Port of Rotterdam R&D agenda 2008 by Wilfred Mijnhardt

R&D-agenda T H E i n n o vat i o n st r ate gy o f t h e p o rt o f r o t t e r dAm a uthority

Contents

together we will make rotterdam the smartest port in the world

Innovation is in our blood

Knowledge and innovation for an improved competitive position

Vision of knowledge development and innovation

The R&D agenda challenges the employees

The R&D agenda has 7 lines of action

1 outside-in thinking

More focus on developments in the world

Annual R&D forums

2 cooperation and networking

Cooperation with knowledge institutions

Networks of companies

3 building on the r&d house

R&D at the Port Authority is as solid as a house

R&D is the responsibility of the whole company

We make clear choices

4 better insight into research and deployment of resources

Knowing what we are doing

Utilization of subsidies

5 stimulating creativity

Generation of ideas for the innovative ability (creating a reserve)

Opportunity teams as additional motor

A hundred thousand for a good idea

6 research priorities for the future

Putting it into practice

R&D agenda: four important themes for the future

7 be good and tell it

Being proud of what we do

• r&d implementation programme

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Together we’ll make Rotterdam the smartest port in the world!

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

INNOVATION IS IN OUR BLOOD The Port of Rotterdam Authority has a long tradition in the area of research & innovation and the application of innovative technologies and processes. We also have a good reputation in the field of knowledge development in cooperation with the business sector, knowledge institutions and the authorities. As a result the port of Rotterdam has been able to set the tone internationally and has acquired a unique position. It is essential that we maintain this position and reinforce it in certain areas. Some examples of (current and somewhat older) projects with which we set the tone:

• VTM Future • Green Award • Measurement of the water level with radar • Port infolink • Co-siting • Slufter • Quay wall at the Euromax Terminal • Multicore pipeline • Heat network • Fibre-optic network • Tender procedure for Maasvlakte 2 KNOWLEDGE AND INNOVATION FOR AN IMPROVED COMPETITIVE POSITION As Port of Rotterdam Authority we want to be one of the international leaders in all facets of our services. In a technologically, economically and socially quickly changing world we are convinced that this is only possible by being smarter than the competition. This does not only mean generating more volume, but in particular achieving more quality and knowledge-intensive services. In order to be well prepared for changes in the world and as Port Authority to be able to respond proactively to new developments in logistics and production chains, it is essential to continue to develop knowledge and to promote innovation. The development of an innovation policy, established in a company-wide R&D agenda, is therefore named as a spearhead in the 2006-2010 Business Plan. KNOWLEDGE AND INNOVATION IN THE BUSINESS PLAN FOR 2 0 0 6 – 2 010

Our Business Plan for 2006 - 2010 summarizes the necessity for an extra commitment to knowledge and innovation: ‘The tension between growth, space and the increasing competition also require us, even more than in the past, to draw upon knowledge and creativity inside and outside the organization in order to deal with issues in a smart and innovative manner. Problems are becoming so complex that we deprive our clients, society and ourselves by automatically choosing standard solutions.’

inspiration: unilever’s mission has recently been refined: exclusively focused on the theme of vitality. all efforts in the field of research and innovation are focused on health and wellbeing. the product portfolio has also been substantially brought into li n e with this. the parallel with the port authority: determination of a clear theme for further development and growth is necessary, in order to focus our innovation efforts. the first steps have been taken in this booklet: from the largest to the smartest.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

THE BUSINESS PLAN THEREFORE NAMES THE FOLLOWING AS PROMINENT ACTION POINTS:

1 The development of a knowledge and innovation policy, incorporated in a company-wide R&D agenda; 2 Bringing knowledge development and innovation onto a higher plan in cooperation with the education sector, knowledge institutions and the business sector, inter alia via the Academic Centre of TransPORT;

3 Supporting clients in the development and realization of their innovations. Within the Port Authority we must be much more alert to new developments – also in the long term – and translate these creatively into promising applications of knowledge and expertise in added value for clients. A company-wide incentive in the area of knowledge development and innovation is crucial for this. In our new innovation strategy we create space for extra investment in strategic knowledge and know-how. This concerns research which is important for the development of the port and the Port Authority in the medium and long term. With this we refer to programmes and projects in which the question does not immediately lead to an answer. The R&D agenda formulates the questions which we as Port Authority ask ourselves when we look beyond the horizon. With this there is every freedom for creativity, experiments and ‘out-of-the-box’ thinking, without however losing sight of its relevance. We do not want any hobbyism. VISION OF KNOWLEDGE DEVELOPMENT AND INNOVATION Our ambition is to make Rotterdam the centre of port innovation worldwide. The Port of Rotterdam Authority sets the tone by carrying out research and development projects itself more intensively, and particularly in partnership. With the R&D agenda, in which the innovation strategy of the Port Authority has been detailed out, we will in the coming years provide more innovation and adopt a more dynamic approach. Investment in knowledge and innovation is a top priority for the Executive Board. We must now start working actively towards ‘tomorrow’. We are serious about this and are structurally making additional budget available for it. With this the long term is being explored and the concrete opportunities in the short term are being seized. The R&D agenda shows the way to a more intensive research programming. The R&D agenda is an open invitation to all parties involved to work together. Together with our clients and knowledge partners we want to research things in greater depth, introduce new subjects onto the agenda and make (better) choices. We have a great deal of knowledge in house, but can and must also learn a great deal from others. As Port Authority we must learn to adopt more outside-in thinking. Together we will make Rotterdam the smartest port in the world. THE R& D AGENDA CHALLENGES THE EMPLOYEES WITH THE R&D AGENDA WE WANT TO ACHIEVE A NUMBER OF OB J ECTIVES FOR THE PORT OF ROTTERDAM AUTHORITY:

• We learn to adopt more outside-in thinking; • We participate in networks, where the future of the port is determined; • Employees of the Port Authority are actively involved from idea to application; • We raise the knowledge level of the Port Authority to a higher plan; • The Business Development of the Port Authority is fuelled with promising (new) ideas; • We do more with the results of research. IN ADDITION WE STRIVE FOR:

• Setting up of Port Authority R&D projects based on our own needs and ambitions; • Streamlining of the knowledge and innovation efforts within the Port Authority (efficiency); • Improvement of the usability of results (effectiveness); • Stimulation and acceleration of innovation at our clients by working in partnership.

