. Also, a similar exchange with Norway is under development. And third, it participates on international exhibitions and trade shows. However, the cluster’s wide scope makes it difficult to reach concrete results through these events, and it is therefore often better to leave this task to more specialised facilitating actors, such as industry associations or more focused cluster initiatives.

4.6.3 SWOT analysis Based on the description and characterisation of OCEANO XXI given in this section, as well as on conclusions from Chapter 3 a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below. Table 20. SWOT analysis of the OCEANO XXI cluster.

Strengths • Support and recognition from regional and national authorities. • Research capabilities and infrastructure covering all areas of the maritime sector. • Broad industrial activity. • Major public investments in capacity building. • Well-organised cluster organisation with resources for facilitation and communication activities. Opportunities • Build innovation capacity that meets future demand from emerging markets by drawing on public recognition and support as well as well-organised cluster facilitation and communication activities. • Harness the benefits of being a national maritime cluster. • Access and exploit European structural funds. • Transfer technology and knowledge from the prominent research community.

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Weaknesses • Difficult economic situation with lack of jobs and opportunities for skilled professionals. • Concentration of activity to north and central regions, though national scope and ambition. • Low engagement from private actors and difficulties in attracting large firms. • Traditional industries with low penetration of new technology. Threats • The difficult economic situation may lead to under-investment. • Insecurity in terms of the future of OCEAN XXI; the organisation has to apply for renewed recognition as a national cluster organisation. • Emigration may lead to competence drainage that inhibits development.

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4.7 Sweden - Western Sweden Maritime Cluster This section describes and analyses the Western Sweden Maritime Cluster. It begins with an introductory description, containing general information about the cluster and its background. It then characterises the cluster from the perspectives of the identified key success factors. And lastly, it provides an analysis of its strengths, weaknesses, opportunities and threats. The chapter is based on interviews with experts and experienced professionals from the cluster as well as information from reports and websites. The interviewees and other sources of information are listed in Appendix 3.

4.7.1 Description The Western Sweden Maritime Cluster is located in the Region of Västra Götaland, with the city of Gothenburg as the focal point. The business and research communities are both strong, with broad and world-leading capabilities in most areas of the maritime sector. There is no single organisation that governs and facilitates cluster development activities, though a coordination group has recently been set-up as a triple-helix collaboration. Below, the Western Sweden Maritime Cluster is described in terms of its history and background, scope and activities, main actors, and facilitation and governance.

4.7.1.1History and background Sweden is surrounded by water and has the EU’s longest coastline. The maritime sector, particularly shipping and fishing, has played an important part in the county’s history. A large part of the maritime competence and activity in Sweden has existed, and still exists, in the Region of Västra Götaland with the city of Gothenburg as a focal point. The concentration of competence and activity has over the years developed based on the opportunities for fishing and transportation that the region’s location provides. The Western Sweden Maritime Cluster has grown and evolved organically over many years, without any specific facilitating organisation or governance structure. However, recent events and initiatives, such as the Maritime Strategy for Västra Götaland 30 that was presented in 2008 and the cluster review and evaluation project 31 that presented its conclusions in 2012, have put a stronger focus on the cluster perspective of the region’s maritime sector. The implementation of a framework for cluster facilitation and governance has begun, with the establishment of a cluster coordination group in early 2013.

4.7.1.2Scope and activities The Western Sweden Maritime Cluster is, as the name suggest, geographically delimited to western Sweden and the Region of Västra Götaland, though its actors collaborate and engage extensively with actors from other regions, within and outside of Sweden. The private companies in the cluster

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Region Västra Götaland, Maritime Strategy for Västra Götaland, 2008. Available at www.vgregion.se/maritimedevelopment 31 Region Västra Götaland, Maritime Clusters in Västra Götaland, 2012. Available at www.vgregion.se/maritimedevelopment

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have been estimated to employ about 15 000 people, which amounts to slightly less than half of the entire Swedish maritime sector. 32 The cluster has broad business and research activity in many parts of the maritime sector. Areas of particular strength include maritime operations and technology, offshore renewable energy, marine foodstuffs, marine biotechnology as well as tourism and recreation. With the REMCAP focus markets as a basis, the cluster’s distribution of activity is indicated in the table below. Table 21. The Western Sweden Maritime Cluster’s distribution of activity for the REMCAP focus markets.

LEVEL OF ACTIVITY [%] Offshore Wind Ocean Energy Fishing Aquaculture (Fish & Shellfish) Aquaculture (Algae) Blue Biotech Aggregates & Dredging Seabed Mining Total

25 % 20 % 20 % 20 % 10 % 5% 0% 0% 100 %

4.7.1.3Main actors The Western Sweden Maritime Cluster has a large number of companies that are active in different markets within the maritime sector. Many of them are a part of multiple value chains and accordingly strengthen the cluster as a whole. Even though many ships have been flagged out over the recent years, the cluster has a number of shipping companies that are leading in their respective markets, for example Stena Line, transporting goods and people, and Northern Offshore Services, which has targeted the emerging market for vessels for service and maintenance at offshore wind farms. A part from shipowners, the cluster has several companies that offer products and service to the shipping sector, for example shipbrokers and insurers as well as technology suppliers such as TTS Marine and Cargotec. Another part of the maritime sector where the cluster has strong actors is maritime technology for offshore oil and gas extraction, where several companies are currently investing in increased presence in the region. Within renewable offshore energy, the most prominent actor is SKF, a large bearing solution supplier, which supplies critical components to both onshore and offshore wind power installations worldwide. There are also several small technology development companies working with concepts for floating wind, wave and current power as well as biofuels from sea squirts farmed in the ocean. Seabased Industries has, for example, established what is planned to become the world’s largest wave power installation in Lysekil, north of Gothenburg. Furthermore, the cluster has a significant fishing fleet, several large food preparation companies and aquaculture activities focused on mussel farms. Finally, a small number of university spin-offs work with developing different applications of Blue Biotech, for example for anti-fouling purposes.

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The figure excludes tourism and recreation related activity, and only includes limited companies.

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In cluster initiatives, the business community is often represented by the West Sweden Chamber of Commerce and other similar industry and trade organisations. Another example of this type of actor is the Swedish Maritime Technology Forum, which primarily supports technology development and innovation within suppliers and SMEs. The main universities in the cluster are University of Gothenburg and Chalmers University of Technology. They are separate organisations, but cooperate extensively in various research and innovation projects, centres and platform, and education programs. University of Gothenburg has about 37 000 students and 5 900 staff. It has a long tradition of research in marine biology, marine ecology, oceanography, marine chemistry, and marine geology. The field stations at Kristineberg and Tjärnö, within the Sven Lovén Centre for Marine Sciences, serve as key resources for marine research and education. In 2011, the university established the Gothenburg Centre for Marine Research, which is a centre for multidisciplinary marine and maritime research that also involves Chalmers University of Technology. In addition, University of Gothenburg is the administrative host for the Swedish Institute for the Marine Environment, which has a national government mandate to ensure that current research is applied in policymaking, by providing data and information. Chalmers University of Technology has about 10 000 students and 2 700 staff. It has a long tradition of research and education relating to shipping, shipbuilding and marine technology. Other relevant research areas include foodstuffs sciences, bioenergy, environmental systems analysis, chemistry and biotechnology as well as wind and wave power technology. Chalmers University of Technology is also the host of three research, competence and innovation centres that are important for the maritime cluster: •

•

•

Lighthouse - A multidisciplinary research and competence centre, initiated by Chalmers, University of Gothenburg and the Swedish Shipowners Association, focusing on efficiency, security, environmental impact and competitiveness in the shipping sector. The Swedish Wind Power Technology Centre - A research centre that develops knowledge for the onshore and offshore wind power industries, in close collaboration with Swedish companies such as SKF and ABB. The Ocean Energy Centre - A collaboration platform for renewable offshore energy, which gathers a number of quite small technology developers, primarily within wave and tidal power, in order to initiate research and development projects as well as strengthen the growing stakeholder network.

In addition to the universities in the cluster, a number of research institutes are key for its research and innovation capabilities. SP Technical Research Institute of Sweden has a wide range of activities within applied research, testing and certification. For example, the Swedish Institute for Food and Biotechnology (SIK), which is a part of SP, is internationally leading when it comes to developing and implementing life cycle analysis methodologies for fishing, water management and marine foodstuffs. SSPA, owned by the same trust as Chalmers University of Technology, is a technical research institute with unique resources for research and development of maritime technology. Based on its world-class knowledge and towing-tank test facility, originally built in the 1960’s, the institute offers high-end consulting services to the global market. Also, the region is home to the Institute of Marine Research within the Swedish University of Agricultural Sciences, which has strong research and competence in fishing biology.

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The most prominent public actor in the cluster is Region Västra Götaland, which is a regional authority, governed by elected politicians. It is responsible for healthcare, public transport as well as growth and development. As a funding source for research and development, and initiator and driver of strategic initiatives, Region Västra Götaland is a key actor for the development of regional clusters within, among others, the maritime sector. Another important public actor that is located in the area is the Swedish Agency for Marine and Water Management, which is a government authority involved in for example regulatory issues, monitoring and surveillance as well as marine spatial planning. In addition to the public actors that are located in the region, the cluster is influenced by a number of government authorities and other national public bodies. The Swedish Energy Agency, the Swedish Governmental Agency for Innovation Systems (VINNOVA) and the Swedish Agency for Economic and Regional Growth are all important sources for national funding to research and development project that benefit the maritime regional cluster.

