Ready for disruptive technologies?
Artificial intelligence, autonomy and energy transition technologies will revolutionise our industry. IMarEST Chief Executive Gwynne Lewis shares what the membership expects.
Whether developing and operating leading-edge technologies, or interacting with legacy systems, marine professionals are acutely aware of the radical change that lies ahead. The IMarEST has undertaken a short survey and consulted with Special Interest Groups (SIGs) and the Technical Leadership Board (TLB) on members’ expectations for disruption. I presented the findings at the International Project Management Conference (IPMC) in Kuala Lumpur last December and share a summary with you now.
1 AI and machine learning
The introduction of artificial intelligence (AI) in the marine sector is already relatively advanced and its adoption is rapidly increasing. In shipping, for example, AI has the potential to increase productivity, while disciplines that rely on large datasets, such as ocean science, will benefit from the opportunity to process and analyse big data sets to an extent that has not been seen before. Other key applications will also allow better prediction modelling and computational science in general.
Initial development was fuelled by a technological drive, however, AI is now being driven by commercial use as businesses seek to outperform current best practice strategies. One of the growth areas has been in consultancy around AI as companies race to implement digitisation into their business models to stay ahead of competitors and build a sustainable competitive advantage.
The increased use and implementation of AI systems is seen to most likely disrupt the role of professionals working in shipping; including the changing role of designers and engineers.
Both AI and autonomy are seen as supporting sustainability by improving efficiency, whether that’s through consistency of operations, or the rapidity of measuring, controlling and reacting quicker than humans to issues and hazards, or the ability to prevent them. However, having a rapid, meaningful interpretation of inputs means that humans can work in smarter ways to mitigate issues in the first instance and solve problems more effectively and efficiently.
Observations from our SIG and TLB chairs suggest there is still a long way to go in terms of developing AI and the policies and regulations facilitating its propagation, as opposed to hindering it, and reducing/ managing its risks. Technology is developing at such a pace that regulators simply cannot stay ahead of it, or at times, keep up with it. In addition, some regulators appear to want AI (and autonomy) to be regulated within “human regulations”, i.e., regulations based on pre-existing assumptions, history and norms. This might hinder the development of those technologies, notably into the commercial sector, or steer it into different directions and applications.
2 Autonomy
The main purpose of autonomy is seen to be the reduction of manning on board, thereby increasing efficiency, reducing risks and improving safety.
The take up of autonomy is not as advanced as AI, due in part to the fact that autonomous operations are mostly still at prototype and early demonstration stages, and there are only a limited number of standard commercial products and solutions available.
The main driver for adoption is the available emerging technology which, where implemented, is already proving disruptive in terms of value creation and usefulness. The commercial drive for greater adoption is expected to increase in the coming years as the technology becomes more widely used and industry awareness grows as to how autonomy can be introduced and retro fitted.
Opinions are divided when it comes to determining autonomy’s future disruptive elements. Some see disruption arising from the progression towards a zero-engineering crew, while others stress that the disruption lies in the commercialisation of its various applications.
Autonomy shares many of the same regulatory issues that impact the adoption of AI, much of it is due to the lack of knowledge around this new technology which is posing a great challenge to regulators across the globe.
Gwynne Lewis, IMarEST Chief Executive speaking at the IPMC in Kuala Lumpur (Credit: iCEP/IPCM 2022)
3 Technologies for energy transition and decarbonisation
Like many other sectors, marine is looking to reduce its impact on the environment by moving towards sustainable energy, decarbonisation and alternative fuels.
Disruptive technologies around sustainable energy and decarbonisation are among the most advanced in terms of industry awareness as they are already in use within a range of industries, facilitated by knowledge sharing and industry collaboration. However, the innovations in these domains remain relatively foreign to the marine sector thus far.
The main challenges for regulators, designers, and engineers will be to move alternative fuels and decarbonisation into the marine industry safely and with the necessary new equipment and processes. These changes also need to receive the necessary approvals which may cause additional disruption.
Upskilling is essential
The marine sector is at the start of a journey of embracing the next generation of innovations and technologies and seeing benefits from this transformation. However, it is vital that we continue to keep pace with innovation and developments, as well as ensure that we recruit and upskill those working in the sector, innovators and entrepreneurs with the skills our businesses need now and in the future.
Please take the time to read the report and share with your teams and peers.
Download the report in full: Disruptive Technologies in the Marine Sector: 2023 and Beyond