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

COOPERATION AND NETWORKING

OUTSIDE -IN THINKING

Priorit IES FOR THE FUTURE BUILDING ON THE R &D HOUSE

stimu LATING creativit Y

BE good and tell it GOOD INSIGHT INTO RESEARCH PROGRESS AND DEVELOPMENT OF RESOURCES

THE R& D AGENDA HAS 7 LINES OF ACTION THE R&D AGENDA CONSISTS OF SEVERAL ELEMENTS WHICH FORM THE J IGSAW PIECES OF THE INNOVATION STRATEGY.

1 Outside-in thinking Listening to our clients and the client’s client

2 Cooperation and networking You cannot innovate on your own

3 Building on the R&D house More attention to long-term strategic research

4 Stimulating creativity Utilization of existing knowledge and smart combination thereof creates an advantage

5 Better insight into research and deployment of resources insight leads to focus

6 Research priorities for the future Four themes for the longer term, 13 projects for 2007

7 Be good and tell it Being proud of successes, sharing of knowledge

inspiration: the ibm ‘glo bal ceo study 2006’, for which 765 in-depth interviews with ceos were held, show s that in excess of 65% expect fundamental changes in their business within two years. growth must be sought in new business models, in addition to new markets, products and services. the parallel with the port authority: in the coming years we will search for new forms of entrepreneurship, for example informat i o n management (food safety) and management functions (co2 trade) in chains. in 2007 we will commence cooperation with the ibm netherlands innovation experts.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Outside-in thinking

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

MORE FOCUS ON DEVELOPMENTS IN THE WORLD Worldwide trends and developments identified by us and already existing plans (Port Plan 2020, Business Plan 2006 - 2010) help with determining the right subjects. With the R&D agenda we want to enter into discussions more intensively with our environment, about which direction transport, logistics, distribution and other business which is interesting to the port, will take. To this end we will enter into more intensive discussions with our clients and our clients’ clients in the region, in Europe, but especially also in Arabian countries, Asia and the USA. We will work together with knowledge institutions, experts and the authorities in order to confirm identified trends and developments. We will then enter into a debate with regard to the expected consequences for Rotterdam. We will draw up scenarios with regard to how, in relation to global developments, the Rotterdam port will possibly develop in the changing supply chains and new chains (energy, biomass, information, etc.). This we will do together with clients and external experts. We will also enter into a debate about the opportunities and threats for the Port Authority itself. We will use these scenarios as a source of creativity for the development of target images for the Port Authority itself: what do we want to be in 2015-2020 and how will we as Port Authority then be earning our money? ANNUAL R& D FORUMS In order to involve the environment – and to implement the outside-in thinking – we organize two forums every year in order to ‘negotiate’ with regard to the subjects which are of importance at that time or are expected to become important in the future. The Port of Rotterdam Authority commits itself to a substantial investment in the subjects ultimately selected. THE CRITERIA FOR THE FORUMS:

1 Participation upon personal invitation; 2 Around the table with leading persons; 3 It is a forum: this means discussion rather than talking versus listening; 4 A forum requires the sharing of knowledge, information and contacts. The Port Authority will therefore also bring in know-how which is interesting for the other participants, whereby exchange will take place;

5 A forum also means negotiating with regard to the result; 6 The Port Authority commits itself to a substantial investment in the selected subjects; 7 The Port Authority is a participant, not the director who only absorbs and determines the rules of the game. The forums result in a shortlist of knowledge questions and innovation requirements for the strategic research. For every knowledge question and innovation requirement an initial overview is also drawn up of the directions in which solutions can be sought. The forums also provide insight into the possible partners with whom these R&D issues can be taken up. ACTIVITIES FOR 2 0 07

1 Discussions with top 20 clients; how is their business developing and what is on their R&D list? How can we contribute to the realization of innovation?

2 Business Intelligence mission to Asia and the West Coast of the USA, with the objective of long-term developments in industry, transport and logistics.

3 Cooperation with Siemens One, IBM Netherlands, KPN and another four companies (to be determined later), in order to develop and stimulate outside-in thinking. We can also learn a great deal from organizations which are somewhat removed from the world of ports.

4 Organization of 2 forums. 5 Development of target images for the Port Authority (with what do we want to earn our money in the long term and from what do we derive our so-called ‘licence to operate’).