4.7.1.4Facilitation and governance The Western Sweden Maritime Cluster has evolved rather organically during many years. A wide variety of actors, centres and platforms have traditionally carried out activities aiming to facilitate and stimulate cluster development. These activities have not been gathered in a specific organisation or structure with an overarching perspective of the region’s maritime sector. Though this is largely still the case, a strategic process, driven mainly by Region Västra Götaland, has begun to promote and establish a more cohesive framework for cluster development. The strategy process has its origins in the Maritime Strategy for Western Sweden 33, which was adopted in 2008 by Region Västra Götaland after having been developed in close collaboration with the research and business communities. Based on the priorities and objectives outlined in the strategy document, a large number of projects for increased innovation capacity in the region’s maritime sector were initiated, with significant funding from Region Västra Götaland. Also, the process led to the maritime sector being pointed out as one of five strategic areas of strength for Western Sweden. In 2011, a review and evaluation of the strategy was initiated, which resulted in what is commonly referred to as the maritime cluster project. After a process including extensive interviews and thematic workshops, covering most areas of the marine and maritime sectors, the project presented its conclusions in November 2012 34. It identified six sub-clusters where the region has significant strengths and various on-going collaborations. Also, it proposed a conceptual cluster framework for communicating, coordinating and organising cluster facilitation activities.

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Region Västra Götaland, Maritime Strategy for Västra Götaland, 2008. Available at www.vgregion.se/maritimedevelopment 34 Region Västra Götaland, Maritime Clusters in Västra Götaland, 2012. Available at www.vgregion.se/maritimedevelopment

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Figure 5. Identified sub-clusters and proposed structure for the Western Sweden Maritime Cluster.

The conceptual framework is based on six meeting points, one for each sub-cluster, see Figure 5. These meeting points can be viewed as separate cluster organisations, with coordination support from the overarching cluster coordination group. The project emphasised that the cluster organisations should function differently, depending on the history and level of development of the particular focus area. It did, however, set up six basic principles that should guide their development: • • • • • •

One organisation must have the administrative responsibility and existing organisations should be used for this purpose, in order to avoid creating additional structures. The leadership should be divided between the research community and the ‘users’ of the research (i.e. industry wither directly or through a public body). Common goals and working programmes must be developed, anchored both within the research community and the ‘users’ of research. A structure for recording and developing proposals for stimulating innovation is needed. Monitoring of activities, strategic intelligence processes and benchmarking can create large benefits. It should be inclusive, but emphasise expectations of active engagement.

The cluster coordination group was established in January 2013 and recently gained official recognition by Region Västra Götaland, the City of Gothenburg, Chalmers University of Technology, University of Gothenburg and the West Sweden Chamber of Commerce. It consists of four employees that are sourced on an in-kind basis from Region Västra Götaland, Chalmers University of Technology and University of Gothenburg. Though the exact role and main activities of the group are still being defined, its overarching tasks include promoting and stimulating innovation in the maritime sector, enabling and facilitating collaborations, initiating research and innovation, coordinating the activities Copyright © REMCAP Consortium

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within the identified sub-clusters as well as highlighting and communicating the inter-dependencies and synergies that exist between the different areas of the maritime sector. Finally, it should be underlined that a large number of organisations in the Western Sweden Maritime Cluster undertake cluster facilitation activities without any formal mandates or structures. However, the establishment of the cluster coordination group and the increasing recognition of the proposed conceptual framework described above are first steps towards a common structure for cluster facilitation and governance.

4.7.2 Characterisation The cluster has been characterised from the perspectives of the identified key success factors described in Chapter 2. The characterisation process has been based on a self-assessment approach and it should be emphasised that it is not evidence based. A summary of the cluster characterisation is provided in Table 22. Table 22. Summary of characterisation of the Western Sweden Maritime Cluster.

Key success factor Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large firms Access to markets

Self-assessment of cluster performance Strong Medium Strong Weak Strong Very strong Medium Very strong Weak Strong

4.7.2.1Strategic interaction The cluster is considered to have a strong performance with regards to strategic interaction, which takes place among the key universities and research institutes, Region Västra Götaland and the business community. The latter is often represented by industry associations or NGOs, which makes it easier to let small companies influence the process. The strategic initiatives within the maritime sector tend to take place on two levels; the overarching cluster level and the sub-cluster level, as described above. On the overarching cluster level, the main initiative is the maritime cluster project described above. On the sub-cluster level, several strategic initiatives are driven by organisations such as Lighthouse and Ocean Energy Centre. One example is the development of strategic research and innovation agendas for shipping and marine technology as well as ocean energy, which has involved actors from across the triple-helix. The agendas will form the basis for major public investments in research and innovation. And though national in their formal scope, they are heavily based on the activity within the Western Sweden Maritime Cluster. The cluster benefits from its actors being concentrated to a small geographic region, with Gothenburg as the focal point. This creates a critical mass of activity and natural linkages, as well as Copyright © REMCAP Consortium

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meeting places for the key individuals and organisations, which are more difficult to achieve when working on a national level. A weakness, on the other hand, is the fact that strategic interaction often takes place on a departmental level in the key organisations, rather than on an overarching management level. This may lead to conflicts with other initiatives and agendas. The recently established cluster coordination group is a result of strategic processes in the cluster, rather than a driver. It is therefore difficult to say which role it will take when it comes to facilitating and stimulating strategic interaction. However, it stands clear that the main actors behind the initiative, Region Västra Götaland, University of Gothenburg and Chalmers University of Technology, have been initiators and drivers of strategic interaction, something that is likely to continue.

4.7.2.2Policy influence The Western Sweden Maritime Cluster is considered to have a medium performance with regards to policy influence. On the regional level, the cluster’s influence on regional policies and strategies is very good. This is largely due to the strong involvement of the regional authority Region Västra Götaland, and the fact that the maritime sector has been pointed out as one of five regional areas of strength. On the national level, the influence is considered satisfactory, which has much to do with the strong capabilities and concentration of actors in the maritime sector, compared to other Swedish regions. The influence on national policies and strategies is primarily carried out, and developed, through participation in national platforms and initiatives, such as the Swedish Maritime Forum, strategic projects, such as the mentioned research and innovation agendas, as well as traditional lobbying activities. On the European and international levels, the influence on policies and strategies is naturally more limited. However, Region Västra Götaland is represented in the Conference of Peripheral Maritime Regions of Europe (CPMR), which grants both insight and some influence on European policy. The cluster coordination group has also initiated a process towards establishing a national platform for lobbying aimed at influencing the design of Horizon 2020. Another way for the Western Sweden Maritime Cluster, and Sweden as a whole, to influence international maritime policy, within organisations such as the IMO, is to exploit the relations and networks that are created by and around the World Maritime University in Malmö in Southern Sweden.

4.7.2.3Networks, linkages and interaction The cluster is considered to have a strong performance with regards to networks, linkages and interaction. There is in general an open attitude towards collaborating across organisational boundaries when it comes to innovation and economic development, which facilitates the creation of important networks and linkages. The numerous actors that take on a cluster facilitating role in the region, including innovation platforms, universities, research institutes and public actors, often build their own networks within more specific maritime industries. The linkages that these networks give rise to are certainly positive for the region’s innovation capacity, but at the same time, there is a lack of coordination. Another challenge is to create a mutual understanding of the roles in a triplehelix based collaboration, particularly between the business and research communities, which requires a common framework for discussing cluster development.

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The establishment of the cluster coordination group is a first step towards implementing a common framework with specific meeting places for the different sub-clusters. In collaboration with the organisations that are meant to host these meeting places, the cluster coordination group will work to build structures and resources that can facilitate the creation of networks and linkages that build on a coherent view of the maritime cluster.

4.7.2.4Public investment The cluster is considered to have a weak performance with regards to public investment. On the regional level, Region Västra Götaland stands out as a very important financial enabler of both basic and applied research. Nationally, several government agencies provide grants research and development projects of different character. For example, the Swedish Energy Agency has invested heavily in a wave power array that is being installed by the company Seabased Industries. The cluster is also well represented in European funding mechanisms, such as the FP7 and regional development funds. However, the public investments are considered fairly limited compared to other regions, for example in Denmark and Norway, and related sectors. The regional public support is significant, but on the national and European levels it leaves a lot to ask for. A key challenge is accordingly to shift the focus from the regional to the national and European level, which is also taking place driven by various strategic initiatives. The cluster coordination group will work to increase the cluster’s access to public investments by acting as a facilitator, gathering consortiums of public and private actors and supporting application processes. It will, however, not have any own financial means at its disposal for funding capacitybuilding projects.

4.7.2.5Private investment The cluster is considered to have a strong performance with regards to private investment. Mainly, these investments come from the Swedish Shipowners Association, through their financial partnership with Lighthouse, as well as from individual companies, which invest in development projects that have important spin-off effects for the whole cluster. For example, investments in new ships, by companies such as Stena Line, create an important demand for research services, which in turn makes it possible for universities and institutes to build new capabilities. Private investments in research and innovation also make it possible for public actors, such as Region Västra Götaland, to expand their support to the sector. There is, however, an investment potential that is often lost among small companies that lack their own innovation capacity. These actors find it hard to have a long-term perspective and are not used to collaborating with the research community, which leads to the loss of business and innovation opportunities, often in emerging markets. An important challenge for the cluster is to encourage investment among small companies by, for example, developing lean interfaces with universities and institutes that can support their innovation processes. The cluster coordination group, and other facilitating actors, work to stimulate private investment primarily by lobbying activities aimed at changing the institutional framework to benefit the sector. Copyright © REMCAP Consortium

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4.7.2.6Technology and knowledge base The cluster is considered to have a very strong performance with regards to technology and knowledge base, which covers most of the marine and maritime fields. As mentioned above, both University of Gothenburg and Chalmers University of Technology have strong research capabilities in areas such as maritime operations and technology, marine biology and ecology, marine bioenergy as well as wave, tidal and offshore wind power. In addition, the research institutes, consultancies and large companies in the cluster have capabilities that enable more applied research and development.

