Download - Port of Rotterdam R&D agenda 2008
R&D-agenda THE innovaTion sTraTEgy
of the port of rotterdAm Authority
Contents togetherwewillmakerotterdamthesmartestportintheworld 2
Innovation is in our blood 3
Knowledge and innovation for an improved competitive position 3
Vision of knowledge development and innovation 4
The R&D agenda challenges the employees 4
The R&D agenda has 7 lines of action 5
1 outside-inthinking 6
More focus on developments in the world 7
Annual R&D forums 7
2 cooperationandnetworking 8
Cooperation with knowledge institutions 9
Networks of companies 9
3 buildingonther&dhouse 10
R&D at the Port Authority is as solid as a house 11
R&D is the responsibility of the whole company 11
We make clear choices 12
4 betterinsightintoresearchanddeploymentofresources 16
Knowing what we are doing 17
Utilization of subsidies 17
5 stimulatingcreativity 18
Generation of ideas for the innovative ability (creating a reserve) 19
Opportunity teams as additional motor 19
A hundred thousand for a good idea 20
6 researchprioritiesforthefuture 22
Putting it into practice 23
R&D agenda: four important themes for the future 23
7 begoodandtellit 28
Being proud of what we do 29
• r&dimplementationprogramme 30
�PORT OF ROTTERDAM AUTHORITY r&d–agenda
Togetherwe’llmakeRotterdamthesmartestportintheworld!
PORT OF ROTTERDAM AUTHORITY r&d–agenda�
innovationisinourblood
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
knowledgeandinnovationforanimprovedcompetitiveposition
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.
knowledgeandinnovationinthebusinessplanfor2006–2010
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 m iss ion has recently been ref ined : exclus ively focused on the theme of
v i tal i ty. a l l e f forts in the f i e ld of research and innovat ion are focused on health
and wellbe ing . the product portfol io has also been substant ially brought into l ine
w i th th i s .
the parallel with the port authority:
determinat ion of a c lear theme for further development and growth i s necessary,
in order to focus our innovat ion efforts . the f irst s t eps have been taken in th i s
booklet: from the largest to the smartest.
�PORT OF ROTTERDAM AUTHORITY r&d–agenda
thebusinessplanthereforenamesthefollowingasprominentactionpoints:
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 formu-
lates 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.
visionofknowledgedevelopmentandinnovation
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.
ther&dagendachallengestheemployees
withther&dagendawewanttoachieveanumberofobJectivesfortheportof
rotterdamauthority:
• 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.
inadditionwestrivefor:
• 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�
ther&dagendahas7linesofaction
ther&dagendaconsistsofseveralelementswhichformtheJigsawpiecesofthe
innovationstrategy.
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
pr ior i t i e s for the future
outs ide - inth ink ing
cooperat ionand network ing
bui ld ing onthe r&d
house
be good and te l l i t
good ins ight intoresearch progressand development of resources
st imulat ing creat iv i ty
inspiration:
the ibm ‘global ceo s tudy 2006 ’ , for which 765 in -depth interv i ews wi th ceos were held , shows
that in excess of 65% expect fundamental changes in the ir bus iness w i th in two years . growth
must be sought in new bus iness models , in add i t ion to new markets , products and serv ices .
the parallel with the port authority:
in the coming years we wi l l s earch for new forms of entrepreneursh ip, for example informat ion
management ( food safety ) and management funct ions ( co2 trade ) in cha ins . in 2007 we wi l l
commence cooperat ion wi th the ibm netherlands innovat ion experts .
�PORT OF ROTTERDAM AUTHORITY r&d–agenda
Outside-in thinking
1
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morefocusondevelopmentsintheworld
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?
annualr&dforums
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.
thecriteriafortheforums:
1Participation upon personal invitation;
2Around the table with leading persons;
3It is a forum: this means discussion rather than talking versus listening;
4A 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;
5A forum also means negotiating with regard to the result;
6The Port Authority commits itself to a substantial investment in the selected subjects;
7The 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.
activitiesfor2007
1Discussions 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?
2Business Intelligence mission to Asia and the West Coast of the USA, with the objective of
long-term developments in industry, transport and logistics.
3Cooperation 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.
4Organization of 2 forums.
5Development 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’).
�PORT OF ROTTERDAM AUTHORITY r&d–agenda
Cooperation and networking
2
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cooperationwithknowledgeinstitutions
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
networksofcompanies
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.
activitiesfor2007
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.