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Cooperation and networking

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

COOPERATION WITH KNOWLEDGE INSTITUTIONS One thing is certain: you can never innovate on your own. Certainly not if it concerns such a complex area as the port. The Port Authority therefore attaches a great deal of importance to cooperation with the outside world. In the last few years a great deal has been invested in cooperative ventures in the area of knowledge development. From 2007 onwards, on the basis of our innovation strategy, we will be seeking even more intensively the added value in the cooperation with:

• Academic Centre TransPORT (ACTP) • Port Research Centre Delft • Wageningen University (‘bio-port’) • VU Amsterdam (climate research) • Erasmus University Rotterdam (Port Chair) • Traineeship Rotterdam port • Hogeschool Rotterdam and InHolland • Deltalinqs University NETWORKS OF COMPANIES In addition we are open to new forms of cooperation, new networks and new partners. For example in the context of the 7th Framework Programme of the European Commission or the Strategic Knowledge agenda of the Ministry of Transport, Public Works and Water Management (V&W). We are thinking of domestic and foreign colleges and universities, other ports, our clients and knowledge institutions such as TNO and MARIN. But also of parties who are beyond our horizon. So that surprising new insights can be created, which lead to better or new services. One of the concrete plans for the coming year is the setting up of an ‘Intelligence Centre’, a haven for bright people who, at a distance from the participating companies, work out concepts for fundamentally innovative port activities. The ‘Intelligence Centre’ is a cooperative venture between KLM Cargo, Schiphol, APM Terminals and the Port of Rotterdam Authority, under the supervision of Prof. dr. H.J. van Dongen. In 2007 we are also going to investigate the opportunities for a joint knowledge centre of the ports of Rotterdam and Antwerp.

ACTIVITIES FOR 2 0 07

1 Improvement of added value of ACTP and PRC, by means of more concrete problem definition by the Port Authority;

2 Development of an Intelligence Centre, in cooperation with Henk van Dongen; 3 Expansion of network within the larger business sector (Unilever, Philips, Nokia, Lenovo, etc); 4 Involvement of SME and young companies in idea development and projects; 5 Development of cooperation with Wageningen University, VU Amsterdam, University of Antwerp (ITMMA);

6 Pro-active participation in projects of the 7th Framework Programme of the European Commission; 7 Organization of a debate with the five port PhD students with regard to long-term developments.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Building on the R&D house

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

Successful development of knowledge and innovation requires enthusiastic people with drive. There are many of these both within and outside the Port of Rotterdam Authority. It is essential to stimulate them and to work intensively together on the right research themes for the future of the port. A great deal can be gained from openness in the development of plans, joint implementation of research and the sharing of results. Knowledge is power, but sharing knowledge creates more power! R& D AT THE PORT AUTHORITY IS AS SOLID AS A HOUSE The new innovation strategy compares knowledge development and innovation at the Port Authority to a house with several floors.

• The foundation: the existing strong knowledge base, created as a result of years of research and innovation, independently and in cooperation with the world of knowledge and the business sector

• The ground floor: three directorates, the Harbour Master’s division and the Maasvlakte 2 Project Organization, with directorate-specific subjects for research and innovation

• The mezzanine floor: subjects which transcend the directorates • The roof (terrace): strategic subjects, with a long-term focus.

PROJECTEN

RESULTATEN

Together these form the R&D house, where incidentally the windows are open for fresh air and the roof terrace provides a pleasant space for the somewhat wilder parties.

A great deal stays in its familiar place in the R&D house. This applies in particular to the short term, primarily solution-orientated research which takes place within the directorates. The R&D house does have a front door which helps with the selection and bundling of subjects and partners. There are also many dividing doors which ensure a good coordination and cooperation between the directorates. With this R&D agenda we are going to pay more attention to the mezzanine floor and the roof of the house.

PROJECTEN

RESULTATEN

LONG-TERM STRATEGIC SUBJECTS

DIRECTORATE-TRANSCENDING SUBJECTS

DIRECTORATE-SPECIFIC SUBJECTS

DIM

DFI

DHMR

PMV2

PORT OF ROTTERDAM AUTHORITY KNOWLEDGE BASE / EXISTING KNOWLEDGE FOUNDATION

R& D IS THE RESPONSIBILITY OF THE WHOLE COMPANY

PROJECTEN

RESULTATEN

In the new Port Authority R&D house there is great dynamism and the innovation strategy is a widely-supported responsibility:

INNOVATION BOARD

• The Innovation Board: consisting of a few of the board members, a few Port Authority managers from all the management teams and a few external persons. The Innovation Board is the most important catalyst of the Port Authority innovation process and also acts as a sponsor for the most PROMISING IDEA important innovation projects.

PLAN

IJKE

K-

NT-

UL-

4 INNOVATION TEAMS

PROMISING IDEA

VARIOUS OPPORTUNITY TEAMS

• Innovation teams: the Innovation Board forms innovation teams in 4 different areas: 1. Accessibility, 2. Space, 3. Energy and, 4. Adding value within the chain. These innovation teams are the motors for innovation. Within the innovation teams the process of idea generation/scouting, CLIENTS OF THE PORT OF ROTTERDAM AUTHORITY AND OTHER COMPANIES AUTHORITIES, NGOs AND OTHER STAKEHOLDERS

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

idea selection and the first detailing of the most promising ideas (business case) takes place. In this they follow a number of stages in accordance with a pipeline method. For the development of major ideas the teams first need permission form the Innovation Board. A member of the Innovation Board acts as adoptive parent for such an idea. The innovation teams form different opportunity teams during the idea exploration phase but also during the realization of ideas.

• Opportunity teams are teams with a varied composition (max. 6 persons, from the various management teams) who for a limited period are dedicated to the idea. They talk to clients about the idea, research the state-of-the-art, determine the focus and direction for the solution and draw LONG-TERM STRATEGIC SUBJECTS up the business case.

• As ‘outside pendant’ the Intelligence Centre will be started up with the directors of Schiphol, DIRECTORATE-TRANSCENDING SUBJECTS KLM Cargo, APMT and the Port Authority as the parties directly involved. Under the supervision of Henk van Dongen this ‘haven for bright people’ will become DIRECTORATE-SPECIFIC SUBJECTS an external opportunity team.