4.7.2.7Human capital The cluster is considered to have a medium performance with regards to human capital. There is a large need for skilled labour, and companies in particularly the maritime technology and marine foodstuffs industries indicate that it is difficult to recruit to meet their demands. The education system is, however, fairly well aligned with the industry’s needs and a broad range of high-class education programs are offered. The problem is rather that it is difficult to recruit students to a career in the maritime industries. For suppliers to the offshore oil and gas industry, part of the challenge is that young professionals tend to be reluctant to working in a sector that is unsustainable and has a substantial negative environmental impact. Instead, they favour emerging industries, such as renewable offshore energy, where the demand for skilled labour is unfortunately still at low levels.

4.7.2.8Physical infrastructure The cluster is considered to have a very strong performance when it comes to physical infrastructure. A fundamental driver of activity in the maritime sector has been, and still is, the Port of Gothenburg, which is the largest one in Scandinavia. Other research and innovation infrastructure includes facilities such as: • • • • •

The University of Gothenburg’s field stations for marine research at Kristineberg and Tjärnö. The marine operations simulation centre at the Department for Shipping and Marine Technology at Chalmers University of Technology. SSPA’s towing tank test facility. Uppsala University’s test and demonstration facility for wave power technologies in Sotenäs. Various research and testing facilities at SP Technical Research Institute of Sweden.

There is also an on-going pre-study investigating the possibility of establishing a new test facility for renewable offshore energy. It is driven by SP Technical Research Institute of Sweden in collaboration with the Ocean Energy Centre, the Swedish Wind Power Technology Centre and industry actors. This is a good example of how facilitating actors in the cluster work together to develop its physical infrastructure for innovation.

4.7.2.9Presence and engagement of large firms The cluster is considered to have a weak performance with regards to the presence and engagement of large firms. In the region, there are several large private companies active in the maritime sector. Stena Line, a leading shipowner, is perhaps the most prominent one, with headquarters in Gothenburg and significant engagement with other actors in the cluster. SKF, a manufacturer of Copyright © REMCAP Consortium

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bearing solutions, is another example, though the maritime sector is a fairly small, but rapidly growing, part of their business. Other important large firms can be found in the marine foodstuffs industry and related sectors such as energy and transportation. The engagement of the large firms is, however, in general quite weak. This is especially true for companies that have their headquarters in other Swedish regions or abroad, such as the large Norwegian marine foodstuffs companies. The cluster would benefit from a more continuous dialogue between the large companies and research community, with extended interaction and mutual transfer of knowledge.

4.7.2.10

Access to markets

The cluster is considered to have a strong performance when it comes to access to markets. However, more can be done in terms joint marketing and exposure abroad, for example on trade fairs, which has proven successful and appreciated. This is an area where facilitating actors can play an important role. A key challenge for smaller companies in the cluster is to find a niche market where they can compete on the global arena. Several of the cluster’s companies have been successful in this respect, and managed to gain access to international markets when the shipyard industry, which traditionally has been the main customer for smaller supplier companies, closed down some 20 years ago.

4.7.3 SWOT analysis Based on the description and characterisation of the Western Sweden Maritime Cluster given in this section, as well as on conclusions from Chapter 3, a high-level summary of the main identified strengths, weaknesses, opportunities and threats is provided below. Table 23. SWOT analysis of the Western Sweden Maritime Cluster.

Strengths • Extensive support and engagement by local public authorities. • Organically developing facilitation and development initiatives. • A dominant position in the Swedish maritime sector. • World-leading research and education in most areas of the maritime sector. • Proximity to the largest port in Scandinavia. • Strong business community. Opportunities • Develop the cluster initiative to create better conditions for and organisation of cluster facilitation activities. • Build innovation capacity that meets future demand from emerging markets by drawing on the strong business and research communities. • Increase the engagement of large firms in the cluster and improve technology-transfer to Copyright © REMCAP Consortium

Weaknesses • Lack of coordination and communication between different facilitation and development initiatives. • Unclear mandate and role of emerging cluster coordination group. • Lack of waves, tides and currents inhibits industry development around these technologies. • Weak public funding and recognition compared to other countries and sectors. Threats • Lack of coordination and poor communication may lead to lost opportunities and inefficient usage of resources for facilitation activities. • The uncertainty with regards to the role of different actors, including the cluster coordination group, may limit engagement in cluster activities. • Lack of significant domestic ocean energy resources may lead to an inability to benefit 87

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smaller firms. • Access recognition and funding by becoming a national strategic innovation area.

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5 Discussion This chapter concludes the report by summarising key findings, describing challenges and lessons learned, highlighting opportunities for the REMCAP consortium, and giving recommendations to following work packages.

5.1 Key findings The work leading up to this report originally set out to identify and present similarities, differences and complementing capabilities among the clusters in the REMCAP consortium. However, since the work has relied on a self-assessment methodology, it has proven difficult to present strong conclusions in this respect. The information and analysis in Chapter 4 is largely based on assertions from key stakeholders in each cluster, which makes it hard to perform accurate cross-comparisons due to unavoidable subjectivity. This matter is elaborated in Section 5.2. Nonetheless, the report certainly has the potential to increase the general understanding of the clusters, particularly in terms of general features such as history, geographical and sectorial scope, distribution of activity, main actors, and facilitation and governance. Furthermore, it gives an understanding of how key stakeholders perceive their own cluster in terms of the key success factors, which is likely to be useful for following work packages. The work has also stimulated selfreflection and discussion in each cluster during interviews and workshops, which in itself is a valuable process. Below, the report’s key findings are presented in terms of observed differences, aggregated selfassessments and potential of clusters.

5.1.1 Observed differences The REMCAP clusters may all be described as European regional research-driven clusters, with an overarching mission to promote sustainable economic development in the maritime sector. But they are very different. This is evident from the descriptions, characterisations and analyses presented in Chapter 4, even though comparisons, as mentioned, should be made with caution. The clusters are organised very differently, with some benefitting from highly formalised structures and extensive resources for cluster facilitation, and others functioning in a more organic and uncoordinated manner where several actors undertake cluster facilitation activities. The amount of activity differs greatly, with some clusters gathering quite few actors and others benefitting from the presence and engagement of many different organisations from across the triple-helix. The strength of capabilities is also distributed differently across various maritime sub-sectors within the clusters. Finally, the clusters’ geographical scopes are very different, which is demonstrated by the fact that the Portuguese cluster has a national scope, while the others exhibit a regional character. It is challenging to capture these differences in a way that is neither too simplistic nor too complicated, in order to convey an understanding that can be used for common discussions and actions. For the purposes of the following REMCAP work packages, the following dimensions can potentially be used for illustrating the ways in which the clusters are different and also for discussing their specific development ambitions and objectives: Copyright © REMCAP Consortium

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Geographical scope This dimension describes the geographical focus area. An important distinction has to made between the actual coverage, in terms of the physical location of currently engaged actors, and the desired coverage, which has more to do with the cluster’s collective ambitions and objectives. Sectorial scope This dimension describes the industries, markets and value chains, within the maritime sector, which are considered a part of the cluster’s focus. The distinction between actual and desired sectorial scope is equally relevant in this respect. Level and distribution of activity This dimension describes the level of activity, in terms of for example number of actors, value-added and employment, as well as its distribution on different sub-sectors and types of actors. Strength and distribution of capability This dimension describes the strength of the clusters capabilities relative to the global competition as well as their distribution on different sub-sectors and types of actors. Degree of organisation This dimension describes the extent to which cluster facilitation activities are governed and organised, with approaches ranging from decentralised and bottoms-up to centralised and top-down.

In addition to these four overarching dimensions, the defined key success factors constitute more detailed perspectives that can be used to describe and analyse particular features of the clusters.

5.1.2 Aggregated self-assessments In Chapter 4, the clusters’ self-perception is characterised in terms of the key success factors on a five-point scale, ranging from ‘Very weak’ to ‘Very strong’. By transforming this assessment to a numerical value between 0 and 4, and summarising these to a score for each key success factor, it is possible to present aggregated self-assessments of each factor for the whole consortium. 35 The result from this analysis is presented in Figure 6.

35

The characterisation has been transformed by letting ’Very weak’ correspond to 0, ’Weak’ to 1, ‘Medium’ to 2, ‘Strong’ to 3, and ‘Very strong’ to 4. Then, the numerical values have been summarised for each key success factor, giving an aggregated value for the whole consortium.

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Strategic interaction Policy influence Networks, linkages and interaction Public investment Private investment Technology and knowledge base Human capital Physical infrastructure Presence and engagement of large… Access to markets 0

5

10

15

20

Figure 6. Aggregated characterisation of the key success factors for the whole consortium.