�PORT OF ROTTERDAM AUTHORITY r&d–agenda
Building on the R&D house
3
PORT OF ROTTERDAM AUTHORITY r&d–agenda�0
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&dattheportauthorityisassolidasahouse
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.
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.
r&distheresponsibilityofthewholecompany
In the new Port Authority R&D house there is great dynamism and the innovation strategy is a
widely-supported responsibility:
• 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
important innovation projects.
• 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,
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UITGEWERKTE IDEEËN CONCRETE PLANNEN PROJECTEN RESULTATEN
WILDE IDEEËN UITGEWERKTE IDEEËN
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IDEEËN OPWERKEN TOT VERGELIJKBAAR
NIVEAU (1 X A4) ZODAT SORTERING,
BEOORDELING EN PRIORITERING
MOGELIJK WORDT.
DENK AAN: PROBLEEMSTELLING,
STATE-OF-THE-ART, DOELSTELLING,
BEOOGDE RESULTATEN, PARTNERS
MIDDELEN
CONCRETE PLANNEN PROJECTEN RESULTATEN
PROMISING IDEA 4 INNOVATION TEAMS
INNOVATION BOARD
CLIENTS OF THE PORT OF ROTTERDAM AUTHORITY
AND OTHER COMPANIES
AUTHORITIES, NGOs AND OTHER STAKEHOLDERS
PROMISING IDEAVARIOUS OPPORTUNITY TEAMS
CZ
DIRECTORATE-TRANSCENDING SUBJECTS
LONG-TERM STRATEGIC SUBJECTS
DIRECTORATE-SPECIFIC SUBJECTS
PORT OF ROTTERDAM AUTHORITY KNOWLEDGE BASE / EXISTING KNOWLEDGE FOUNDATION
WILDE IDEEËN UITGEWERKTE IDEEËN
GESELECTEERDE IDEEËN
UITWERKEN TOT PROJECTPLAN
(5-15 X A4) MET DUIDELIJKE
DOELEN, FASERING, WERK-
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CONCRETE PLANNEN PROJECTEN RESULTATEN
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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
up the business case.
• As ‘outside pendant’ the Intelligence Centre will be started up with the directors of Schiphol,
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 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.
• Corporate Development. In the metaphor of the car the innovation teams jointly 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
and other relevant knowledge they pass on to the innovation teams.
theportofrotterdamauthorityr&dhouse;theplayers
wemakeclearchoices
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.
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UITGEWERKTE IDEEËN CONCRETE PLANNEN PROJECTEN RESULTATEN
WILDE IDEEËN UITGEWERKTE IDEEËN
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IDEEËN OPWERKEN TOT VERGELIJKBAAR
NIVEAU (1 X A4) ZODAT SORTERING,
BEOORDELING EN PRIORITERING
MOGELIJK WORDT.
DENK AAN: PROBLEEMSTELLING,
STATE-OF-THE-ART, DOELSTELLING,
BEOOGDE RESULTATEN, PARTNERS
MIDDELEN
CONCRETE PLANNEN PROJECTEN RESULTATEN
PROMISING IDEA 4 INNOVATION TEAMS
INNOVATION BOARD
CLIENTS OF THE PORT OF ROTTERDAM AUTHORITY
AND OTHER COMPANIES
AUTHORITIES, NGOs AND OTHER STAKEHOLDERS
PROMISING IDEAVARIOUS OPPORTUNITY TEAMS
CZ
DIRECTORATE-TRANSCENDING SUBJECTS
LONG-TERM STRATEGIC SUBJECTS
DIRECTORATE-SPECIFIC SUBJECTS
PORT OF ROTTERDAM AUTHORITY KNOWLEDGE BASE / EXISTING KNOWLEDGE FOUNDATION
WILDE IDEEËN UITGEWERKTE IDEEËN
GESELECTEERDE IDEEËN
UITWERKEN TOT PROJECTPLAN
(5-15 X A4) MET DUIDELIJKE
DOELEN, FASERING, WERK-
PAKKETTEN, TAKEN, VERANT-
WOORDELIJKHEDEN, RESUL-
TATEN, BUDGET EN T IMING
CONCRETE PLANNEN PROJECTEN RESULTATEN
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
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.
