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.


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.


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 .


Outside-in thinking

1


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’).


Cooperation and networking

2


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.


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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IDEEËN OPWERKEN TOT VERGELIJKBAAR

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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

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DIRECTORATE-SPECIFIC SUBJECTS

PORT OF ROTTERDAM AUTHORITY KNOWLEDGE BASE / EXISTING KNOWLEDGE FOUNDATION


GESELECTEERDE IDEEËN

UITWERKEN TOT PROJECTPLAN

(5-15 X A4) MET DUIDELIJKE

DOELEN, FASERING, WERK-

PAKKETTEN, TAKEN, VERANT-

WOORDELIJKHEDEN, RESUL-

TATEN, BUDGET EN T IMING


��PORT OF ROTTERDAM AUTHORITY 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

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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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


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










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.

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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











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 .


Agrowing

streamof

projectideasfrom

theenvironment


Better insight intoresearch and deployment of resources

4


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.


Stimulating creativity

5


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


Asubstantialadditional

effort

Theart

isto

focusourselvesproperly


Research prioritiesfor the future

6


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


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.


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.


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


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 .


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 ) .


Be good and tell it

7


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 .


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 .


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


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


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


Innovationis a

widely-supported

responsibility

port of rotterdam r&d agenda 2008

Documents

port authority

knowledge institutions

innovation strategy

innovation policy

field of knowledge development

companywide rd agenda

knowledgeintensive services

area of research innovation