Figure 6 clearly indicates that the clusters in the consortium tend to perceive their performance with regards to ‘Presence and engagement of large firms’ and ‘Private investment’ as weak compared to the other key success factors. This is particularly interesting since these aspects of a cluster are highly related; large firms that exist in and interact with the cluster network normally bring investments in research and innovation. The fact that the consortium as a whole considers the performance with regards to these key success factors to be weaker makes it a potential focus area for following work packages. Another key success factor that stands out in Figure 6 is ‘Public investment’, where the aggregated performance is characterised as above average. This is perhaps not very surprising, since the cluster initiatives represented in the consortium are largely enabled by different types of public support. However, it should also be seen as an opportunity to build on when continuing the development of the clusters.

5.1.3 Potential of clusters The information presented in Chapter 4 strongly indicates that supporting and participating in cluster activities seem to have a large potential for promoting innovation. Creating and organising networks of actors in cluster structures facilitates communication and knowledge exchange, creates linkages between actors across the triple-helix and enables joint strategic initiatives that can attract investment and lead to capacity-building projects in the research and business communities. There are strong reasons for both public and private actors to engage in cluster initiatives and to support their development by offering recognition and resources.

5.2 Challenges and lessons learned Throughout WP1, it has been increasingly evident that analysing clusters is an inherently difficult task. A number of specific challenges have particularly influenced the work leading up this report and previous submissions from the work package. These are described below:

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‘Cluster’ is an abstract and complex concept. Approaching economic activity from a cluster perspective is difficult. It requires systems thinking on a fairly abstract and complex level, which takes time and effort to develop. Because of this, discussions both within and external to the consortium (i.e. during workshops and interviews) have sometimes been difficult, since people tend to fall back on their own organisations’ perspectives, realities and agendas. There is a lack of shared terminologies and definitions. Since the cluster concept is abstract and complex, it has been difficult to develop a shared understanding of basic terminologies and definitions within the REMCAP consortium. This was apparent in the beginning of the project, where lots of effort was put into defining the very nature of a cluster (i.e. is it an organisation or a network of organisations?). For obvious reasons, this makes it very difficult to design and carryout self-assessment processes as well as to analyse their results. It should, however, be acknowledged that the consortium has come a long way with establishing a shared understanding and reached common ground in the most critical areas. The REMCAP clusters are very different. The REMCAP clusters differ greatly in terms of their geographical and sectorial scope, level and distribution of activity and capability, and degree of organisation. They are also in different stages of development, and strive towards different objectives. This makes it difficult to create a framework that enables comparison and analysis. In addition, some of the clusters are not clearly defined in terms of their basic geographical and sectorial boundaries. However, this is to some extent natural, in the sense that clusters are, and probably should be, dynamic and evolving. It is difficult to obtain reliable facts and figures. Finding statistics, for example economic data that fit the geographical and sectorial scope of the clusters is almost impossible, especially since the boundaries, as mentioned, are not clearly defined. This challenge is aggravated by the REMCAP project’s focus on a number of markets and value chains, constituting a cross-section of the maritime sector. When it comes to more qualitative facts, building on analyses of cluster processes and performance, there seems to be a lack of information, though some experienced professionals in the clusters have been able to transfer valuable knowledge and insights. It is, however, possible to obtain the facts and figures needed to perform reliable analyses. The problem is that this would require basic research, involving extensive interviews and surveys, which are simply outside the scope of this project.

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The REMCAP clusters have different future ambitions. It is important to recognise the diversity of the partner regions and consequently the varying contexts within which each of the REMCAP partner clusters operate. With this in mind, the shared goals, as formulated in the original description of work, are high-level. Shared objectives at a more detailed level are more difficult to define, in terms of real value to the project's stakeholders, since different clusters will inevitably have different priorities, expectations and scopes for intervention. This creates a two-fold challenge. Firstly, it is difficult to define the benefits of the project to external stakeholders, at a project level, making it more difficult to attract participation and engagement. Secondly, it complicates the mechanisms for cooperation within the REMCAP consortium, since the cooperation objectives and specific ambitions for the second phase of the project will vary across the consortium. There has been some progress in developing the project objectives in terms that reflect the diverse cluster roles and are practically meaningful to stakeholders, but it still remains a crucial challenge, which could only be taken forward in the following work packages.

The fact that the clusters are very different, and the difficulties when it comes to obtaining valid and reliable data on for example economic activity, makes it challenging to perform accurate comparisons across the consortium. An attempt to provide comparisons on the level of activity in the REMCAP focus markets for different types of actors, the strength of networks and capabilities, and the clusters’ political context, was made in the first part of the work package. But discussions in the consortium made it clear that the resulting analysis was misleading and subjective, and the comparisons were accordingly omitted. This learning was taken into account when designing the methodology for the second part of the work package, which led to a more qualitative approach. However, relying on a self-assessment approach, which is necessary when there are not enough resources to do evidence-based research, makes it inherently difficult to perform comparisons, since the involved stakeholders perceive themselves according to different points of reference and also tend to emphasize different aspects of their cluster. Because of the difficulties when it comes to comparing clusters, this report has intentionally described, characterised and analysed each REMCAP cluster individually. It is certainly a weakness not to be able to present strong conclusions about the similarities and differences in the consortium, but at the same time an important lesson has been learned, which will benefit the work in the following work packages.

5.3 Opportunities for the consortium Throughout the work leading up to this report, a number of opportunities for the REMCAP consortium have been identified and discussed. They are very much in line with the stated project objectives, but nonetheless it is important to highlight their importance and formulate them in a concrete manner. Below, four key opportunities, in terms of what can be achieved by the project, are therefore presented and described briefly.

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Use the REMCAP network and structures to identify and realise opportunities for interregional collaborative research and innovation projects. The REMCAP consortium clearly has certain complementing research and innovation capabilities. Strengths within the research community in different clusters can be combined to tackle new challenges that arise from the demands of emerging markets. Similarly, strong industry actors in one cluster can collaborate with researchers from other clusters, potentially overcoming mismatches in capabilities within regions. However, more specific and in-depth analysis is required to identify concrete project opportunities. The network and communication structures that result from a collaborative project such as REMCAP can facilitate the formation of inter-regional consortia of actors and support project initiation processes. This is a key opportunity for the REMCAP project, which potentially can deliver substantial value to its partners and other actors in the clusters. Create inter-regional strategies for accessing European and international maritime markets. Accessing maritime markets, particularly in the emerging sectors, both within Europe and internationally is a challenge that is shared by the clusters in the REMCAP consortium. By creating joint strategies, building on the clusters’ complementing capabilities, market access can be facilitated and improved. However, more specific and in-depth analysis is required to identify in which areas inter-regional strategies are possible and appropriate. This will be a key task for the following REMCAP work packages. Learn from each other and share best practice across the consortium with regards to cluster facilitation, governance and organisation. It has been pointed out that the REMCAP clusters are very different. They are in different stages of development and exhibit various approaches to governing and organising cluster facilitation activities. Though making analysis difficult, this provides an exceptional learning opportunity. By increasing the understanding of how other clusters and cluster organisations define and fulfil their roles in the innovation system, best practice can be shared in the consortium. Particularly, clusters in early stages of development can take inspiration from more established ones, in order to facilitate their development processes. Share information on activities and initiatives within and external to the consortium. The REMCAP clusters are geographically spread out across Europe and accordingly access information from different geographical perspectives. They also benefit from different linkages and networks on the European level. By combining and sharing this type of information, a more comprehensive understanding of the European maritime sectors will emerge and potentially give rise to projects opportunities and other initiatives.

5.4 Recommendations to following work packages As discussed throughout this chapter, the work in WP1 has not only resulted in the cluster descriptions, characterisations and analyses presented in this report, but also given rise to an important learning process for the WP1 Team and the REMCAP consortium as a whole. It is essential for overall project success that these lessons learned are brought forward in the project, in order to facilitate and benefit the work in the following work packages. Below, the lessons learned throughout WP1 are presented as recommendations to following work packages. Copyright © REMCAP Consortium

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Strengthen the project vision and clarify objectives. The project has a vision and stated objectives, but some partners experience that these are not shared and understood throughout the consortium. It is therefore essential to strengthen the vision and clarify objectives, in order to align REMCAP activities, maintain project engagement, and facilitate communication with external stakeholders. All partners and work packages can contribute to this effort, but it should be led by the overarching project coordinators. Focus on creating cluster specific value and adapt activities after regional conditions. It is important to keep in mind that the clusters are different and realise that this requires a flexible and adaptable approach to project activities. The starting-point should be each cluster’s specific conditions, and the focus lie on activities that create value given these circumstances. Strive for simple and concrete methodologies. As mentioned, ‘cluster’ is an abstract and complex concept. It is easy to get lost in overly complicated methodologies that are difficult to understand, which has been evident in WP1. It is therefore key that all work packages strive for simplifying and concretising methodologies and frameworks. Potentially, the four overarching dimensions listed in Section 5.2 can be used for facilitating coming discussions. Focus on working together, rather than compiling reports. The opportunities that were presented in the previous section are all about working together and sharing information and knowledge. It is questionable whether reports, especially as lengthy as this one, are the best way to realise the potential value of the project. Obviously, they play an important role, but nonetheless the focus should be on working together, as opposed to writing reports. Meet, talk and discuss project progress – often! Without a continuous dialogue, it is difficult if not impossible to realise the presented opportunities. Meetings, together with other forums for presentations and discussions, are also essential for motivating and inspiring project participants, and for keeping the partners’ engagement on a high level. The last recommendation is therefore straight-forward: meet, talk and discuss – often!