• The ACTP will focus more strongly in 2007 on achievement of results in the bringing together of the port business sector and knowledge institutions. DIM DFI DHMR • Corporate Development.CZIn the metaphor of the car the innovation teams jointly PMV2 form the (innova-

tion) motor. The opportunity teams form the wheels (without wheels there is no movement) and the Innovation Board is the driver. In this, Corporate Development is the designer, the architect of the car. Corporate Development always links innovation to strategy. The information regarding trends PORT OF ROTTERDAM AUTHORITY KNOWLEDGE BASE / EXISTING KNOWLEDGE FOUNDATION and other relevant knowledge they pass on to the innovation teams. THE PORT OF ROTTERDAM AUTHORITY R&D HOUSE; THE PLAYERS

INNOVATION BOARD

4 INNOVATION TEAMS

PROMISING IDEA

VARIOUS OPPORTUNITY TEAMS

CLIENTS OF THE PORT OF ROTTERDAM AUTHORITY AND OTHER COMPANIES AUTHORITIES, NGOs AND OTHER STAKEHOLDERS

WE MAKE CLEAR CHOICES Within and outside the Port Authority there are a great many ideas for (long-term strategic) research and innovation. In order to structure these and make clear choices, we introduce a new method in our innovation strategy. All ideas which transcend the applied research for the short term, will in future be assessed within the Port Authority via the R&D pipeline. At the front of the R&D pipeline a large number of ‘wild ideas’ come in from various angles. The line organization for example will put forward ideas based on practical experience, strategic choices, business intelligence and advice from third parties. Ideas also originate at corporate level, due to the active effort of Corporate Development. In addition we expect a growing stream of ideas from the environment (business sector, knowledge institutions, authorities) and from existing and new cooperative ventures. Finally a (digital) suggestion box will be introduced for ideas which cannot actually be developed by the originator himself.

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

WILDE IDEEËN

UITGEWERKTE IDEEËN

CONCRETE PLANNEN

PROJECTEN

RESULTATEN

The Innovation Board collects, assesses and grades the submitted project proposals, according to the stage-gate model. An interesting, pioneering or promising idea will be given space for further development. In a second round such an idea is worked up into a global project proposal (1 A4). In a third round the remaining proposals are developed into a project plan. At every stage it is also determined what the possibilities are for (further) external cooperation and external funding.

WILD IDEAS

DETAILED-OUT IDEAS

CONCRETE PLANS

PROJECTS

BUSINESS INTELLIGENCE,

WORK UP IDEAS TO COMPARABLE

DEVELOP SELECTED IDEAS INTO

PROJECT MANAGEMENT,

SUGGESTION BOX,

LEVEL (1 X A4) SO THAT SORTING,

PROJECT PLAN (5–15 A4),

PERIODIC CHECKS

EXPERIENCE SALES / CLIENTS,

ASSESSMENT AND PRIORITIZING

WITH CLEAR OBJECTIVES,

AGAINST ORIGINAL

BRAINSTORMING SESSION,

BECOMES POSSIBLE.

PHASING, WORK PACKAGES,

OBJECTIVES, NEW

ADVICE FROM THIRD PARTIES,

CONSIDER: PROBLEM DEFINITION,

TASKS, RESPONSIBILITIES,

INSIGHTS AND

SYSTEMATIC INVESTIGATIONS

STATE-OF-THE-ART, OBJECTIVE,

RESULTS, BUDGET AND TIMING

STATE-OF-THE-ART,

ANTICIPATED RESULTS, PARTNERS,

RESULTS

FOCUS ON RESULT

RESOURCES

> RECORD IN PORT AUTHORITY R&D DATABASE

The innovation teams advise the Innovation Board with regard to the projects to be selected. On the WILDE UITGEWERKTE CONCRETE PLANNEN budgets PROJECTEN RESULTATEN basis ofIDEEËN this the Innovation Board makes IDEEËN final choices and allocates and responsibilities.

You can’t innovate on your own >

GESELECTEERDE IDEEËN

UITWERKEN TOT PROJECTPLAN (5-15 X A4) MET DUIDELIJKE DOELEN, FASERING, WERK-

PAKKETTEN, TAKEN, VERANTWOORDELIJKHEDEN, RESULTATEN, BUDGET EN TIMING

> VASTLEGGEN IN HBR R&D-DATABASE

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

The (strategic / long-term) research portfolio which is created in this way is monitored by the Innovation Board. Every three months the board updates the progress on the R&D projects. This is done with the aid of the R&D database which is accessible via the internet (see Section 4). Project leaders can fill in the progress here themselves and all projects are transparent and can be followed. The Innovation team’s findings regarding projects in progress are presented together with a recommendation to the Executive Board. These recommendations could be: project is progressing according to expectations and requirements, the project requires an extra effort, the project should be stopped. In short: are we doing things right? Analyses are also made of the total portfolio: are we doing the right things?

ACTIVITIES FOR 2 0 07

1 Set up Innovation Board and innovation teams; 2 Minimum 2 R&D forums; 3 Development of pipeline method; 4 Trial run with idea generation, selection and development of strategic projects, via the funnel method;

5 Development of database on the intranet with green and more mature ideas.

i n s p i r at i o n : i f y o u wa n t t o a c hieve things and certainly if you want to achieve a top performance, t h e n y o u h av e t o follow your own course as much as possible. go your own way. in o r d e r t o e x c e l y o u sometimes need to act outside your remit. with all the associated r i s k s . i n a m e r i c a t hey talk in this respect about ‘empowerment’. people who have this s ta n d f o r s o m e t h i ng. they do what in their own opinion they should do; ‘the right t h i n g ’ . t h e i r m o t t o – and also that of a highly successful sports equipment company – is: ‘just do it’. k p n h a s f o r m e d s o-called ‘entrepreneurial teams. task: to act upon promising ideas t o g e t h e r w i t h pa rtners and clients, develop new services and thus generate profitable t u r n o v e r . t h e s e t e ams contain employees from various sections of the organization. t h i s p l u r i f o r m i t y is essential: precisely in the clash of opinions and ideas the necessary quality is created. it i s i n t h i s s e t t i n g that the parties involved learn from each other to excel. t h e t e a m s a r e ‘ s e l f empowered’, they must certainly follow their own course, but at the same time operate as a t e a m . b u t e m p o w e rment is of course also a licence for an ego trip. or to do stupid and ill-considered things. o n t h e c o n t r a ry. so ....’be crazy, don’t be stupid’. t h e pa r a l l e l w i th the port of rotterdam authority: b y m e a n s o f i n n o vation teams and opportunity teams port authority colleagues are stimulated to think about i n n o vat i o n . s pa c e will be created for experiments and the development of wild ideas.

