This study investigates the complex and still insufficiently understood interactions between ocean currents and offshore wind farms (OWFs), with a focus on local-scale hydrodynamic effects near individual wind turbine foundations. Despite growing interest in the environmental impacts of OWFs, empirical field data on local-scale current dynamics within wind farms remain sparse. This technical report describes the results from a field campaign, which was conducted within the Anholt OWF in the Kattegat over a 9-day period in August 2024.
This report provides an assessment on the prospects for offshore energy hubs. Four use cases have been developed and evaluated by respondents in a survey instrument for their forecasted time horizon to implementation and their business potential as opportunities for the maritime and offshore
industries. The report is produced by the PERISCOPE Group at Aarhus University for the PERISCOPE network.
This report provides a summary on the prospects for developing offshore logistics hubs and their evaluation as opportunities for the maritime and offshore industries. The report’s findings are based on respondents’ answers to surveys and focuses on when offshore logistic hubs will come into operation and their business potential. The data for this report is based on desk research and an analysis of survey responses. The report is produced by the PERISCOPE network.
The value chains for offshore oil and gas and offshore wind are both basically driven by the demand for energy. This is heavily dependent on a number of factors including the price of various energy sources and the policy making of the states which influence legislation, indirect subsidies and direct investments. At the center of both value chains are the energy companies. The energy companies have a number of suppliers and sub suppliers which provide a range of equipment and services to the offshore operations. The supply industry is characterized by horizontal cooperation (between suppliers at the same level) and vertical cooperation (between suppliers in different layers). Finally the suppliers and the energy companies are supported by a number of companies which are usually not considered as part of the offshore sector but are important none the less. These companies provide a number of services including includes legal advice, financing, insurance etc. The two value chains have a number of activities in common. Both include (1) a tender and concession phase where the energy company obtains the right to explore and produce energy from the authorities. (2) An exploration phase where the physical location is examined and the installation is planned. (3) An installation phase where the equipment is produced and transported to the site where it is installed. (4) An operation phase where the energy is produced or the energy source is extracted and (5) a decommissioning phase where the field is abandoned. Most suppliers are positioned in several links of one or both value chains, at various levels (direct supplier, sub supplier, 3rd tier supplier etc.) and providing a variety of services. A supplier can move to new positions within the value chain. The increased servitization is a good example. Traditional manufacturers are often 2nd or 3rd tier suppliers in the installation phase. But by providing after sales services these companies also become direct suppliers to the energy company in the operations phase. Finally a supplier can have different positions in different geographical markets. A supplier can thus be a direct (1st tier) supplier in one market but needs to go through a local contractor (as a 2nd tier supplier) in another market – even if the provided service is exactly the same in both cases.
Bornholm plays a central role in the future offshore power expansion in the
Baltic Sea and as a node between future interconnections between countries. The
necessity to store/convert surplus power puts Bornholm in position to be the first
natural energy hub. Bornholm can be not only the centre for electrical equipment
such as substations but also a centre for P-2-X production from offshore wind power.
The production of electrofuels through P-2-X technologies can penetrate the
transport sector in Bornholm, the hardest to decarbonise, starting with the highspeed ferries to Ystad and Køge, which use in Rønne Havn as their base. The
needs to comply with existing and imminent stricter regulations create the
necessity for an immediate transition, before a fleet renewal. Therefore, this study
investigates the conversion of the hydrogen, produced using offshore wind
electricity, into methanol, whose use as a fuel is mature and does not require
substantial changes to the fleet.
A multidisciplinary and -national team of Ghanaian and Danish researchers engage in a three year research project financed by the Danish Ministry of Foreign Affairs in order to address the question how communication, gender, and sustainability affect the cluster performance of the Port of Tema in Ghana. We approach the question from different angles ranging from quantitative survey datat to longitudinal anthropological observations and qualitative multilayered interviews with port workers, politicians, port officials, domestic and foreign investors, and representatives from the surrounding communities.
What Is the Issue?
Sustaining long-term growth requires marine suppliers to define their pricing strategies in a holistic fashion. However, pricing is an under-managed activity in many companies. Especially when moving towards servitization, services or integrated solutions are frequently underpriced or promised at performance levels that cannot be delivered profitably.
Why Is It Important?
Pricing is one of the most important elements for all business and everything in the business works to justify the input value for a price and turn it into a profit. It therefore has a dramatic but frequently underappreciated effort on achieving profitability and keeping business thriving.
What Can Be Done?
The marine supplies industry needs radical change in pricing by thinking about customer’s needs and aligning the incentives between suppliers and customers for long-term relationship. Value-based pricing is the way forward. An intensive discussion has been made with regard to the key challenges of applying value-based pricing in the marine supplies industry. Understanding these challenges is crucial for a move towards value-based pricing and will shed light on how to tackle these challenges.
This follow up paper concerns relational contracts in the maritime industry from a legal, game theoretical, and strategic perspective. The paper discusses the purpose of a relational contract, the specific legal characteristics in a relational contract, and draw up economic explanations of the relations among the clauses in relational contract. Strategy and game theory are used to explain the output of negotiations and explain how to behave if to obtain joint utility in a contractual relationship in the maritime industry.
The report is organized as follows. The introduction will lay out the current state-of-play of eco-efficiency and the zeitgeist of the current situation on maritime that we find ourselves in, in 2020. The next section will provide some historical context looking back to 2010 and 2000 to trace the trajectory and developmental course that we are on. The core contribution of this report is the Shipyard 4.0 Roadmap, that can be found in Figure 1 on page 9. This illustration plots the expectations for technological capabilities and policy from 2020 to 2030. The descriptions of the elements of the roadmap are provided in Appendix 1.
Projektet gennemfører en antropologisk analyse af forholdet mellem a) smarte teknologier (fx automation, smarte algoritmer eller drone- og vision-teknologier) b) fagpersoner ombord ifm. navigation) c) fagpersoner og beslutningstagere i rederiorganisation (som bestillere af ny teknologi) og d) udviklervirksomhederne (som designere af fremtidens løsninger) for at afklare, hvilke ikke-tekniske aspekter, der skal tages højde for og hvilke nye samarbejdsformer, der er behov for, og hvordan disse understøttes organisatorisk, når nærmeste ’kollega’ for fagpersonerne ombord bliver en robot eller en automatiseret teknologi. Fokus i projektet vil være på, hvordan samarbejdet mellem medarbejder/leder og robot/drone/teknologi skal/kan organiseres, samt hvordan de nye typer ’kolleger’ vil påvirke organiseringen af samarbejdet.