The Norwegian FPSO Cluster
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This document analyzes the competitiveness of the Norwegian FPSO (floating production, storage, and offloading) industry. It finds that the industry faces challenges including a lack of competitive scale, keeping key activities in Norway, and future access to qualified labor. It provides recommendations for both the industry and government. For the industry, it recommends consolidation to increase size and establishing a cluster initiative. For the government, it recommends securing long-term policy stability, opening oil and gas activity in northern regions, and investing in cluster-related knowledge. The overall goal is for the FPSO cluster to strengthen and prove competitive for the future.
The Norwegian FPSO Cluster
- 1. GRA 6829 Strategy for Industrial Competitiveness 2010 The cluster characteristics and competitiveness of the Norwegian FPSO industry - Competitive for the future?TorleivOpsalNicolai A. Kirkeng1
- 2. IntroductionCluster and national competitivenessRecommendationsWhat is an FPSOThe emergence and current position of the industryAgendaGRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsalIntroductionWhat is an FPSOThe emergence and current position of the industryCluster and national competitivenessNational diamond analysisChallenges for the clusterRecommendationsFor the industryFor the government 22
- 3. IntroductionCluster and national competitivenessRecommendationsWhat is an FPSOThe emergence and current position of the industryWhat is an FPSOFloating Production, Storage and Offloading unitGRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal3Turret and fluid/control transfer swivelProcess and utilities e.g. separation train, gas compression, power generationAccommodation, central control and helideckHull & marine utilities e.g. cargo, ballast,boilers, propulsionMoorings and risers3
- 4. IntroductionCluster and national competitivenessRecommendationsWhat is an FPSOThe emergence and current position of the industryIn the intersection of shipping and offshoreEmerged from two traditionally strong industriesUnique international position10 of 28 international actors are NorwegianNo other country has similar agglomerationMore national than regional agglomeration4GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal4
- 5. IntroductionCluster and national competitivenessRecommendationsWhat is an FPSOThe emergence and current position of the industryThe industry is spread around the countryTrondheim: R&D
- 6. EducationOslo: Maritime operations
- 7. Ship owners
- 8. FinancialStavanger area: Oil & Gas
- 9. OffshoreArendal area: R&D
- 10. Ship Equipment5GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 11. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryFactor conditionsDemand conditionsRelated and supporting industries6GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 12. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryFactor conditionsDemand conditionsSpecialized skills
- 14. Marintek and NODE Related and supporting industries7GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 15. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryFactor conditionsDemand conditionsSpecialized skills
- 18. Global demand
- 20. Strict regulatory frameworkRelated and supporting industries8GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 21. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryFactor conditionsDemand conditionsSpecialized skills
- 24. Global demand
- 26. Strict regulatory frameworkRelated and supporting industries Oil & Gas
- 27. Shipping
- 28. Offshore
- 29. Ship equipment9GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 30. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryNumerous actors
- 31. High rivalry
- 32. Heterogeneity Factor conditionsDemand conditionsSpecialized skills
- 35. Global demand
- 37. Strict regulatory frameworkRelated and supporting industries Oil & Gas
- 38. Shipping
- 39. Offshore
- 40. Ship equipment10GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 41. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterThe national diamondFirm strategy, structure and rivalryNumerous actors
- 42. High rivalry
- 43. Heterogeneity Factor conditionsDemand conditionsSpecialized skills
- 46. Global demand
- 48. Strict regulatory frameworkRelated and supporting industries Oil & Gas
- 49. Shipping
- 50. Offshore
- 51. Ship equipmentGovernment11GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 52. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterChallengesLack of competitive scaleKeeping the right activities in NorwayFuture access to qualified laborFPSO projects are risky – smaller actors lack sufficient financial strength
- 55. High cost labor
- 56. Focus on knowledge intensive and core activities
- 58. Workers with operational experience12GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 59. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterChallengesLack of competitive scaleKeeping the right activities in NorwayFuture access to qualified laborFPSO projects are risky – smaller actors lack sufficient financial strength
- 62. High cost labor
- 63. Focus on knowledge intensive and core activities
- 65. Workers with operational experience13GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 66. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterChallengesLack of competitive scaleKeeping the right activities in NorwayFuture access to qualified laborFPSO projects are risky – smaller actors lack sufficient financial strength
- 69. High cost labor
- 70. Focus on knowledge intensive and core activities
- 72. Workers with operational experience14GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 73. IntroductionCluster and national competitivenessRecommendationsNational diamond analysisChallenges for the clusterChallenges (2)Political instabilityDecreasing activity on the Norwegian continental shelfChanging policies
- 74. FPSOs not included in NIS tax beneifts
- 75. No recent major oil findings
- 76. Restrictions Lofoten and Vesterålen
- 77. Activity push innovation and new technology15GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 78. IntroductionCluster and national competitivenessRecommendationsFor the industryFor the governmentIndustry recommendationsA strengthened and competitive Norwegian FPSO cluster – With a bright futureChallengesLack of competitive sizeKeeping key activitiesFuture access to laborPolitical instabilityDecreased activity in the home market16GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 79. IntroductionCluster and national competitivenessRecommendationsFor the industryFor the governmentIndustry recommendationsA strengthened and competitive Norwegian FPSO cluster – With a bright futureIndustry consolidationChallenges Increase size & financial strength
- 80. Increased bargaining power
- 81. Still maintain cluster dynamicsLack of competitive sizeKeeping key activitiesEstablish a cluster initiativeFuture access to labor Cluster promotion
- 82. Address common issues
- 83. Cooperate with government, universities and industry actorsPolitical instabilityDecreased activity in the home market17GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 84. IntroductionCluster and national competitivenessRecommendationsFor the industryFor the governmentGovernmentalrecommendationsA strengthened and competitive Norwegian FPSO cluster – With a bright futureSecure long term policy stabilityChallenges Consensus driven decisions
- 85. Cooperation with the industryLack of competitive sizeOpen oil & gas activity in the NorthKeeping key activities Activity crucial to innovativeness
- 86. Recent report degrading environmental hazardFuture access to laborInvest in cluster related knowledgePolitical instability Strengthen scientific infrastructure
- 87. Joint effort from the government, industry and universitiesDecreased activity in the home market18GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal
- 88. IntroductionCluster and national competitivenessRecommendationsFor the industryFor the governmentConclusion19GRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal19
- 89. IntroductionCluster and national competitivenessRecommendationsFor the industryFor the governmentGRA 6829 Strategy for Industrial Competitiveness 2010 | Nicolai A. Kirkeng & TorleivOpsal20ConclusionBy implementing the suggested recommendations the FPSO cluster might develop into a stronger FPSO hub for the future and prove to be an important industry in the exciting intersection of the oil & gas, offshore and shipping industry.20
- 90. Thanks for your attention!Q&A