The innovation teams advise the Innovation Board with regard to the projects to be selected. On the
basis of this the Innovation Board makes final choices and allocates budgets and responsibilities.
Youcan’t
innovateon
yourown
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UITGEWERKTE IDEEËN CONCRETE PLANNEN PROJECTEN RESULTATEN
WILD IDEAS DETAILED-OUT IDEAS
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> VASTLEGGEN IN HBR R&D-DATABASE
WORK UP IDEAS TO COMPARABLE
LEVEL (1 X A4) SO THAT SORTING,
ASSESSMENT AND PRIORITIZING
BECOMES POSSIBLE.
CONSIDER: PROBLEM DEFINITION,
STATE-OF-THE-ART, OBJECTIVE,
ANTICIPATED RESULTS, PARTNERS,
RESOURCES
DEVELOP SELECTED IDEAS INTO
PROJECT PLAN (5–15 A4),
WITH CLEAR OBJECTIVES,
PHASING, WORK PACKAGES,
TASKS, RESPONSIBILIT IES,
RESULTS, BUDGET AND TIMING
PROJECT MANAGEMENT,
PERIODIC CHECKS
AGAINST ORIGINAL
OBJECTIVES, NEW
INSIGHTS AND
STATE-OF-THE-ART,
FOCUS ON RESULT
BUSINESS INTELLIGENCE,
SUGGESTION BOX,
EXPERIENCE SALES / CLIENTS,
BRAINSTORMING SESSION,
ADVICE FROM THIRD PARTIES,
SYSTEMATIC INVESTIGATIONS
CONCRETE PLANS PROJECTS RESULTS
KANSRIJK IDEE 4 INNOVATION TEAMS
INNOVATION BOARD
KLANTEN HBR EN ANDERE BEDRIJVEN
KENNISINSTELLINGEN
OVERHEDEN, NGO’S EN ANDERE STAKEHOLDERS
KANSRIJK IDEE DIVERSE KANS-TEAMS
CZ
DIRECTIE-OVERSTIJGENDE ONDERWERPEN
LANGE TERMIJN STRATEGISCHE ONDERWERPEN
DIRECTIE-SPECIFIEKE ONDERWERPEN
KENNIS BASIS HBR / BESTAAND KENNISFUNDAMENT
WILDE IDEEËN UITGEWERKTE IDEEËN
GESELECTEERDE IDEEËN
UITWERKEN TOT PROJECTPLAN
(5-15 X A4) MET DUIDELIJKE
DOELEN, FASERING, WERK-
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WOORDELIJKHEDEN, RESUL-
TATEN, BUDGET EN T IMING
CONCRETE PLANNEN PROJECTEN RESULTATEN
��PORT OF ROTTERDAM AUTHORITY 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?
activitiesfor2007
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.
inspiration:
i f you want to ach ieve th ings and certa inly i f you want to ach ieve a top performance ,
then you have to follow your own course as much as poss ible . go your own way. in
order to excel you somet imes need to act outs ide your remi t. w i th all the assoc iated
r i sks . in amer ica they talk in th i s respect about ‘ empowerment ’ . p eople who have th i s
s tand for someth ing . they do what in the ir own op in ion they should do ; ‘ the r ight
th ing ’ . the ir motto – and also that of a h ighly successful sports equ ipment company –
i s : ‘ just do i t ’ .
kpn has formed so -called ‘ entrepreneur ial t eams . task : to act upon promis ing ideas
together wi th partners and cl i ents , develop new serv ices and thus generate prof i table
turnover . these t eams conta in employees from var ious sect ions of the organizat ion .
th i s p lur i formity i s e ssent ial : prec i se ly in the c lash of op in ions and ideas the necessary qual i ty i s created . i t
i s in th i s s e t t ing that the part i es involved learn from each other to excel .
the t eams are ‘ s e lf empowered ’ , they must certa inly follow the ir own course , but at the same t ime operate as a
t eam. but empowerment i s of course also a l i c ence for an ego tr ip. or to do s tup id and i l l - cons idered th ings .
on the contrary. so . . . . ’ b e crazy, don ’ t be s tup id ’ .
the parallel with the port of rotterdam authority:
by means of innovat ion teams and opportuni ty t eams port author i ty colleagues are s t imulated to th ink about
innovat ion . space w i l l be created for exper iments and the development of w i ld ideas .