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

A growing stream of project ideas from the environment

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Better insight into research and deployment of resources

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

KNOWING WHAT WE ARE DOING The Executive Board has expressed the need for a better overview of and insight into the nature and scope of the current R&D within the Port of Rotterdam Authority. The database of projects which has been developed for this, is periodically updated and translated into a company-wide tool which is accessible via the intranet. Every quarter a summary report is generated from this. Notable matters can be identified in this manner. The Executive Board can request various cross sections from the database, when a specific view of a particular subject is required. For this further professionalization cooperation will be sought with DFI, for facts and figures. The R&D database will be further expanded with information regarding all project ideas, project proposals, choices made, status of on-going research and results of finalized research. UTILIZ ATION OF SUBSIDIES We are noticing an increasing interest at State, Province and the Municipality of Rotterdam in innovation in the Port and Industrial Complex. Substantial budgets are linked to this. For instance Peaks in the Delta, Innovation and Investment, Innovation agenda with regard to sustainable development of Sea Ports (V&W), the V&W Strategic Knowledge agenda, the Innovation Board of the Dutch Maritime Network Foundation, the EDBR innovation fund, EOS, the 7th Framework Programme of the European Commission, etc. DFI takes the lead in this. We are going to invest more energy in the development of a systematic approach to seize opportunities proactively. An overview and timetable will be prepared of the various programmes with subjects, term, scope of budget, deadlines for submission and specific objective of the programme (by means for example of a colour coding). This information will provide a hold in the brokering between Port Authority colleagues with project ideas and the various programmes. The objective for 2007 is to link at least 10 projects with the new system with money.

ACTIVITIES FOR 2 0 07

1 Development of R&D projects database on the Port of Rotterdam Authority intranet; 2 Development of matchmaking project plans with subsidy programmes; 3 Training / motivation of project leaders who are involved in the research to regularly feed and update the central database.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Stimulating creativity

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

GENERATION OF IDEAS FOR THE INNOVATIVE ABILITY (CREATING A RESERVE) Ideas feed the innovation process. Ideas can have a high commercial value, yield immense savings or ensure a process of continuous improvement and innovation. International research shows that 40% of the valuable ideas in an organization originate from the employees. Approximately the same percentage originates from clients and 20% from society. The Port Authority will therefore set up a system aimed at the collection of ideas from employees, clients and other stakeholders. This involves the identifying of as many ideas as possible in order to select and realize the most promising of these. The ideas which are not used will be put into a database. These ideas are reviewed after a certain period of time. An idea which is of little value now could after all turn out to be valuable after a few years under changed circumstances. OPPORTUNITY TEAMS AS E X TRA MOTOR Within an organization there can be a great deal of promising ideas. This does not mean however that the organization will also realize these innovation opportunities. Due to a high pressure of work and a focus on short-term results promising ideas can be left (too long) on the shelf. For this reason we suggest appointing a number of opportunity teams. An opportunity team consists of a number of professionals who in addition to their regular work help to advance promising ideas during a limited time. This could be a major pioneering idea, but it could also involve gradual modernization, or capitalizing on existing developments (‘There is going to be a fibre-optic connection in the port. How can we earn money with this?’).

Every freedom for creativity, experiments and ‘out-of-the-box’ thinking P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

In order to achieve diversity, knowledge sharing and cross fertilization, every opportunity team has a multi-functional composition. Depending on the nature of the idea, people from outside the organization can also participate. A team will receive limited time and resources for the further development of an idea. If it concerns for example an idea with a commercial value, then the opportunity team will prepare a business case. The opportunity team will present the results to the Innovation Team, following which it may be that a new opportunity team will actually implement the idea. In the ideal situation several opportunity teams operate simultaneously. Working with opportunity teams offers a low-threshold form of innovation, whereby the employees involved in the innovation process are constantly changing. As the ultimate reward for the creative contribution, the originator of an idea is included in the opportunity team concerned. Knowledge sharing between opportunity teams is crucial; ideas can often be combined into new promising combinations. A positive side effect of opportunity teams is that the participation of employees from different sections of the company makes the organization more open, opportunity orientated and entrepreneurial. A HUNDRED THOUSAND FOR A GOOD IDEA The big question mark: a hundred thousand Euros for a pioneering idea. The objective of this is to challenge the Port Authority organization to think out-of-the-box and to seek cooperation between directorates and with external parties. This element of the R&D agenda will be developed as a competition, with a top prize of one hundred thousand Euros for research by a university, college, company or consultant, in order to develop the idea into a promising innovation. SELECTION CRITERIA FOR R&D PROJ ECTS IN 2 0 07

• novel idea or innovative concept; • focused on opportunities for the Port of Rotterdam Authority in the next business plan period; • in line with the 4 priorities for 2007 (page 25); • cooperation between a minimum of 2 directorates is anticipated; • cooperation with clients, knowledge institutions and other stakeholders is an advantage.