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Appendix 1: Participants in WP1 This appendix lists the members of the WP1 Lead and the WP1 Team. WP1 Main Participants Country

Cluster

First name

Last name

Short name

Organisation

WP1 Lead Sweden

Western Sweden Maritime Cluster

Johnn

Sweden

Western Sweden Maritime Cluster

Josefin

Andersson

CHIT

Chalmers University of Technology

Borg

CHIT

Chalmers University of Technology

WP1 Team England

Solent Maritime

Jonathan

Williams

MSE

Marine South East

England

Solent Maritime

Simon

Powell

MSE

Marine South East

England

Solent Maritime

Kevin

Forshaw

USOT

University of Southampton

England

Solent Maritime

Chris

Hill

USOT

University of Southampton

France

Pole Mer Mediterranee

Eve

Garry

PMP-TVT

Pole Mer Mediterranee

France

Pole Mer Mediterranee

Florian

Carre

PMP-TVT

Pole Mer Mediterranee

Ireland

Irish Maritime & Energy Resource Cluster

Eoin

Moynihan

COIT

National Maritime College of Ireland

Ireland

Irish Maritime & Energy Resource Cluster

John

Hobbs

COIT

Cork Institute of Technology

Ireland

Irish Maritime & Energy Resource Cluster

Siobhan

Bradley

CCC

Cork Chamber of Commerce

Ireland

Irish Maritime & Energy Resource Cluster

Jamie

Jaggernauth

CCC

Cork Chamber of Commerce

Lithuania

Klaipeda Maritime Cluster

Andrius

Sutnikas

KSTP

Klaipeda Science and Technology Park

Lithuania

Klaipeda Maritime Cluster

Saulius

Gulbinskas

BVA

Baltic Valley

Lithuania

Klaipeda Maritime Cluster

Nerijus

Blazauskas

KU

Klaipeda University

Portugal

OCEANO XXI

Frederico

Ferreira

OCEANO

OCEANO XXI

Portugal

OCEANO XXI

Rui

Azevedo

OCEANO

OCEANO XXI

Portugal

OCEANO XXI

Carla

Domingues

OCEANO

OCEANO XXI

Sweden

Western Sweden Maritime Cluster

Anders

Carlberg

VGR

Region Västra Götaland

Sweden

Western Sweden Maritime Cluster

Karina

Linner

SMTF

Swedish Maritime Technology Forum

Sweden

Western Sweden Maritime Cluster

Henrik

Klintenberg

SMTF

Swedish Maritime Technology Forum

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Appendix 2: Key actors in the REMCAP clusters This appendix provides tables of key actors that are active in the different REMCAP clusters. England - Solent Maritime Organisation Eneco Wind UK Ltd EDF Energy E-on Atkins QinetiQ Boskalis Westminster Lockheed Martin UK BAE Systems Saab Seaeye Fugro EMU ABPmer PMSS / TuvSud Oceanwise Marine Space Lloyd’s Register Lloyd’s Maritime Academy Oil Spill Response Ltd RNLI CJR Propulsion Ltd Victor Marine Kittiwake Developments Ltd Wolfson Unit for Marine Technology Rolls Royce Carnival Esso BP Isle of Wight County Council City Council of Portsmouth City of Southampton County Authorities of Dorset, Hampshire, West Sussex and Surrey Partnership for Urban South Hampshire Maritime and Coastguard Agency Inshore Fisheries and Conservation Authority Hampshire Chamber of Commerce

Main activities

Webpage

Companies Wind power company Energy company Energy company Design, engineering and project management consultancies Experts in defence, aerospace and security Dredging company Global defence and seabed mining developer Global defence, aerospace and security systems ROVs engineering Marine survey and environmental consultancy Marine environmental consultancy International environmental consultancy SME – marine data specialist SME – marine aggregate specialist consultancy Global assurance company Private actor, training Private actor, marine spill response, training Royal national Lifeboat Institution – charity Company Advanced manufacturing Company Advanced manufacturing Company – sensors and monitoring Enterprise within University of Southampton Engineering company Major Cruise company Oil company Petroleum refiner / tanker owner Oil company Petroleum refiner / tanker owner Public Actors Council Council Council County Councils

http://www.eneco.com http://www.edfenergy.com/ http://www.eonenergy.com/ http://www.atkinsglobal.com/ http://www.qinetiq.com/Pages/default.aspx www.boskalis.com/ http://www.lockheedmartin.co.uk/ www.baesystems.com/ http://www.seaeye.com/ http://www.fugroemu.com/ http://www.abpmer.co.uk/ http://www.pmss.com/ http://www.oceanwise.eu/ http://www.marinespace.co.uk/#! http://www.lr.org/ http://www.lloydsmaritimeacademy.com/ http://www.oilspillresponse.com/ http://rnli.org http://www.cjrprop.com/ http://www.victormarine.com/ http://www.kittiwake.com/ http://www.wumtia.soton.ac.uk/ http://www.rolls-royce.com/ http://www.carnival.co.uk http://www.exxonmobil.co.uk http://www.bp.com Iowcc.co.uk http://www.portsmouth.gov.uk/ http://www.southampton.gov.uk/

Collaborative authority group delivering sustainable, economic-led growth and regeneration Regulatory body Headquarters in the area Regulatory body Headquarters in the area

http://www.push.gov.uk/

Trade body

http://www.soton-chamber.co.uk/

http://www.dft.gov.uk/mca/ http://www.southern-ifca.gov.uk/

Research Actors University of Southampton University of Southampton Ocean and Earth Sciences University of Surrey

University Academic Unit of the University of Southampton

http://www.southampton.ac.uk http://www.southampton.ac.uk/oes

University

http://www.surrey.ac.uk/

Southampton Marine and Maritime Institute

University of Southampton Strategic Research Group / Institute

http://www.southampton.ac.uk/smmi/

Portsmouth University

University

http://www.port.ac.uk/

Centre for the Economics and Management of Aquatic Resources PU National Oceanographic Centre (Association) Natural Environmental Research Council Liverpool Proudman Oceanographic Labs Solent University/Warsash Maritime Academy SETsquared Partnership Fareham College

Emphasising ecosystems services and fisheries management – centre based at Portsmouth University The major Research Council funded UK marine research facility Research Council of the UK

http://www.port.ac.uk/research/cemare/aboutcemare/

Partner with NOC, ocean, marine and costal capabilities – Maritime, technology, business, art and design, media production, the creative industries, and sport Collaboration between numerous universities Education establishment

http://noc.ac.uk/

Centre of Excellence for Engineering, Manufacturing and Advanced Skills

Planned new marine education / skills centre

http://www.marinesoutheast.co.uk/news/collection/more/?id =3127&coll=47

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http://noc.ac.uk/ http://www.nerc.ac.uk

http://www.warsashacademy.co.uk/facilities/southamptonsolent-university/overview.aspx http://www.setsquaredpartnership.co.uk/

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Technology

Local Enterprise Partnerships Portsmouth port

Others SME, facilitating and representing the maritime sector in the region Economic development organisation Port, Portsmouth

ABP Southampton

Port, Southampton

Portsmouth International Port South Coast Dredging Association Lloyd’s Register Foundation Solent Maritime Board Business Solent

Port, Portsmouth Trade organisation Funds research and education Business network Business network

http://www.portsmouth-port.co.uk/ http://www.marine-aggregate-rea.info/scda http://www.lrfoundation.org.uk/ http://www.businesssolent.com/site/south/solent-maritime http://www.businesssolent.com/site/south/business-south

Inshore Fisheries and Conservation Associations Society of Marine Industries BMF

Trade organisation

http://www.southern-ifca.gov.uk/

Trade organisation Trade organisation

http://www.maritimeindustries.org/Home http://www.britishmarine.co.uk/

Association of British Offshore Industries BMAPA UK Naval Engineering Science and Technology ADS RenewableUK SSA Marine Industries Leadership Council UK Marine Industries Alliance Maritime UK UKSpill Association Society of Underwater Technology Society of Maritime Industries Association of Marine Scientific Industries ABOI

Trade organisation British Marine Aggregate Producers Association Trade organisation

http://www.maritimeindustries.org/Specialist-Sectors/Offshore-industries http://www.bmapa.org/ https://www.uknest.org/

Trade organisation Trade organisation Trade organisation Trade organisation Trade organisation Trade organisation Trade organisation Trade organisation

https://www.adsgroup.org.uk/ http://www.renewableuk.com/ http://www.ssa.org.uk/ http://www.ssa.org.uk/ http://www.ukmarinealliance.co.uk/about-us http://www.maritimeuk.org/ http://www.ukspill.org/ http://www.sut.org.uk/htmfoldr/sut_esf.htm

Trade organisation

BMEA Hampshire’s Community Bank

Trade organisation Investment channel

Solent Ocean Energy Centre

Proposed facility

http://www.maritimeindustries.org/Marine-sciencetechnology http://www.maritimeindustries.org/Specialist-Sectors/Offshore-industries http://www.bmea.org/ http://www.futuresolent.org.uk/projects/hampshirecommunity-investment-bank/ http://www.iwight.com/council/OtherServices/Solent-OceanEnergy-Centre-SOEC/Background

Marine South East

Trade organisation

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http://www.marinesoutheast.co.uk/ http://www.lepnetwork.org.uk/

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Organisation COMEX NENUPHAR CHRISAR Software Technologie D2M IN VIVO DCNS Thalès Underwaters systems Veolia eau Areva TA Technip France SAS EDF PACA Region TPM GICAN SER Languedoc-Roussillon Region Corsica region French Navy IFREMER (centre de Méditerranée) Ecole Centrale de Marseille CNRS (delegation Régionale Provence et Corse et Délération Régionale Côte dAzure) Observatoire Oceanologique de Villefranche University of Toulon Chambre de Commerce du VAR Toulon Var Technologies Riviera Yachting Network French Maritime Cluster