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
Agrowing
streamof
projectideasfrom
theenvironment
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
Better insight intoresearch and deployment of resources
4
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
knowingwhatwearedoing
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.
utiliZationofsubsidies
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.
activitiesfor2007
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.
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
Stimulating creativity
5
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
Stimulating creativity generationofideasfortheinnovativeability(creatingareserve)
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.
opportunityteamsaseXtramotor
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
forcreativity,
experimentsand
‘out-of-the-box’ thinking��PORT OF ROTTERDAM AUTHORITY 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.
ahundredthousandforagoodidea
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.
selectioncriteriaforr&dproJectsin2007
• 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.
activitiesfor2007
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�0
Asubstantialadditional
effort
Theart
isto
focusourselvesproperly
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
Research prioritiesfor the future
6
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
theme project directorate/leader
1. accessibil ity
influence of accessibil ity of the hinterland on business location
factors (costs)
cd, dim - s imz
new organizational forms for the purposes of accessibil ity cd
elsewhere in the world cd, dim - s imz
feasibil ity study for inland hub dim - s imz, cz
2. space 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
3. energy co2 storage, development in cooperation with r3 and greenport cz
anticipation of climate change in cooperation with vu amsterdam
(vellinga)
dim - s imz
feasibil ity study algae factory in port (biomass) cz
4. adding value
within chains
services for clients on the basis of broadband internet ict, cd
scenarios changing supply chain: what does the client’s client do
( internationally)?
cd, cz
opportunities due to changing production chains: cd, cz
opportunities mass customization.
puttingitintopractice
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&dagenda:fourimportantthemesforthefuture
��PORT OF ROTTERDAM AUTHORITY 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 Maas-
vlakte 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.
proJectsfor2007
1 Influenceof accessibilityof thehinterlandonbusinesslocationfactors
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 establish-
ment and the possibilities for the Port Authority to exercise influence on critical factors.
2 Neworganizationalformsforthepurposesof 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 organizatio-
nal forms in order to enable a trend break in traffic management. Insight into opportunities and
threats for the Port Authority.
3 Benchmarkstudyof trafficmanagementsystemselsewhereintheworld
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 Feasibilitystudyforinlandhub
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 transpor-
ting a larger proportion of the import / export containers by rail or inland shipping. The develop-
ment 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.
proJectsfor2007
5 AreaPlan‘outsideHIC’
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 Temporaryspace
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 possibili-
ties 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 Flexibleand/orundergroundbuilding/intensiveuseof space/undergroundstorage:
researchintoinnovativeconcepts
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.
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
10
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 CO2, 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.
proJectsfor2007
8 CO2storage
Within the Port of Rotterdam Authority the developments in the area of capture, transport and
storage of CO2 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 CO2 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 CasestudyPortof RotterdamAuthorityinVUAmsterdamclimateprogramme
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, Krimpener-
waard 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.
Feasibilitystudyof algaefactoryinport(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.
10
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
d)addingvaluewithinchains
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.
proJectsfor2007
Newservicesforclientsonthebasisof broadbandinternet
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.
Developmentsinthesupplychain:whatdoestheclient’sclientdo?
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.
Opportunitiesduetochangingproductionchains
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.
13
12
11
inspiration:
with in shell promis ing ideas from employees and people from outs ide are “rewarded” .
a small group of experts i s formed and g iven the t ime and money to further develop such
an idea . th i s has l ed to var ious very successful innovat ions .
the parallel with the port of rotterdam authority:
with in the port author i ty we are go ing to se t up opportuni ty t eams , which wil l be g iven
t ime and money to develop bus iness cases for ident i f i ed opportuni t i e s . in 2007 a p i lot
w i th an opportuni ty t eam will be supported by prof. j e ff gaspersz (www.kansdenken .nl ) .
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
Be good and tell it
7
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
beingproudofwhatwedo
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.
articlesintradeJournals
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.
internalcommunicationchannels
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.
activitiesfor2007
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.
inspiration:
s i emens netherlands has se t up a s eparate management (one s i emens) for the development
of new concepts and serv ices . the w ishes of the c l i ent are the key e lement in th i s .
the parallel with the port of rotterdam authority:
with the r&d agenda we wi l l s eek cooperat ion wi th our cl i ents much more act ively and
tackle problems together . in add i t ion the actp w i l l med iate more act ively between the
quest ions from the companies in the port and the knowledge at the un ivers i t i e s , colleges
and inst i tut ions . in 2007 new out-of - the -box solut ions wi l l be worked on together wi th
one s i emens .