ACTIVITIES FOR 2 0 07

1 Pilot project with an opportunity team, with the support of Prof. Jeff Gaspersz; 2 Utilization of funnel approach in order to pick up, supervise, assess and advance (creative, pioneering, but also step-by-step) ideas for innovation;

3 Development and implementation of a ‘competition’ for a challenging research project

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

A substantial additional effort The art is to focus ourselves properly

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Research priorities for the future

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

PUTTING IT INTO PRACTICE In the coming years we want to substantially step up our current strategic research activities. An extra effort, aimed at the development of ground-breaking, innovative concepts and innovations. Research with which we will lay the foundation for the next Port Authority business plan. The art is to focus properly: not a bit of everything, but to go deeply into a limited number of priorities. This concerns subjects which do not fit into regular programmes or frameworks, research which will not have an impact until in five to ten years time. If the nature of the projects permits it, cooperation with third parties (companies, knowledge institutions, authorities) is preferred, because of the leverage this will have on results (together you know more and can do more) and application (develop support at an early stage). A first choice has been made for four themes which will receive extra attention in the coming years. The choice of these themes was made in several stages. First of all the vision of the future (Port Plan 2020, Business Plan 2006 - 2010) and the trends and developments in the surroundings of the Port of Rotterdam Authority were mapped out. The current research within the Port Authority has also been analysed and an inventory made of research priorities for the longer term. On the basis of this a long list of knowledge questions was subsequently drawn up. This list was then presented to clients, Port Authority colleagues and experts. They indicated where, according to them, the priorities should lie. On the basis of this four themes were chosen to which we want to pay extra attention during the coming years. The projects which have been selected provide a picture of the type of research upon which the Port Authority wants to focus. These projects are or will become part of our current project portfolio with more than 40 research projects. The four selected themes are described below. Immediately under each theme the concrete projects which will be started in 2007 are also stated. R& D AGENDA: FOUR IMPORTANT THEMES FOR THE FUTURE T hem E 1. accessibility

Project

D irectORATE/LEADER

influence of accessibility of the hinterland on business location

CD, DIM - SIMZ

factors (costs)

2. space

3. Energy

new organizational forms for the purposes of accessibility

elsewhere in the world

CD, DIM - SIMZ

feasibility study for inland hub

DIM - SIMZ, CZ

area plan “outside HIC” (inter alia moerdijk)

CD, DIM, CZ

temporary space (brg, mv2)

MV2, DIM, CZ

flexible / multiple usage of space / underground storage

DIM, CZ, MV2

co2 storage, development in cooperation with r3 and greenport

anticipation of climate change in cooperation with vu amsterdam

DIM - SIMZ

(vellinga)

4. adding value within chains

feasibility study algae factory in port (biomass)

services for clients on the basis of broadband internet

ICT, CD

scenarios changing supply chain: what does the client’s client do

CD, CZ

(internationally)? opportunities due to changing production chains:

CD, CZ

opportunities mass customization.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

A) ACCESSIBILITY As main port and hub of goods flows accessibility is of essential importance for the competitive position of the Rotterdam port. The sea-side accessibility is good. Due to its depth the port can receive the largest ships in the world. The connections with other ports are also excellent. On the land side however, the accessibility of the port by road is a point of concern. As ‘aorta of the port’ the A15 corridor is very vulnerable and this can have an influence on the reliability of the chain. Due to the expected growth of the passenger and freight traffic (also due for example to Maasvlakte 2) we must pay extra attention to this. The environmental use of space (air, noise, external safety) of the port and industrial complex forms an additional and also unpredictable factor in this. Rail, inland shipping and pipelines are also of great importance, whereby innovations are necessary particularly in inland shipping. PROJ ECTS FOR 2 0 07

1 Influence of accessibility of the hinterland on business location factors Model development for the calculation of the costs of poor accessibility (all modalities) and the influence on business location factors. CD has been asked to take the lead in order to arrive at a project with the Erasmus University Rotterdam. The result will be insight into mechanisms regarding accessibility (foreland, hinterland) which determine the climate for business establishment and the possibilities for the Port Authority to exercise influence on critical factors.

2 New organizational forms for the purposes of accessibility Research into possible promising managerial roles and the effort of the Port Authority with regard to the accessibility issue. Analysis of best practices of the traffic authorities, including also a translation of the Project Mainportcorridor Zuid case (PPP options). CD will take the lead in this, because of the connection with strategy development. Result: overview of promising organizational forms in order to enable a trend break in traffic management. Insight into opportunities and threats for the Port Authority.

3 Benchmark study of traffic management systems elsewhere in the world A state-of-the-art investigation in the area of traffic management. In various cities in the world successful new concepts have already been tried and implemented: Tokyo, Seattle, Stockholm, London, etc. It is important not to reinvent the wheel. The result is an overview of systems and projects, and an overview of specific characteristics which are comparable to those in the Rijnmond region. This can be used in a smart manner to combine existing systems and/or for the development of new knowledge and applications. This project also serves as an example for various other subjects.

4 Feasibility study for inland hub The container throughput in Rotterdam will continue to increase strongly in the coming years. The traffic load on the A15 will also increase as a result, which from the viewpoint of accessibility and air quality is undesirable or even impossible. It is therefore of major importance to start transporting a larger proportion of the import / export containers by rail or inland shipping. The development of an inland hub concept could provide a major contribution to this. The project Study of Inland hub(s) forms part of the research programme of the Accessibility Plan. The research covers the following issues: 1) investigation of optimum location, 2) investigation of support by business community, 3) development of business case, 4) support in society and environmental aspects, 5) development of layout, fitting out and access.