Main activities Companies Subsea operations, geophysics, bathymetry, magnetometry, photogrammetry, engineering, hyperbaric chambers, special tools Conception, development and construction of offshore wind farms, vertical wind turbine concept Engineering and research, submarine , aerial acoustics, signal processing, software development Naval architecture, marine engineering studies, construction supervision Oceanographic and marine environment survey and consultancy Naval defence, innovative Undersea warfare, exporter of sonars etc. for navies and airforces Water and wastewater treatment Risk and mgmt. of complex installations Engineering, technologies and project mgmt. for oil and gas Leading energy player, active in all major electricity businesses Public Actors Regional authority Shipyard business association Marine renewable energies business association Regional authority Regional authority The French navy, military Research Actors Underwater systems, sea operations, submarines qualification, marine ecosystems, sustainable exploitation of marine resources, monitoring of coastal seas renewable marine energies, naval innovation, marine environment, training, hydrodynamic 98 and 37 laboratories Cellular and developmental biology and pelagic oceanography, sea organisms’ biodiversity and culture, cell structure cloning, visualisation and localisation University with a broad scope Others Responsible of the maritime cluster organisation, developing and promoting innovation in the cluster Industry association for the maintenance focused super yacht sector National maritime cluster

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Webpage http://www.comex.fr/ http://www.nenuphar-wind.com/company http://www.chrisar.fr/ http://www.d2m-group.com/ http://www.invivo-environnement.com/ http://en.dcnsgroup.com/ http://www.thalesgroup.com/naval/ http://www.veoliawater.com/ http://www.areva.com/EN/operations1551/areva-ta-performance-engineeringexpert.html http://www.technip.com/en http://www.edf.com/the-edf-group-42667.html http://www.regionpaca.fr/ http://www.tpm-agglo.fr/ http://www.gican.asso.fr/ http://www.laregion.fr/ http://www.defense.gouv.fr/english/navy http://wwz.ifremer.fr/institut_eng http://www.centrale-marseille.fr/ http://www.cnrs.fr/ http://www.obs-vlfr.fr/ http://www.univ-tln.fr/ http://www.var.cci.fr/ http://www.tvt.fr/ http://www.rynetwork.com/ http://www.cluster-maritime.fr/

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Ireland – Irish Marine & Energy Resource Cluster Organisation

Main activities

Webpage

Irish Naval Service

Companies Maritime wireless communications, marine video assistance systems, marine ICT training, custom marine software development, marine AIS systems Unmanned aerial vehicles, producing aerial and #D imagery, cooperating with NMCI, Irish Naval Services and SeaTech Marine engineering, naval architecture, performance analysis, on-site engineering, emergency response decision support, marine forensic engineering Energy mgmt. solutions, wind propulsion systems for vessels to use renewable energy Ocean, mechanical, systems and geotechnical engineering, oceanography, corrosion analysis, system survivability, dynamic & static modelling & simulation, environmental impact assessment, reliability/maintainability analysis, geographic information systems 146MW of renewable wind plant installed, 164MW under construction and a further development pipeline of over 740MW planned for Ireland and the UK Producer of renewable energy, wind power, partnering with IMERC in research Advanced electronics, security, information technology, support services Technologies in wind and ocean energy devices, partnering with IMERC in research Terminal operations, ship repair, harbour services, port Operators Energy Service Company (ESCO), accredited by Energy Sustainability Unit from University of Singapore Oil company, Shell businesses in Ireland include exploration and production, aviation fuel and chemicals businesses Leader in in high performance signal processing World leading electronics and electrical engineering company, operating in the industry, energy and healthcare sectors, as well as providing infrastructure solutions for cities and metropolitan areas Leading in enabling businesses and service providers to transform the operations and deliver information technology as a service Public Actors Part of Ireland’s defence force, alternative energy generation

Cork County Council

Local/regional authority, planning and developing policy

http://www.corkcoco.ie/

South West Regional Authority Port of Cork Enterprise Ireland

Planning and policy influence, regional planning guidelines and planning

http://www.swra.ie/

Key seaport, service the requirements of all six shipping modes Government organisation responsible for the development and growth of Irish enterprises in world markets Ireland’s inward investment promotion agency

http://www.portofcork.ie/ http://www.enterprise-ireland.com/en/

SeaTech Skytec Ireland Murray & Associates LLC Skysails GmbH Sea & Sound Technologies ESBI SSE Ireland (Airtricity) BAE Systems Intel Ireland Burke Shipping Bovis Lend Lease G Energy Shell Analog Devices Siemens EMC

IDA - Industrial Development Agency University College Cork UCC HMRC (Hydraulics & Maritime Research Centre) - UCC CMRC (Coastal & Marine Research Centre) - UCC Tyndall Institute - UCC The Sustainable Energy Research Group - UCC Cork Institute of Technology - CIT Nimbus Centre - CIT National Maritime College of Ireland - NMCI Halpin Centre for Research & Innovation, NMCI (CIT) Cork Chamber of Commerce

Research Actors University with broad research scope, holding several important research centres A research facility that also offers a teaching and education function, houses the only facilities for wave simulation in Ireland with a Wave Flume and an Ocean Wave Basin Coastal process & seabed mapping, marine geomatics, marine ecology, coastal governance, applied remote sensing & GIS Environmental and water quality monitoring, remote chemical sensing, power conversion, energy harvesting, communications A group within the school of engineering, focusing on bioenergy research, energy policy and modelling, wind energy and energy efficiency Engineering university Embedded electronic systems, sensor technology, smart systems integration The first third level college in the country to be built under the Government’s Public-Private Partnership scheme (in this case: CIT, the Irish Naval Service (INS) and Focus Education) Marine engineering, communication and simulation, maritime safety and survival Others Regional/national policy advocacy, broad scope; from energy and transport to cost competitiveness and infrastructure

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http://www.sea-tech.ie/ http://www.skytecireland.com/ http://www.murrayna.com/ http://www.skysails.info/english/ http://www.soundandsea.com/

http://www.esbi.ie/ http://www.sse.com/Ireland/Energysupply/Airtrici ty/ http://www.baesystems.com/ http://www.intel.ie/ http://www.raburke.com/ http://www.genergy.com.sg/ http://www.shell.ie/ http://www.analog.com/en/index.html http://www.siemens.com/answers/ie/en/ http://uk.emc.com/corporate/ireland/index.htm?f romGlobalSiteSelect http://www.military.ie/naval-service/

http://www.idaireland.com/

http://www.ucc.ie/en/ http://www.ucc.ie/en/hmrc/ http://www.cmrc.ie/ http://www.tyndall.ie/ http://www.ucc.ie/en/serg/ http://www.cit.ie/ http://nimbus.cit.ie/ http://www.nmci.ie/ http://halpin.nmci.ie/

http://www.corkchamber.ie/

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D1.2 Cluster SWOT Analysis Lithuania – Klaipeda Maritime Cluster

Organisation GEOBAL TIC Emma technology Grota JSC Baltic energy group JSC INGEO Western shipyard KLASCO Bega Klaipeda Port authority Orlen Lietuva Klaipeda Oil Company BEGA

Klaipeda Science and Technology Park Stevedoring companies

Klaipeda University Coastal Research and Planning institute and Maritime Faculty, Klaipeda University Nature Research Center Lithuanian Energy Institute Scientific laboratory of fishery research Association of wind energy Fishermen association Ship repair and building association Ship owners association Baltic Valley Association Lithuanian Sea Museum

Main activities

Webpage Companies http://www.emma-technologies.com/home0.html http://www.grota.lt/ http://www.wsy.lt/ http://www.klasco.lt/en/ http://www.bega.lt/index.php?4099456441 http://www.portofklaipeda.lt/?page=en

Innovative research Innovative research Innovative research Development of wind farms Production and maintenance of wind mills Stevedoring company Stevedoring company Transport research, loading and storage technologies Research and prototyping http://www.orlenlietuva.lt/en/Pages/default.aspx Large oil company in the cluster Stevedoring company, the first private company http://www.bega.lt/index.php?4099456441 of Klaipeda Seaport Public Actors Knowledge and technology transfer http://www.kmtp.lt/index.php/home

Transport and cargo handling technologies and http://www.asoc.lt/ research Research Actors Broad university with an important role in the http://www.ku.lt/en/ maritime cluster Innovative research, development of new http://www.submarinertechnologies, environmental issues, risk project.eu/index.php?option=com_content&view=article&id=135&Itemid=305 assessment Environmental issues, development of new technologies Modelling

http://www.gamtostyrimai.lt/en/

Fishery research

-

http://www.lei.lt/index.php?k=9

Others Development of new projects, development of legislative basis Representing fishermen interests Shipp building, offshore, ocean energy http://www.llsra.lt/?en=1091813865 technologies Navigation, transport research and technologies http://www.llsa.lt/ Developer and coordinator of maritime cluster http://balticvalley.lt/en/ activities Sea museum and dolphinarium http://www.muziejus.lt/en/index.html

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D1.2 Cluster SWOT Analysis Portugal – OCEANO XXI

Organisation APDL Porto de Sines Vieira de Almeida & Associados Testa & Cunhas, S.A. Pascoal CGD EURONETE SOJA Portugal Estaleiros Navais de Viana do Castelo DOCAPESCA, PORTOS E LOTAS, S.A.