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
R&D implementation programme 2007january february march april may june july august september october november december
organize forum r&d-forum feedback forum organize forum r&d-forum feedback forum
bus iness in te l l igence miss ion r&d benchmark in ternat ional develop target images for por t of rot terdam author i ty
set up cooperat ion wi th s iemens, ibm, kpn and others cooperat ion wi th companies not d i rec t ly re lated to the por t
v i s i t c l ients in the por t
develop logis t i c s in te l l igence centre
star t up networks around research pr ior i t ies
develop cooperat ions wi th wageningen, vu and itmma
proact ive par t i c ipat ion in 7th framework programme of the european commiss ion
form innovat ion board part i c ipat ion innovat ion board in r&d-forum
form innovat ion teams
develop p ipe l ine method star t p ipe l ine approach part i c ipat ion of innovat ion board in r&d forum
develop ‘ c reat ing a reserve’
pro jec t ‘100,000 for a good idea’ star t compet i t ion compet i t ion resu l t execut ion of winning pro jec t
organize opportuni ty teams star t opportuni ty teams
develop pro jec t database star t database
ut i l i zat ion of subs id ies pro jec t s tar t sys tem
execute pro jec ts which fa l l under the themes of the r&d agenda
present agenda star t preparat ion innovat ion insp i rat ion event innovat ion insp i rat ion event
prepare communicat ion p lan external communicat ion: v i s i t congresses , sympos ia , g ive guest lec tures , publ i cat ions in t rade journals , webs i te
internal communicat ion: webs i te , contr ibut ion thuishaven, lunch lec tures , e tc
tes t open innovat ion communicat ion regard ing compet i t ion
outside- in thinking
cooperation and networking
building on the r&d house
stimulating creativity
better insight into resarch
and deployment of resources
research priorit ies
be good and tell it
PORT OF ROTTERDAM AUTHORITY r&d–agenda�0
R&D implementation programme 2007january february march april may june july august september october november december
organize forum r&d-forum feedback forum organize forum r&d-forum feedback forum
bus iness in te l l igence miss ion r&d benchmark in ternat ional develop target images for por t of rot terdam author i ty
set up cooperat ion wi th s iemens, ibm, kpn and others cooperat ion wi th companies not d i rec t ly re lated to the por t
v i s i t c l ients in the por t
develop logis t i c s in te l l igence centre
star t up networks around research pr ior i t ies
develop cooperat ions wi th wageningen, vu and itmma
proact ive par t i c ipat ion in 7th framework programme of the european commiss ion
form innovat ion board part i c ipat ion innovat ion board in r&d-forum
form innovat ion teams
develop p ipe l ine method star t p ipe l ine approach part i c ipat ion of innovat ion board in r&d forum
develop ‘ c reat ing a reserve’
pro jec t ‘100,000 for a good idea’ star t compet i t ion compet i t ion resu l t execut ion of winning pro jec t
organize opportuni ty teams star t opportuni ty teams
develop pro jec t database star t database
ut i l i zat ion of subs id ies pro jec t s tar t sys tem
execute pro jec ts which fa l l under the themes of the r&d agenda
present agenda star t preparat ion innovat ion insp i rat ion event innovat ion insp i rat ion event
prepare communicat ion p lan external communicat ion: v i s i t congresses , sympos ia , g ive guest lec tures , publ i cat ions in t rade journals , webs i te
internal communicat ion: webs i te , contr ibut ion thuishaven, lunch lec tures , e tc
tes t open innovat ion communicat ion regard ing compet i t ion
��PORT OF ROTTERDAM AUTHORITY r&d–agenda
colophon
r&d-agenda
The innovaT i es TraTegy of The
porT of roT Terdam auThor i Ty
p.o .box 6622
3002 ap roT Terdam
ed i tor
CorporaTe deve lopmenT
des ign
sm idswaTer , breda/den haag
photography
freek van arke l , roT T erdam
pr int ing
p lanT i jnCaspar i e Cape l l e a/d i j sse l
for more informat ion
e k e es . [email protected]
customer serv ice center
t 010 - 252 11 11
e i n [email protected]
date
me i 2007
Notes
PORT OF ROTTERDAM AUTHORITY r&d–agenda��
Innovationis a
widely-supported
responsibility