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

B) SPACE The Port of Rotterdam Authority is the manager of the space in the port. Sufficient and suitable space is of decisive importance for the operation of the port. Space is also essential for attracting new activity. In addition, use of space determines the liveability of the surroundings. The growth of shipping and the necessary wet and dry infrastructure require ever more space. In addition the region has a strong need to build dwellings and offices, also in the surroundings of the port. Space to grow is therefore limited. As a result the Port Authority will invest more in the coming years in the better utilization of the available space. One of the main tasks contained in the Business Plan is ‘offering space to companies for further development by means of better utilization of the existing space and infrastructure, and by means of the timely provision of additional space’. This implies for example that in existing areas new space is created by means of restructuring and intensification. Within the framework of integral area management area plans are developed which form the assessment framework for allocation of land. But of course the most important expansion is the construction and development of Maasvlakte 2. Because this additional space will not become available until 2013, the current lack of space already needs to be handled now in a creative and innovative manner. In our innovation strategy we invest extra in immediately applicable knowledge development, in order to be able to solve the space problem sooner. PROJ ECTS FOR 2 0 07

5 Area Plan ‘outside HIC’ In line with the area plans within the port and industrial complex (HIC) a project will be started up for the possible development of (new) port areas outside the port and industrial complex. Amongst others the cooperation with Moerdijk comes back in this, as well as (elements of) the ‘Inland Hub’ project.

6 Temporary space Following the construction of the outer contour of Maasvlakte 2 there will be the possibility for years to come to utilize and exploit the internal lake created as a result. In addition to the possibilities for recreation and events (boat races, Olympic Games, etc.), there are opportunities for temporary industrial activities (production and erection of an offshore wind park, movement space for restructuring, recycling activities, maintenance activities for the offshore industry, etc.). Also within the existing port area there will be possibilities for the temporary fitting out of certain sites. This is the reason for research into the possibilities for temporary buildings and temporary infrastructure. Finally certain areas can be used as an experimental site for innovation.

7 Flexible and/or underground building / intensive use of space /underground storage: research into innovative concepts

Within the Port of Rotterdam Authority a trainee will explore the possibilities for underground storage. This research will provide the starting point for a wider investigation: use of space underneath electricity pylons, around and above pipeline corridors, use of cup tanks at oil terminals, etc.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

C) ENERGY Rotterdam wants to become the energy port of the future. In the coming decades fossil energy carriers will remain dominant for the economic structure of the port. The consequence of this is a large burden on the surrounding area with polluting substances, such as CO 2, fine dust, SO 2 and NOx. In view of the Kyoto protocol and various new EU norms in the area of air quality, we are therefore looking for alternatives. Rotterdam wants to develop more and more into a European energy port, where in addition to the traditional petroleum, other energy carriers are up and coming and where large expansions for energy production are being prepared and realized. With this it is to be expected that biological fuels will play an increasingly large role and that this sector will grow strongly. 80% of all European imports of palm oil already goes via Rotterdam. The objective of the Port Authority is to ensure sufficient, attractively priced and relatively cleanly generated energy for the companies in the port and industrial complex. PROJ ECTS FOR 2 0 07

8 CO 2 storage Within the Port of Rotterdam Authority the developments in the area of capture, transport and storage of CO 2 are closely followed. During the coming months studies will also be carried out at EnergieNed, DCMR and R3. The Port Authority is intensively involved in these studies and wants to develop current business cases itself in cooperation with companies in the region. It is of primary importance for us to gain insight into the required infrastructure in the area. To this end we will carry out research into the possible courses of action, optimization of the necessary phasing (increase in the capacity of the CO 2 pipelines during the coming decades) and the commercial and legal structure with which the Port Authority wants to participate in this infrastructure. The ambition is a multi-user infrastructure which is available to all suppliers and purchasers.

9 Case study Port of Rotterdam Authority in VU Amsterdam climate programme Participation in the climate programme of the Vrije Universiteit Amsterdam (Pier Vellinga). In this case the knowledge institutions work together with the Municipality of Rotterdam, the Port of Rotterdam Authority, CityPorts, the Province of South Holland, the Directorate General for Public Works and Water Management, the water boards Hollandse Delta, Delfland, Schieland, Krimpenerwaard and with the relevant national and international companies in the region and upstream. Climate change is of particular importance for our region due to: 1) change in the chances and effects of flooding from the sea and river and its influence on port and urban development; 2) changes in the regime of river discharge and river water levels and their influence on the transport connection with the hinterland; 3) changes in climate-related conditions, preconditions and processes of importance for working, living and recreation in the urban areas.

10 Feasibility study of algae factory in port (biomass) As a follow-up to the Happy Shrimp Farm we will commence research into new possibilities for industrial ecology, co-siting and sustainable activity. The Port Authority and R3 will contribute to the development of a business case for the production of algae as a raw material for biofuel.

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

D) ADDING VALUE WITHIN CHAINS The changing world requires intensive monitoring, development of scenarios, alert and creative response to opportunities and threats. Also for the Port Authority this means new situations, roles, requirements, opportunities and threats. How are the supply chains changing? Who will become the new players? What requirements and wishes do they impose upon (the reliability of) the chain? What new functions can the Port Authority develop (business models)? On the one hand there is a development of increasing cooperation within chains, and on the other hand the competition within these chains is increasing. Activities in the Rotterdam port cannot be regarded separately from developments in chains in their global context. Due to the increasing complexity it is more difficult, but all the more necessary to coordinate goods flows. PROJ ECTS FOR 2 0 07

11 New services for clients on the basis of broadband internet Following the tendering procedure for the operation of the Port Authority fibre-optic network (plot B), there will be intensive cooperation with the operator in order to develop new, innovative services for companies and organizations in the port. The objective is the strengthening of the economic climate in Rotterdam. The Port Authority will invest one man-year in support of the operator.