CIM ALTO MINHO CIM-OESTE CIRA – REGIÃO DE AVEIRO CIM BAIXO MONDEGO REGIÃO DE TURISMO DO CENTRO University of Porto

Interdisciplinary Centre of Marine and Environmental Research, CIIMAR Institute of Mechanical Engineering and Industrial Management, INEGI University of Aveiro University of Coimbra INESC-TEC Instituto Superior Técnico (Technical University of Lisbon) ISEP – School of Engineering Polytechnic of Porto IPVC - Polytechnic Institute of Viana do Castelo Centre for Biotechnology and Fine Chemistry, CBQF Marine and environmental research centre, IMAR-CMA Marine Resources Research Group, GIRM 3B’s Research Group - University of Minho OCEANO XXI Portuguese Association of Industrial Fishing Shipowners ANICP -National Association of Manufactures of Canned Fish the Portuguese Association of Naval Industries (Shipbuilding and Ship repair) FEM - Business Forum for the Economy of the Sea

Main activities Companies Maritime transport and Port infrastructure; Maritime Tourism and nautical activities Maritime transport and Port infrastructure Legal support Fish capture and production Fish capture and processing Financial support Fishing nets and gears, wires and fibre ropes for the fishing, maritime and offshore industries Animal feed products A shipyard active in designing, building, repairing and converting commercial and military medium sized vessels A state-owned company working with commercialisation and distribution of fish products Public Actors Regional Planning and management of economic, social and environmental activities within its territory Regional Planning and management of economic, social and environmental activities within its territory Regional Planning and management of economic, social and environmental activities within its territory Regional Planning and management of economic, social and environmental activities within its territory Regional Tourism Promotion and Development. Research Actors Forecast energy resources, monitoring evaluation resource, instrumentation, mechanical design and production technologies, composite materials, environment, preventive and predictive maintenance, , sustained mgmt. of marine resources, optimisation of aquaculture and biotechnological exploitation A research and education centre within University of Porto

Webpage http://www.apdl.pt/pt_PT/header http://www.portodesines.pt/pls/portal/go http://www.vda.pt/en/ http://www.testacunhas.com/ http://www.pascoal.pt/sitepascoal/ https://www.cgd.pt/Pages/Default.aspx http://www.euronete.com/ http://www.sorgal.pt/soja.html http://www.envc.pt/ http://www.docapesca.pt/

http://www.cim-altominho.pt/ http://www.oestecim.pt/ http://www.regiaodeaveiro.pt/ http://www.baixomondego.pt/ http://www.turismodocentro.pt/pt/ http://sigarra.up.pt/up/pt/web_page.inicial

http://www.ciimar.up.pt/

An interface organisation between university and industry, founded by University of Porto Healthy and sustainable environment, marine biological resources, marine mineral and energy resources, maritime technologies and applications, coastal planning and management Coastal ecosystems, hydrodynamic, hydraulic modelling Robotics and intelligent systems, optoelectronics and electronic systems, telecommunications and multimedia for the markets of security, energy, aquaculture and environment. Marine environmental structures, safety, engineering and naval architecture; Ocean renewable energy industry An higher education institution

http://www.inegi.up.pt/inicial.asp?k=z&LN=EN

An higher education institution

http://www.ipvc.pt/

A research centre within the Portuguese Catholic University

http://www.esb.ucp.pt/cbqf/

A research centre within the University of Coimbra

http://www1.ci.uc.pt/imar/unit/

A research group within the School of Tourism and Maritime Technology at the Polytechnic Institute of Leira in Peniche A research group, focusing on biomaterials, biodegradables and biomimetics, within University of Minho Others Official national maritime cluster organisation, developing the cluster and promoting innovation in the area Representing the fishing shipowners of Portugal

http://girm.ipleiria.pt/

Business Association of Canned Fish companies

-

Industry Association of Shipbuilding and Ship Repair Portuguese companies

http://www.ain.pt/

Entrepreneurship Association

http://www.fem.pt

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http://www.ua.pt/ http://www.uc.pt/en http://www2.inescporto.pt/ipen?set_language=en&cl=en http://www.ist.utl.pt/en/ http://www.isep.pt/

http://www.3bs.uminho.pt/

http://www.oceano21.org/ -

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D1.2 Cluster SWOT Analysis Sweden – Western Sweden Maritime Cluster

Organisation Northern Offshore services Marin mätteknik Seabased Industries Scanfjord GVA Consultants SKF Procordia (ABBA Seafood) Göteborg Energi Stena Group Göteborgs Hamn TTS Marine Cargotec ABB Region Västra Götaland Swedish Agency for Marine and Water Management The Swedish Maritime Administration The Swedish Board of Agriculture The County Administrative Board of Västra Götaland The Swedish Energy Agency The Swedish Governmental Agency for Innovation Systems (VINNOVA) The Swedish Agency for Economic and Regional Growth (Tillväxtverket) The City of Gothenburg University of Gothenburg Swedish Institute for the Marine Environment (Havsmiljöinstitutet) - GU Sven Lovén Centre for Marine Sciences - GU Chalmers University of Technology Gothenburg Centre for Marine Research - GU/Chalmers Lighthouse - Chalmers

The Swedish Wind Power Technology Centre - Chalmers SLU Aqua (Lysekil) SP Technical Research Institute of Sweden Swedish Institute for Food and Biotechnology (SIK) - SP SSPA World Maritime University, Malmö

Main activities

Webpage

Companies Ships and staff serving wind power stations Develop and build ocean knowledge, collect measure data of the seabed Wave energy concept developer, construct the world’s largest wave power station Mussel producer Technologies for marine platforms and vessels Producer of bearings and its units

http://www.n-o-s.se/ http://www.mmt.se/ http://www.seabased.com/index.php?Itemid=56 http://scanfjord.se/endex.html http://www.gvac.se/ http://www.skf.com/group/index.html

Fish and seafood producer Energy company, energy services, broadband, district heating, cooling, natural gas, electricity supply network Ferry routes, shipping, offshore drilling, property, finance, recycling, environmental services, trade Largest port in Scandinavia Delivers state-of-the-art equipment to shipowners and shipyards worldwide Increasing efficiency of global cargo flows

http://www.procordia.se/ http://www.goteborgenergi.se/English

Global leader in power and automation technologies Public Actors Administrative regional authority, health care, public transport, regional growth and development Governmental authority, managing the use and preventing the overuse of Sweden's marine and freshwater environments, main office in Gothenburg Modern and safe shipping routes, main focus on merchant shipping, services in pilotage, fairway services, maritime traffic information, icebreaking, hydrography, maritime and aeronautical search and rescue, seamen’s service Governmental expert authority, agri-food policy, responsible for the agricultural and horticultural sectors Governmental authority, national energy policy issues, use of renewable energy, improved technologies, a smarter end-use of energy, mitigation of climate change Works for the use of renewable energy, improved technologies, a smarter end-use of energy, and mitigation of climate change Strengthening Sweden’s innovativeness, aiding sustainable growth and benefiting society

http://www.abb.com/

Strengthen regional development and facilitate enterprise and entrepreneurship throughout Sweden

http://www.tillvaxtverket.se/ovrigt/englishpages.4.21099e4 211fdba8c87b800017332.html

City authority

http://goteborg.se/

Research Actors Large and broad university, research, education Act on a national governmental mandate, making sure that research is incoperated into policies, collaboration between GU and a numerous other universities The marine infrastructure organisation of the University of Gothenburg Energy, materials science, nanoscience and nanotechnology, production, transport, life science, information and communication technology, built environment Research centre established by GU and Chalmers, focus on multidisciplinary marine research Multidisciplinary research and competence centre, initiated by Chalmers, University of Gothenburg and the Swedish Shipowners Association, focusing on efficiency, security, environmental impact and competitiveness in the shipping sector Research centre that develops knowledge for the onshore and offshore wind power industries, in close collaboration with Swedish companies such as SKF and ABB Aquatic ecosystems, impact of resource use, monitoring and assessments Broad technical research institute Internationally leading regarding developing and implementing life cycle analysis methodologies for fishing, water management and marine foodstuffs Maritime research institute, effective transport solutions, reduced fuel consumption, clean and vital coastal zones Postgraduate maritime university founded by the International Maritime Organization (IMO), a specialized

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http://www.stena.com/en/Pages/default.aspx http://www.portofgothenburg.com/?setlang=en http://www.ttsgroup.com/Companies/TTS-ShipsEquipment-AB/ http://www.cargotec.com/en-global/Pages/default.aspx

http://www.vgregion.se/en/VastraGotalandsregionen/Home/ https://www.havochvatten.se/en/start.html http://www.sjofartsverket.se/en/

http://www.jordbruksverket.se/swedishboardofagriculture. 4.6621c2fb1231eb917e680002462.html http://www.lansstyrelsen.se/vastragotaland/En/Pages/defa ult.aspx http://energimyndigheten.se/en/ http://www.vinnova.se/en/

http://gu.se/ http://www.havsmiljoinstitutet.se/english/ http://www.loven.gu.se/english/ http://www.chalmers.se/en/Pages/default.aspx http://havsforsk.gu.se/ http://www.lighthouse.nu/

http://www.chalmers.se/ee/swptc-en http://www.slu.se/en/faculties/nl/about-thefaculty/departments/department-of-aquatic-resources/ http://www.sp.se/en/Sidor/default.aspx http://engwww.sik.se/ http://sspa.se/ http://wmu.se/

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agency of the United Nations Uppsala University Swedish Maritime Technology Forum West Sweden Chamber of Commerce Ocean Energy Centre Chalmers Swedish Shipowners Association

Broad university located in the city of Uppsala Others Non-profit organisation gathering suppliers for the shipping, offshore and the leisure boat industry Working to strengthen the region's business community

http://www.uu.se/en/?languageId=1

Collaboration platform for renewable offshore energy

http://oceanenergycentre.org/

Representing Swedish shipowners

http://www.sweship.se/

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http://www.smtf.se/en/start.html http://handelskammaren.net/en/

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D1.2 Cluster SWOT Analysis

Appendix 3: Workshops, interviews and other information sources This appendix gives an overview of the interviews, workshops and company visits, as well as general websites, which have formed the basis for this report. England – Solent Maritime Interviews, workshops & company visits Date 06/08/2013 06/08/2013 06/08/2013 06/08/2013 06/08/2013 27/08/2013

Organisation Marine South East Marine South East University of Southampton University of Southampton University of Southampton / management University of Southampton -

Name Jonathan Simon Kevin Chris Douglas Peter

Last name Williams Powell Forshaw Hill Macbeth Sunley

Title CEO Operations Director Business Development RIS GeoData Director Professor Professor

Comment

Industry Liaison, SMMI

06/08/2013

Hampshire County Council

Andrea

McCallum

Economic Projects Manager

Economic Development Officer

06/08/2013

Portsmouth City Council

Laurie

Barriol

Portsmouth City Council

06/08/2013

National Oceanographic Centre

Aiden

Thorn

Business Development

Cluster academic

Webpages Organisation Marine South East National Environment Research Council University of Southampton University of Southampton Ocean and Earth Sciences Local Enterprise Partnerships Solent Local Enterprise Partnerships The Marine Science Co-ordination Committee UK Government, Departments of Business, Innovation & Skills, and Energy & Climate Change Solent Local Enterprise Partnership The Marine Industries Alliance

Webpage http://www.marinesoutheast.co.uk/ http://www.nerc.ac.uk/research/capability/do cuments/nc-prioritisation.pdf http://www.southampton.ac.uk/ http://www.southampton.ac.uk/oes

Date 2013-09-12 2013-09-12

Comment General info about the actor Report, Science prioritisation outcomes

2013-09-12 2013-09-12

General info about the actor General info about the actor

http://www.lepnetwork.org.uk/ http://www.solentlep.org.uk/downloads http://www.defra.gov.uk/mscc/files/ukmarine-science-strategy-.pdf https://www.gov.uk/government/publications /offshore-wind-industrial-strategy-businessand-government-action http://www.futuresolent.org.uk/projects/sole nt-energy-strategy/ www.ukti.gov.uk/download/file/431140.html

2013-09-12 2013-09-12 2013-09-21

General info Report, A Strategy for Growth, 2012 Report, UK marine science strategy

2013-09-21

Report, Offshore wind industrial strategy: business and government action

2013-09-21

Solent Energy Strategy

2013-09-21

Report, UK Marine Export Strategy

France – Pole Mer Mediterranee Interviews, workshops & company visits Date 2013-07-22 2013-07-22 2013-07-22 2013-07-22 2013-07-22 2013-07-23

Organisation Pole Mer Mediterranee Ifremer Ifremer Chrisar Pole Mer Mediterranee Comex

Name Patrick Bruno Claudiane Antony Florian Fred

Last name Baraona Menu Chevalier Penn Carre Gauch

Title Managing Director Secrétaire Général Chargée de mission pour les affaires régionales Commercial & Marketing Manager Responsable des Affaires Européennes Directeur Département Opérations Marines

Comment Interview Company visit Company visit Company visit Interview/company visit facilitator Company visit

Webpages Organisation Pole Mer PACA Pole Mer Mediterranee DCNS IFREMER

Webpage http://www.polemerpaca.com http://en.polemermediterranee.com/. http://en.dcnsgroup.com/ http://wwz.ifremer.fr/institut_eng

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Comment General info about the actor General info about the actor General info about the actor General info about the actor

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Ireland – Irish Marine & Energy Resource Cluster Interviews, workshops & company visits Date

Organisation

Name

Last name

Title

Comment

Webpages Organisation IMERC

Webpage http://www.imerc.ie/

Date 2013-09-09

Irish Government IDA Ireland Enterprise Ireland

http://www.ouroceanwealth.ie/ www.idaireland.com www.enterprise-ireland.com

2013-09-24 2013-09-24 2013-09-24

Comment General info about the actor; Report, IMERC strategy Report, An integrated Marine Plan for Ireland General info about the actor General info about the actor

Lithuania – Klaipeda Maritime Cluster Interviews, workshops & company visits Date 2013-06-26/27 2013-06-26/27 2013-06-26/27 2013-06-26

Organisation Baltic Valley Association Klaipeda University Klaipeda Science and Technology Park Klaipeda University

Name Saulius Nerijus Andrius Zita

2013-06-26 2013-06-26 2013-06-26 2013-06-26 2013-06-26

Klaipeda University Lithuania Windpower Association Shipowners' Association Klaipeda University Ministry of Agriculture

Vytautas Aleksandras Gintautas Rima Romas

Last name Gulbinkas Blazauskas Sutnikas Rasuole Gasiunaite Paulauskas Paulauskas Kutka Mickeviciene Statkus

Title Director Senior Researcher Project Manager -

Comment Workshop Workshop Workshop/interview facilitator Workshop

Head of Department/ Director Project Manager Executive Director Dean -

Interview Interview Interview Interview Interview

Webpages Organisation Klaipeda University Klaipeda University Klaipeda University Baltic Valley Association Klaipeda Science and Technology Park Lithuanian Sea Museum EU2013.LT

Webpage http://www.ku.lt/en/ http://www.ku.lt/en/marine-science-andtechnology-center/ http://www.ku.lt/en/marine-valley/

Date 2013-07-01 2013-08-29

Comment General info about the actor Marine Science and Technology Center

2013-07-01

http://balticvalley.lt/en http://www.kmtp.lt/index.php/home http://www.muziejus.lt/ http://static.eu2013.lt/uploads/documents/ Presidency_programme_EN.pdf

2013-07-03 2013-07-03 2013-08-29 2013-09-10

Information about the Marine Valley program and its objectives General info about the actor General info about the actor General info about the actor Info about the Lithuanian EU presidency

Portugal – OCEANO XXI Interviews, workshops & company visits Date 2013-07-18

Organisation UCP- ESB

Name Rui

Last name Morais

2013-07-18

UCP- ESB

Ana

Gomes

2013-07-18 2013-07-18 2013-07-18 2013-07-18 2013-07-18

UPTEC 3B's -U Minho /A4TEC 3B's -U Minho /A4TEC INEGI - U Porto IPVC

Susana Joana Tiago Rui Manuela

Pinheiro Moreira da Silva H. Silva Teixeira Vaz Velho

2013-07-18 2013-07-18 2013-07-18 2013-07-18 2013-07-18 2013-07-19 2013-07-19 2013-07-18/19 2013-07-18/19

University of Aveiro (UA) University of Aveiro (UA) University of Aveiro (UA) INESC TEC /ISEP CIIMAR OCEANO XXI OCEANO XXI OCEANO XXI OCEANO XXI

Caroline Daniela Joaquim Eduardo Miguel Rui João Frederico Carla

Lavoie Gonçalves Macedo de Sousa Silva Santos Azevedo Dias Coimbra Ferreira Domingues

Title Professor of the Faculty of Biotechnology Professor of the Faculty of Biotechnology Sea Center Development Manager Postdoctoral Fellow Postdoctoral Fellow Researcher Fellowship Director - School of Technology and Management IPVC Postdoctoral fellow Phd candidate Manager of Science and Technology Assistant Professor Researcher/Board of Directors Executive Director Vice-Chairman Executive Officer Executive Officer

Comment Workshop Workshop Workshop Workshop Workshop Workshop Workshop Workshop Workshop Workshop Workshop Workshop Interview Interview Workshop facilitator Workshop facilitator

Webpages Organisation OCEANO XXI

Webpage http://www.oceano21.org/

Date 2013-07-26

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Comment General info and stated objectives of the actor

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D1.2 Cluster SWOT Analysis Sweden – Western Sweden Maritime Cluster Interviews, workshops & company visits

Date 2013-07-10 2013-07-10 2013-07-10 2013-07-10

Organisation Chalmers VGR/Cluster Coordination Group GU/Cluster Coordination Group SMTF

Name Björn Anders Susanne Henrik

Last name Södahl Carlberg Lindegarth Klintenberg

Title Senior Project Manager Regional Developer Researcher Project Developer

Comment Workshop Workshop Workshop Workshop

Webpages Organisation Region Västra Götaland Region Västra Götaland Region Västra Götaland University of Gothenburg Chalmers University of Technology SP Technical Research Institute of Sweden SSPA

Webpage http://www.vgregion.se/en/VastraGotalandsregionen/Home/ http://www.vgregion.se/en/VastraGotalandsregionen/Home/Regional-development/Tradeand-industry/Maritime/ http://www.vgregion.se/maritimedevelopment

Date 2013-07-12

Comment General info about the actor

2013-08-30

Report, Maritime Strategy for Västra Götaland

2013-09-10

http://gu.se/ http://www.chalmers.se/en/Pages/default.aspx http://www.sp.se/en/Sidor/default.aspx

2013-07-12 2013-07-12 2013-07-12

Report, Maritime Clusters in Västra Götaland General info about the actor General info about the actor General info about the actor

http://sspa.se/

2013-07-12

General info about the actor

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