12 Developments in the supply chain: what does the client’s client do? Exploration of the future developments within the companies in the supply chain. Analysis of trends and developments (in Asia, the USA and the Middle East). Respond to wishes and the development of new concepts for added value / services in the port and/or by the Port Authority. Subjects from the innovation agenda of the Van Laarhoven Committee are addressed here.

13 Opportunities due to changing production chains Exploration of developments in production chains, given trends such as Mass Customization and the growth of Contract Manufacturers. Research: ‘What is in the container?’. Determination of the consequences for the transport chain and for the Rotterdam port. Development of new services. In actual fact a follow-up to previous studies such as ‘Indistribution’ and ’Postponed Manufacturing (PPM)’. Inter alia in cooperation with parties such as Siemens, Unilever, Ikea Delft, Broekman Group and Philips.

inspiration: within shell promising ideas from employees and people from outside are “reward e d ” . a small group of experts is formed and given the time and money to further deve l o p s u c h an idea. this has led to various very successful innovations. the parallel with the port of rotterdam authority: within the port authority we are going to set up opportunity teams, which will b e g i v e n time and money to develop business cases for identified opportunities. in 2007 a p i l o t with an opportunity team will be supported by prof. jeff gaspersz (www.kansdenk e n . n l ) .

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Be good and tell it

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

BEING PROUD OF WHAT WE DO Successes are there to celebrate and to share. So that we can inspire and challenge each other to do even better. We also want to share knowledge in an open atmosphere with partners in the world of knowledge and the business community. A number of communication channels have been selected for this. WEBSITE

We are developing a separate section on the Port of Rotterdam Authority website, which is dedicated to research and innovation. Sections of the website are open for all Port Authority employees, some for external parties and some are intended for specific groups (Innovation Team, Opportunity Team, etc.). We will also start to use the website to create an open debate around a number of important tasks. We allow ‘the world’ to think along and make suggestions. With this we can find new partners and form new alliances. Port Authority employees can also submit ideas in different areas and follow the processing of the idea. Opportunity teams which are in operation can report their progress and post questions. And the R&D manager has his weblog there. An experiment will be set up for open innovation: allow the outside world to think along about a specific question or problem. ARTICLES IN TRADE J OURNALS

The Port Authority will publish the results of research more intensively than in the past. Often under its own name, but just as easily under the name of a PhD student or researcher who has chosen the port and the Port Authority as a subject for research. The ACTP plays an important role in the realization of this task. INTERNAL COMMUNICATION CHANNELS

Via for example lunch lectures, articles in the Thuishaven and news on the intranet the Port Authority employees will be kept better informed of the developments in the area of research, development and innovation. ACTIVITIES FOR 2 0 07

1 Development of innovation section on the Port Authority website; 2 Realization of a minimum of three publications in international trade journals with regard to our (new) innovation strategy and successes;

3 Development of a pilot project for ‘open innovation’ via the web (weblog, Second Life, co-development of new ideas, etc.);

4 Organization of innovation event: an innovation inspiration day for (all) the personnel.

I nspiration: siemens netherlands has set up a separate management (one siemens) for the developmen t of new concepts and services. the wishes of the client are the key element in this. the parallel with the port of rotterdam authority: with the r&d agenda we will seek cooperation with our clients much more actively and tackle problems together. in addition the actp will mediate more actively between the questions from the companies in the port and the knowledge at the universities, colleg e s and institutions. in 2007 new out-of-the-box solutions will be worked on together with one siemens.

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

R&D implementation programme january

february

march

april

m ay

Organize forum

R&D-forum

Business Intelligence Mission

outside-in thinking Set up cooperation with Siemens, IBM, KPN and others

Cooperation with companies

Visit clients in the port

Develop Logistics Intelligence Centre Start up networks around research priorities

cooperation and networking Develop cooperations with Wageningen, VU and ITMMA Proactive participation in 7th Framework Programme of the European Commission

Form innovation board Form innovation teams

building on the R &D house Develop pipeline method

Start pipeline approach

Participation of innovation

Develop ‘creating a reserve’ Project ‘100,000 for a good idea’

Sti mulating Creativity Organize opportunity teams

Develop project database

Start opportunity teams

Start database

Better insight into resarch

Utilization of subsidies project

and deployment of resources

Execute projects which fall under the themes of the R&D agenda

research priorities

Present agenda Prepare communication plan

Start preparation External communication: visit congresses, symposia, give guest lectures, publications in trade

Be good and tell it Internal communication: website, contribution Thuishaven, lunch lectures, etc Test open innovation

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

2007 june

j u ly

august

Feedback forum

september

october

november

Organize forum

R&D-forum

Feedback forum

R&D benchmark international

december

Develop target images for Port of Rotterdam Authority

s not directly related to the port

Participation innovation board in R&D-forum

board in R&D forum

Start competition

Competition result

Execution of winning project

Start system

innovation inspiration event

Innovation inspiration event

journals, website

Communication regarding competition

P O RT O F R O T T E R D A M A U T H O R I T Y R & D – AGENDA

Notes

C o l oPHo n R & D- a g e n d a

design

for more information

T h e i n n o vat i e str at egy of the

Smidswat er, breda/den haag

E Kees.joos ten@P ortofro tterdam. com

p o rt o f r otte r d a m au thori ty

Customer Service Center

P. o . b o x 6 6 2 2

Photography

T 010 - 252 11 11

3 0 0 2 AP Ro tte r d a m

Freek van Arkel, R otterdam

E info@portofrotterdam. com

Ed i t o r

printing

Date

C o r p o r ate D e v e l o p men t

plan t ijnCasparie Capelle a/d ijssel

mei 2007

PORT OF ROTTERDAM AUTHORITY R & D – AGENDA

Innovation is a widelysupported responsibility